Table of contents
Retaining and motivating employees: Compensation preferences in Hong Kong and China
Randy K. Chiu, Vivienne Wai‐Mei Luk, Thomas Li‐Ping TangThis paper reports two studies involving data collected from 583 participants in Hong Kong and 121 participants in the People’s Republic of China (PRC), and examines the most…
The power of “talk” in HRM‐based change
Helen FrancisThis article uses discourse theory to examine the rhetoric of human resource management (HRM) in shaping organisational change. Built on the assumptions that people actively…
Work restructuring and technical change: A case study of the Royal Navy Warfare Branch
David Preece, Marcus Blosch, John StrainThe paper examines a recent example of work and employment restructuring in the Royal Navy. This involved the creation of a new employment branch (the Warfare Branch) out of two…
From change novice to change expert: Issues of learning, development and support
Mike DoyleAn increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering…
Too little, too much: Downsides of multifunctionality in team‐based work
Annick L. van den Beukel, Eric MollemanNot only is multifunctionality regarded as an indispensable design feature of team‐based work, being multifunctional is allegedly beneficial for employees, and it is presumed to…
Self‐esteem and the self‐censorship of creative ideas
Scott David WilliamsCreative processes halt when those who generate creative ideas self‐censor them. Self‐censorship may become a greater concern in performance management as organizations of the…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton