1999
DOI: 10.1080/095851999340503
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Human resource management: gendered terrain?

Abstract: This paper addresses the question of whether human resource management can offer greater possibilities for training, development or career advancement for women. Data from two case-study organizations with contrasting approaches to HRM (`soft' and `hard' ) are presented.It was found that events in the external environment had impacted on both organizations and led to a reconceptualization of careers which had affected men and women. In general, women at Lloyds Bank, which was characterized by a bias towards th… Show more

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Cited by 24 publications
(13 citation statements)
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References 26 publications
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“…This has parallels with the HRMperformance debate which equally fails to address how HRM relates to issues of diversity (Truss 1999). …”
Section: Engagement: Hrm's 'New Best Friend'?mentioning
confidence: 99%
See 1 more Smart Citation
“…This has parallels with the HRMperformance debate which equally fails to address how HRM relates to issues of diversity (Truss 1999). …”
Section: Engagement: Hrm's 'New Best Friend'?mentioning
confidence: 99%
“…Halford and Strangleman (2009) suggest even that sociological studies of work in general have privileged the male industrial worker over work done by women. Feminist scholars have remained largely silent on the central debates within the HRM field (Truss 1999). Future research could explore the state of engagement as experienced by male and female employees, those from different ethnic groups and those with disabilities, the micro-level experiences of engagement strategies and initiatives on the part of diverse workers, and the outcomes of high and low levels of engagement for these groups.…”
Section: Engagement and Hrm: Where Next?mentioning
confidence: 99%
“…Nine items taken from previous research were used (Truss, 1999;Gould-Williams and Davies, 2005). The items are: "I receive the training I need to do my job" (training), "This department keeps me informed about business issues and about how well it's doing" (information sharing), "Team working is strongly encouraged in our department" (team working), "Management involve people when they make decisions that affect them" (involvement in decision making), "Communication within this department is good" (communication), "Career management is given a high priority in this department" (career management), "I have the opportunities I want to be promoted" (promotion), "The appraisal system provides me with an accurate assessment of my strengths and weaknesses" (appraisal), "I am given meaningful feedback regarding my performance at least once a year" (performance feedback).…”
Section: Hphrpmentioning
confidence: 99%
“…To measure employee perceptions of HPWS, a 15item scale was utilized. The scale consisted of (a) 7 HR practice items drawn from Gould-Williams and Davies (2005) and (b) 8 items from Truss (1999), consistent with content reflecting employee skills, motivation, and empowerment. Recently, Jensen, Patel, & Messersmith, (2013) has used these scale for their study.…”
Section: Methodsmentioning
confidence: 99%