International Journal of Manpower: Volume 16 Issue 5/6

Strategic HRM or managing the employment relationship?

Bob Kane, Ian Palmer

Discusses strategic human resource management (HRM) whichemphasizes the importance of HRM policies and practices being integratedby a longer‐range HRM strategy, which in turn is…

Successful strategies for managing change

Vince C. Smith, Amrik S. Sohal, Brian D′Netto

During the recent recession, Australian organizations haveundergone major changes focused on improvement of organizationalcompetitiveness. In Australian public sector…

Australia’s ageing population: implications for human resource management

Margaret Patrickson, Linley Hartmann

Considers the implications of Australia′s ageing population forfuture human resource management practice. Acknowledges that downsizingpractices which initially targeted older…

Redefining human resource management: Work restructuring and employee relations at Mobil Adelaide Refinery

Patrick Dawson

Summarizes the main objectives of the Australian Best PracticeDemonstration Program and identifies a number of key human resource (HR)management issues. Argues that there has been…

A causal model of employee commitment in a manufacturing setting

Martin S. Putterill, Thomas C. Rohrer

Describes the development and testing in a factory setting of amodel of the employee organizational commitment process. Extended fromearly work in the field, the…

Using soft systems methodology to identify competence requirements in HRM

John Brocklesby

Uses a case study to show how Checkland′s soft systems methodology(SSM) may be used as a vehicle for developing competence profiles inhuman resource management. The benefits of…