Paul Blyton

In this book, first published in 1989, the authors have sought to highlight some of the major themes in the study of time and work within separate but related fields of study. A number of common starting points and issues are examined, alongside the various conclusions which different researchers have drawn together. Working together, the four authors have enriched their individual understanding of worktime through exposure to approaches taken by others working within different discipline boundaries. This title will be of interest to students of business studies.

In this book, first published in 1989, the authors have sought to highlight some of the major themes in the study of time and work within separate but related fields of study. A number of common starting points and issues are examined, alongside the various conclusions which different researchers have drawn together. Working together, the four authors have enriched their individual understanding of worktime through exposure to approaches taken by others working within different discipline boundaries. This title will be of interest to students of business studies.

First published in 1991, this book investigates not only the processes of industrial relations themselves but also the climate in which they work. As we all as studying union behaviour, it views the topic from the wider perspective of human resource management and integrates theories of industrial relations and organizational analysis. The extensive empirical evidence presented, which draws on manufacturing and service industries in Canada, is used to examine such areas as cooperation between union and management, employee perceptions and corporate culture. This interesting reissue will be of importance to all those studying the dynamics of organizations and industrial relations processes, and ways in which a productive climate can be established and maintained.

First published in 1985, this book examines the major components of working time from an international perspective, considering the individual aspects of working time, with particular emphasis on the argument that work should be shared to alleviate unemployment and the case for further increasing the flexibility and choice in working arrangements. Paul Blyton reviews working time since the Industrial Revolution, when a strict time-frame was first imposed on workers, and the growth in work-sharing, flexitime, part-time working and changes to the retirement age.

First published in 1991, this book investigates not only the processes of industrial relations themselves but also the climate in which they work. As well as studying union behaviour, it views the topic from the wider perspective of human resource management and integrates theories of industrial relations and organizational analysis. The extensive empirical evidence presented, which draws on manufacturing and service industries in Canada, is used to examine such areas as cooperation between union and management, employee perceptions and corporate culture. This interesting reissue will be of importance to all those studying the dynamics of organizations and industrial relations processes, and ways in which a productive climate can be established and maintained.

First published in 1985, this book examines the major components of working time from an international perspective, considering the individual aspects of working time, with particular emphasis on the argument that work should be shared to alleviate unemployment and the case for further increasing the flexibility and choice in working arrangements. Paul Blyton reviews working time since the Industrial Revolution, when a strict time-frame was first imposed on workers, and the growth in work-sharing, flexitime, part-time working and changes to the retirement age.

"This excellent book will encourage students to think about the diverse range and broad character of issues encountered at work. It highlights both enduring dilemmas and emerging issues in contemporary employment. Each concept is carefully explained with engaging examples provided throughout. As such it will help prime students to understand key issues at work and make a first-rate addition to any social science reading list." - Nicolas Bacon, Nottingham University Business School "This authoritative, comprehensive, up-to-date, and user-friendly reference book will be appreciated greatly by all social science staff and students of work." - Stephen Edgell, University of Salford and author of The Sociology of Work The SAGE Key Concepts series provides students with accessible and authoritative knowledge of the essential topics in a variety of disciplines. Cross-referenced throughout, the format encourages critical evaluation through understanding. Written by experienced and respected academics, the books are indispensible study aids and guides to comprehension. Key Concepts in Work: Clearly and concisely explains the central ideas, debates and theories of work.Offers a broad overview of the social, political and economic contexts of work illustrated from diverse industrial societies.Begins each entry with a snapshot definition followed by key words and guidance for further reading.Inspires students to engage in further exploration of ideas and debates.Provides an essential reference guide for all students in sociology, business studies, management learning about work, employment, organizations and labour markets.

"This excellent book will encourage students to think about the diverse range and broad character of issues encountered at work. It highlights both enduring dilemmas and emerging issues in contemporary employment. Each concept is carefully explained with engaging examples provided throughout. As such it will help prime students to understand key issues at work and make a first-rate addition to any social science reading list." - Nicolas Bacon, Nottingham University Business School "This authoritative, comprehensive, up-to-date, and user-friendly reference book will be appreciated greatly by all social science staff and students of work." - Stephen Edgell, University of Salford and author of The Sociology of Work The SAGE Key Concepts series provides students with accessible and authoritative knowledge of the essential topics in a variety of disciplines. Cross-referenced throughout, the format encourages critical evaluation through understanding. Written by experienced and respected academics, the books are indispensible study aids and guides to comprehension. Key Concepts in Work: Clearly and concisely explains the central ideas, debates and theories of work.Offers a broad overview of the social, political and economic contexts of work illustrated from diverse industrial societies.Begins each entry with a snapshot definition followed by key words and guidance for further reading.Inspires students to engage in further exploration of ideas and debates.Provides an essential reference guide for all students in sociology, business studies, management learning about work, employment, organizations and labour markets.

An analysis of the changes and underlying continuities occurring in employee relations. The authors draw extensively on a wide range of case studies to produce a well informed, critical account.

Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.

Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.