No abstract

Draws on findings from recent survey and case study evidence to identify key aspects of the relation between technical change and human resource management. Begins by examining the primary role played by general and line managers in managing advanced technical change. Also highlights the persistent and widespread support for technical change among both manual and non‐manual workers. Analyses three examples where human resource specialists have played a proactive role in the introduction of technical change, identifying the main characteristics of these cases. Concludes by drawing some practical implications of advanced technical change for the management of human resources in work organizations.

No abstract

Discussions of industrial relations and new technology often treat employers and employees as homogeneous groups. This article, based on a study of the introduction of electronic news gathering equipment into an independent television company, suggests that new technology can be a source of conflict and rivalry between different sections of the workforce.

Jon Clark, who is Professor of Industrial Relations at Southampton University, comments on one of the most important issues raised in John Storey's Developments in the Management of Human Resources: the contrast between the ‘procedure and consistency’ of the IR/ personnel tradition and the ‘business need, flexibility and commitment’ of the HRM tradition. In particular, he queries whether HRM can be successful without a firm basis in ‘procedure and consistency’.