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Presents the results of a survey of the use of human resource information systems (HRIS) in smaller organizations, conducted in 1998. The survey enquires as to the nature of information stored electronically in three core areas: personnel, training and recruitment as well as the type of information analysis being undertaken. Significant relationships were found between the total number of people employed by the organization, and certain aspects of its information storage and manipulation. Smaller organizations were also found to be less likely to use HRIS, and HRIS was also used less frequently in training and recruitment. No sectoral differences were found. Similar to the results of IES/IPD surveys, and some academic work, it was found that HRIS are still being used to administrative ends rather than analytical ones.The research register for this journal is available at

This paper examines the problematic of embodied resistance to biometric surveillance practices. After establishing that surveillance is becoming more widespread, the paper draws on the multidisciplinary areas of organization theory, surveillance theory, and body and feminist sociology. It is argued that current theoretical resources available to organization theorists are inadequate for analysing resistance to these technologies. After an investigation of recent developments in the sociology of the body and in surveillance theory, resistance is conceptualized at the interface of bodies and technologies, and is antagonistic towards categorizations and fixities produced by biometrics. A number of resistance strategies are distilled, using feminist and post-structuralist sociology. Although it is acknowledged that the paper’s arguments do not address questions of agency and an ethics of the self, resistance arguments that challenge the totalizing impulse of surveillance practice are welcome in the face of government and private sector rhetoric about its desirability.

This paper examines Computer-based Performance Monitoring (CBPM) in two UK financial services organizations. In doing so, it examines and critiques the existing manner in which this area has been theorized by both traditional and critical organization theorists. It then offers an alternative analysis of CBPM in terms of power, control and resistance, which involves the close interrogation of subject positioning within the speech of those who are subject to and manage this technology. By examining subject positions in interpretive repertoires, the paper demonstrates how power, control and resistance are constituted at an individual level and are specifically linked to the use (and abuse) of CBPM technology. It then further considers the nature and origins of the interpretive repertoires in relation to their organizational contexts, describing the differential circulation of disciplinary power in each. CBPM is thus understood as a politically neutral technology of power, which, when mobilized by management and discursively interwoven into practice becomes a potent force within local organizational sites. The central message of this paper is that it is possible to reveal the intertwining of individual and institutional discourses purely by examining technologies, practices and subjectivities in local organizational sites.

This paper explores the development and maintenance of trust and distrust in an organization undergoing a merger. Using a longitudinal study we examined the sense‐making of retained staff by comparing two sets of in‐depth interviews with six survivors and detailed field notes. Four central themes were identified revealing differences between trust and distrust. The themes included: the importance of perceived changes to the psychological contract, organizational justice, reputations of individuals and risk management. By analysing the sense‐making the need for congruence between what was done and how it was done was revealed. As distrust grew staff balanced this disequilibrium through their trust in the familiar, however, this finding calls into question the role of rationality as the basis for risk management. We discuss the implications of these findings for the successful management of mergers.