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On the surface, airlines appear to embrace a 'soft', people-centred approach to HRM, demonstrated by the deployment of a range of HR strategies aimed at the 'soft' ideals of cooperation, commitment and trust. However, within the context of tight profit margins and competitive markets, a range of 'hard', cost-centred HR strategies, may dominate. In other words, the deregulated, competitive environment of the airline industry may find airline companies shifting from a 'soft', people-centred approach to a 'hard', cost-centred approach, where cost considerations take priority over all other concerns, including those relating to employee health and safety. In an industry that claims 'people are our most important asset', one might expect 'good practice' in terms of occupational health and safety (OHS). However, the present research finds that cabin crew OHS is being overshadowed by airline companies' profit imperatives. Based on a cabin crew perspective, the research examines developments in OHS, in terms of the range and extent of OHS risks that are experienced by cabin crews. These developments in turn, provide an insight into the case study airlines' approach to people management. The research identifies a high prevalence of a range of illnesses and OHS risks, which can be linked to airline companies' people management policies. Overall, the thesis challenges the rhetoric of airlines' 'people-centred' approach, as well as current notions of the range and extent of OHS risks relating to the cabin crew labour process. In addition, the thesis offers an innovative review and analysis of HRM taken from an OHS perspective.

Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.

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This thesis critically examines the concept of strategic human resource management (HRM). Existing 'critical' approaches identify prescriptive HRNI literature as 'rhetoric' that does not match 'reality'. Such an approach understands management initiatives as separate, individual, discrete, and ad hoc. However, this thesis develops an alternative perspcctivc, informed by a Foucauldian approach to 'discourse', that understands 'HRM' and 'strategy' as cultural constructs that are used by actors as they 'make sense' of discursively constructed organizational 'realities'. This perspective is then utilized to demonstrate that the existing 'critical' approaches are engaged in particular practices that define strategic HRM in a way that constructs the 'gap' between 'rhetoric' and 'reality' as HRM is simultaneously created as an academic subject. This alternative perspective provides a means of understanding and analysing prescriptive management literature and texts generated from interviews with managers in terms of two different discursively constructed 'rationalities'. Both 'rationalities' establish causal relationships between concepts of environment, organization and individual as organizational 'reality' is constructed. This perspective is utilized in the identification of the connections that are established between the managerial initiatives that are thought of as separate, individual, discrete, and ad hoc by the 'critical' literature. There are two parts to this thesis. The first part describes the development of HM4, outlines a Foucauldian conceptualization of 'discourse, and re-examines prescriptive and 'critical' HRM literature. The second part analyses texts generated from interviews with HRIpersonnel managers in a range of public and private sector organizations. This analysis demonstrates that, while there is great variety in the descriptions of organizational 'reality', connections between concepts of environment, organization and individual arc established as two key 'rationalities' are discursively constructed. It is argued that these 'rationalities' position people and practices within organizational 'reality'.

<p>The purpose of this study is to investigate and review literature that examines whether job satisfaction and procedural justice have a positive relationshipwith employees organisational citizenship behaviour in a brick manufacturing industry</p>

<p>The purpose of this study is to investigate and review literature that examines whether job satisfaction and procedural justice have a positive relationshipwith employees organisational citizenship behaviour in a brick manufacturing industry</p>