Limits to transformation: human resource management in the British context
Industrial Relations JournalPublished 1 March 1990
John Storey, Keith Sisson
Citations54
SJR quartileQ2
SJR score0.92
SNIP1.03
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Abstract
The extensive range of far‐reaching managerial initiatives which are constantly reported might seem to signal a transformation to a totally new order of human resource management. This article examines some entrenched structural features of the British context which can help explain the limits to this pattern of change
Keywords
Business, Management and Accounting
Journal of Management StudiesHUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS<sup>[1]</sup>
1,347 Citations1987David Guest