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Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

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Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 February 1998

Graeme Martin, Phil Beaumont and Harry Staines

This study of a sample of firms based in a region of Scotland, examines the characteristics of organizations that are early adopters of management development methods. The…

Abstract

This study of a sample of firms based in a region of Scotland, examines the characteristics of organizations that are early adopters of management development methods. The survey results show that organizations that are early adopters of one or more of four fashionable management development techniques—open learning, computer‐assisted learning, action learning and outdoor management training—are also characterized by a sophisticated approach to human resource development and the use of other ‘high performance’ HRM practices. Such findings are consistent with the literature on innovation that points to rational‐technical factors influencing the decision‐making process of early adopter organizations in contrast to institutional factors such as social conformity that are more important in influencing late adopter organizations. However, the data also point to the limitations of using an early‐late stage adoption framework for the diffusion of techniques such as those used in management development.

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The International Journal of Organizational Analysis, vol. 6 no. 2
Type: Research Article
ISSN: 1055-3185

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Article
Publication date: 1 March 1980

P.B. Beaumont, A.W.J. Thomson and M.B. Gregory

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within…

Abstract

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.

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Management Decision, vol. 18 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 January 1991

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459010135244. When citing…

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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/01425459010135244. When citing the article, please cite: P.B. Beaumont, P. Cressey, P. Jakobsen, (1990), “Key Industrial Relations: West German Subsidiaries in Britain”, Employee Relations, Vol. 12 Iss: 6, pp. 3 - 7.

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European Business Review, vol. 91 no. 1
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 1 April 1985

Phil Beaumont and John Leopold

Increasingly public sector industrial relations have become the central concern of governments, practitioners and academics. The main purpose of this monograph is to…

Abstract

Increasingly public sector industrial relations have become the central concern of governments, practitioners and academics. The main purpose of this monograph is to review key developments in public sector industrial relations, particularly during the period of the Thatcher Government. The emphasis is on the public services, especially local government, the NHS and the civil service. In the first section we review trends in public sector employment (particularly in the light of Government policy to reduce it), wages (in a context of cash limits), and strikes and other forms of industrial action. In the second part we move from “outcomes” to consider recent developments in the structure, organisation and policy of the “actors” in public sector industrial relations. In particular, we examine union organisation, developments in personnel management, bargaining structure, wage determination machinery and procedures, dispute resolution and privatisation initiatives. Developments in these areas are set in the context of the traditional features which distinguish public sector industrial relations from other spheres. In many of the areas under consideration, trends and developments set in train by the post‐1979 Conservative Government are still in the process of being worked out. Overall public sector employment has fallen, but with considerable variation around the average. National wage disputes, with considerable numbers of working days lost, have characterised the public sector since 1979, but the frequency of industrial conflict should not be exaggerated. There are moves to decentralise union and management structures, but the consequences of this have yet to be realised. Pay, however, remains problematic for government, employing authorities and unions. Since 1981–2, public sector settlements have generally been below the rate of inflation, but above the cash limit. The ad hoc policy of determining public sector pay by a mixture of review bodies, measures of comparability and market forces has created an overall picture of confusion. Establishing a fair and rational system of public sector pay remains a key task for any future government.

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Employee Relations, vol. 7 no. 4
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 January 1985

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to…

Abstract

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

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Management Decision, vol. 23 no. 1
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 January 1985

J. Hyman and P.B. Beaumont

Recent developments in alcohol policies provide tangible signs that major strands of personnel policy are beginning to merge (concern for welfare, corporate efficiency and…

Abstract

Recent developments in alcohol policies provide tangible signs that major strands of personnel policy are beginning to merge (concern for welfare, corporate efficiency and joint determination through collective agreement) as indicated by a survey of alcohol policies carried out in Britain.

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Employee Relations, vol. 7 no. 1
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 1 March 1984

P.B. Beaumont

Introduction In Britain, personnel management had its origins in welfare work at the turn of the century. This fact seems to have been a source of embarrassment to many…

Abstract

Introduction In Britain, personnel management had its origins in welfare work at the turn of the century. This fact seems to have been a source of embarrassment to many personnel managers; in their view it contributed substantially to their “soft” image, long held by production and sales members of senior management. Certainly a number of academics have argued that the personnel function could only achieve a position of some authority and status in organisations when its activities had moved substantially beyond the welfare function. Accordingly, personnel managers must have heaved a sigh of relief when welfare work appeared to have largely faded from the scene from the 1950s. However, at least one article in the mid 1970s has argued that this retreat from welfare work was more apparent than real, and that the welfare role was in the process of being rediscovered.

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Management Decision, vol. 22 no. 3
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 February 1981

P.B. Beaumont

A much quoted observation of Phelps Brown in the late 1950s was that “when British industrial relations are compared with those of the other democracies they stand out…

Abstract

A much quoted observation of Phelps Brown in the late 1950s was that “when British industrial relations are compared with those of the other democracies they stand out because they are so little regulated by law”. However, the position has changed so substantially since then that Lewis was able to comment that “in 1975 it would seem that the one indubitably fundamental and irreversible trend is the ever‐increasing extent of the legal regulation of the British system of industrial relations”. In view of this substantially changed state of affairs a fundamental task for industrial relations researchers to undertake is that of explaining variation in the impact of industrial relations legislation at the level of the individual employment establishment.

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Personnel Review, vol. 10 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 January 1983

P.B. Beaumont and S. Allsop

One possible management response to problem drinkers is the introduction of referral and treatment policies; other possible responses would be to tolerate them, dismiss…

Abstract

One possible management response to problem drinkers is the introduction of referral and treatment policies; other possible responses would be to tolerate them, dismiss them or try and screen them out through an intensive recruitment process.

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Management Research News, vol. 6 no. 1
Type: Research Article
ISSN: 0140-9174

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