human resource management

Do private schools manage better?

There is a perception among some commentators and policy analysts that leadership and managerial practices in private schools are superior to those in state schools. Analysing a survey of workplaces in Britain, we find little evidence to support this contention when examining the prevalence of modern human resource management (HRM) practices in schools. Rather, the evidence points to greater use of such practices in state schools. Those practices are correlated with improved school performance in the state sector, but not in the private sector.

Mutual gains? Is there a role for employee engagement in the modern workplace?

I examine the history of employee engagement and how it has been characterised by thinkers in sociology, psychology, management and economics.  I suggest that, while employers may choose to invest in employee engagement, there are alternative management strategies that may be profit-maximising.

Union Coverage and Bargaining Outcomes

Presentation to Leading Change, a TUC workshop for union leaders, University of Warwick. Presents latest evidence on union membership, coverage, organisational capacity and union effectiveness.

HRM and Workplace Motivation: Incremental and Threshold Effects

The HRM-performance linkage often invokes an assumption of increased employee commitment to the organization and other positive effects of a motivational type. We present a theoretical framework in which motivational effects of HRM are conditional on its intensity, utilizing especially the idea of HRM Ôbundling'. We then analyse the association between HRM practices and employees' organisational commitment (OC) and intrinsic job satisfaction (IJS).