bs_bs_banner doi: 10.1111/1748-8583.12046 PROVOCATION SERIES PAPER Disengaging from engagement John Purcell‚ University of Bath Human Resource Management Journal‚ Vol 24‚ no 3‚ 2014‚ pages 241–254 Two basic approaches to engagement are contrasted. Work engagement relates to an individual’s psychological state of mind while at work. The problems with this and its limited relevance to HRM are considered: its concern with a minority of employees‚ the way non-engaged staff are portrayed‚ the airbrushing
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A serial killer is defined as a person who kills “three or more victims over a period of days‚ weeks‚ months‚ or even years” (Hickey‚ 2003). However‚ since 2008 the minimum number of victims needed to be classified as a serial killer has been reduced to two (Hickey 2015). Although the classification of a serial killer is rather broad‚ typologies of serial murder exist in order to narrow the vast types of killers. Hickey uses Holmes’ and DeBurger’s (1988) research to identify four types of general
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Communication and effective leadership are widely considered to be the major challenges facing managers in the 20th century in their respective workplace. It is crucial in any management scenario for an effective leader to be a fluent‚ competent and expert communicator. In essence‚ this can be applied to all leadership scenarios whether it is organisational‚ recreational or even military based. If not utilised properly‚ the situation of a manager who is lacking key communication qualities can easily
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The development of increased resistance to antibiotics is a global concern. According to WHO (2015)‚ antimicrobial resistance is an increasingly serious threat to global public health that requires action across all government sectors and society. Antibiotic resistance threatens the effective prevention and treatment of an ever-increasing range of infections caused by bacteria‚ thereby resulting to loss of the ability to treat common infections. The development of antibiotic resistance is a natural
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& Clark‚ I. 2003. Multinationals and changing national business systems in Europe: towards the ’shareholder value ’ model? Industrial Relations Arkin‚ A. 1999. Return to centre. People Management‚ 6 May: 34. Bartlett‚ C. A.‚ & Ghoshal‚ S. 1989. Managing across borders: the transnational solution. Bird‚ A.‚ & Beechler‚ S. 1995. Links between business strategy and human resource management strategy in US-based Japanese subsidiaries: an empirical investigation. Bjorkman‚ Ingmar. 2003. The roles played
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developing people and organizations Bowen‚ D.E.‚ Gilliland‚ S.W.‚ Folger‚ R.‚ 1999. HRM and service fairness: how being fair with employees spills over to customers Boxall‚ P.‚ 1995. Building the theory of comparative HRM. Hum Resour Manage 5 (5)‚ 5 ± 17. R.S. Schuler / Journal of International Management 6 (2000) 239±260 259 Boxall‚ P.‚ 1996. The strategic HRM debate and the resource-based view of the firm. Hum Resour Manage J 6 (3)‚ 59 ± 75. Brewster‚ C.‚ 1998. Strategic human resource management:
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Due to the rapid development of globalisation‚ people who can master more than one language are the newest target that a lot of international companies are seeking eagerly. There has been a big demand to learn more languages since countries started to form a closer relationship with each other. Being bilingual or multilingual is a recent trend for people who have ambition to build further and better careers. This essay will analyse why it is important to learn more than one language and elaborate
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underlying cause for the abundance of research regarding HRM practices and their effects on a firm. However‚ there is a substantial debate within the literature that argues that HRM practices do not directly impact organizational performance (Boxall & Purcell‚ 2000)‚ with claims that there is a missing link between the two. In regards to this ‘black box’ the concept of organizational culture has emerged. It is said that organizational culture is manifested in the behavior of its employees (Ngo &
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an employee or work group to a higher level of management. They are normally in the lower layers of the management hierarchy and the employees who report to them do not themselves have any managerial or supervisory responsibility (Hutchinson & Purcell 2003). The people and performance research carried out by a team at Bath University found that front line managers played a pivotal role in terms of implementing and enacting HR policies and practices. They found that where employees feels positive
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References: Ahmad‚ S. & Schroeder‚ R.G. (2003). The Impact of Human Resource Management Practices on Operational Performance: Recognizing Country and Industry Differences. Journal of Operations Management‚ 21‚ 19 – 43. Aycan‚ Z. (2005). The interplay between cultural and institutional/structural
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