Армстронг

References 915

Bessant, J, Caffyn, S, Gilbert, J and Harding, R (1994) Rediscovering continuous improvement, Technovation, 14(3), pp 17–29

Bevan, S, Barber, L and Robinson, D (1997) Keeping the Best: A practical guide to retaining key employees, Institute for Employment Studies, Brighton

Bevan, S and Thompson, M (1991) Performance management at the cross roads,

Personnel Management, November, pp 36–39

Bibbings, R (2003) Hearsay and heresy, The RoSPA Occupational Health and Safety Journal, July, pp 51–52

Billson, I (1998) How just-in-time training can support business-led competency development, Competency, Spring, pp 21–24

Birchall, D and Lyons, L (1995) Creating Tomorrow’s Organisation, Pitman, London Blackburn, R M and Mann, R (1979) The Working Class in the Labour Market,

Macmillan, London

Blackler, F (1995) Knowledge, knowledge work and experience Organization Studies, 16(6), pp 16–36

Blake, P (1988) The knowledge management explosion, Information Today, 15(1), pp 12–13

Blake, R and Mouton, J (1964) The Managerial Grid, Gulf Publishing, Houston

Blake, R, Shepart, H and Mouton, J (1964) Breakthrough in Organizational Development, Harvard Business Review, 42, pp 237–58

Blinkorn, S and Johnson C (1990) The insignificance of personality testing, Nature, 348, pp 20–27

Bloom, M and Milkovich, G T (1998) Rethinking international compensation,

Compensation and Benefits Review, April, pp 17–27

Blyton, P and Turnbull, P (eds) (1992) Reassessing Human Resource Management, Sage Publications, London

Bontis, N (1996) There’s a price on your head: managing intellectual capital strategically, Business Quarterly, Summer, pp 4–47

Bontis, N (1998) Intellectual capital: an exploratory study that develops measures and models, Management Decision, 36(2), pp 63–76

Bontis, N, Dragonetti, N C, Jacobsen, K and Roos, G (1999) The knowledge toolbox: a review of the tools available to measure and manage intangible resources, European Management Journal, 17(4), pp 391–402

Boudreau, J W (1988) Utility analysis, in Human Resource Management: Evolving roles and responsibilities, ed. L Dyer, Bureau of National Affairs, Washington, DC

Bower, J L (1982) ‘Business policy in the 1980s, Academy of Management Review, 7(4), pp 630–38

Bowey, A (1982) The Effects of Incentive Pay Systems, Department of Employment, Research Paper 36, DOE, London

916 References

Bowles, M L and Coates, G (1993) Image and substance: the management of performance as rhetoric or reality?, Personnel Review, 22(2), pp 3–21

Boxall, P F (1992) Strategic HRM: a beginning, a new theoretical direction, Human Resource Management Journal, 2(3), pp 61–79

Boxall, P F (1993) The significance of human resource management: a reconsideration of the evidence, The International Journal of Human Resource Management, 4(3), pp 645–65

Boxall, P (1994) Placing HR strategy at the heart of the business, Personnel Management, July, pp 32–35

Boxall, P (1996) The strategic HRM debate and the resource-based view of the firm,

Human Resource Management Journal, 6(3), pp 59–75

Boxall, P (1999) Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies, Journal of Management Studies, 36(4), pp 443–63 Boxall, P and Purcell, J (2003) Strategic Human Resource Management, Palgrave

Macmillan, Basingstoke

Boyatzis, R (1982) The Competent Manager, Wiley, New York

Boyett, J H and Conn, H P (1995) Maximum Performance Management, Glenbridge Publishing, Oxford

Bradley, P, Hendry, C and Perkins, P (1999) Global or multi-local? The significance of international values in reward strategy, in International HRM: Contemporary issues in Europe, ed C Brewster and H Harris, Routledge, London

Braverman, H (1974) Labour and Monopoly Capital, Monthly Review Press, New York Brayfield, A H and Crockett, W H (1955) Employee attitudes and employee perfor-

mance, Psychological Bulletin, 52, pp 346–424

Brewster, C (1993) Developing a ‘European’ model of human resource management,

The International Journal of Human Resource Management, 4(4), pp 765–84

Brewster, C (1999) Strategic Human Resource Management: the value of different paradigms, in Strategic Human Resource Management, ed R S Schuler and S E Jackson, Blackwell, Oxford

Brewster, C (2004) European perspectives of human resource management, Human Resource Management Review, 14(4), pp 365–82

Brewster, C and Holt Larsen, H (1992) Human resource management in Europe: evidence from ten countries, International Journal of Human Resource Management,

3(3), pp 409–34

Brewster, C and Lloyd, J (1994) The changing face of union negotiations, Human Resources, Summer, pp 148–52

Brockbank, W, Ulrich, D and Beatty, D (1999) HR professional development: creating the future creators at the University of Michigan Business School, Human Resource Management, 38, Summer, pp 111–17

References 917

Brown, D (1998) Presentation to the Compensation Forum meeting, February Brown, D (2001) Reward Strategies, From Intent to Impact, CIPD, London

Brown, J A C (1954) The Social Psychology of Industry, Penguin Books, Harmondsworth Brown, D and Armstrong, M (1997) Terms of endearment, People Management, 11

September, pp 36–38

Brown, D and Armstrong, M (1999) Paying for Contribution, Kogan Page, London Brumbach, G B (1988) Some ideas, issues and predictions about performance

management, Public Personnel Management, Winter, pp 387–402

Buchanan, D (1987) Job enrichment is dead: long live high performance work design!,

Personnel Management, May, pp 40–43

Buchanan, D and Huczynski, A (1985) Organizational Behaviour, Prentice-Hall, Englewood Cliffs, NJ

Bulla, D N and Scott, P M (1994) Manpower requirements forecasting: a case example, in Human Resource Forecasting and Modelling, ed D Ward, T P Bechet and R Tripp, The Human Resource Planning Society, New York

Burdett, J O (1991) What is empowerment anyway?, Journal of European Industrial Training, 15(6), pp 23–30

Burgess, S and Rees, H (1996) Job tenure in Britain, Economic Journal, March, pp 334–44

Burgoyne, J (1988a) Competency Approaches to Management Development, Centre for the Study of Management Learning, University of Lancaster

Burgoyne, J (1988b) Management development for the individual and the organization, Personnel Management, June, pp 40–44

Burgoyne, J (1994) As reported in Personnel Management Plus, May, p 7 Burgoyne, J (1999) Design of the times, People Management, 3 June, pp 39–44

Burner, D (1996) Managing Change: A Strategic Approach to Organizational Dynamics,

2nd edn, Pitman, London

Burns, J M (1978) Leadership, Harper & Row, New York

Burns, T and Stalker, G (1961) The Management of Innovation, Tavistock, London

Burt, C (1954) The differentiation of intellectual ability, British Journal of Educational Psychology, 24, pp 45–67

Caldwell, R (2001) Champions, adapters, consultants and synergists: the new change agents in HRM, Human Resource Management Journal, 11(3), pp 39–52

Caldwell, R (2004) Rhetoric, facts and self-fulfilling prophesies: exploring practitioners’ perceptions of progress in implementing HRM, Industrial Relations Journal, 35(3), pp 196–215

Campbell, J P (1990) Modelling the performance prediction problem in industrial and organizational psychology, in Handbook of Industrial and Organizational Psychology, ed M P Dunnette and L M Hugh, Blackwell, Cambridge, MA

918 References

Cannon, T (2000) Knowledge entrepreneurs and the responsible corporation, in

Human Capital and Corporate Regulation, ed Anthony Carey and Nigel SleighJohnson, Institute of Chartered Accountants, London

Cappelli, P (1999) Employment Practices and Business Strategy, Oxford University Press, New York

Cappelli, P (2000) A market-driven approach to retaining talent, Harvard Business Review, January/February, pp 103–11

Cappelli, P (2001) Making the most of on-line recruiting, Harvard Business Review, 70(3), pp 134–48

Cappelli, P and Crocker-Hefter, A (1996) Distinctive human resources are firms’ core competencies, Organizational Dynamics, Winter, pp 7–22

Cappelli, P and Singh, H (1992) Integrating strategic human resources and strategic management, in Research Frontiers in Industrial Relations and Human Resources, ed D Lewin, O Mitchell and P Scheller, Industrial Relations Research Association, Madison, Win

Carter, A, Hirsh, W and Aston, J (2002) Resourcing the Training and Development Function, Report No 390, Institute of Employment Studies, Brighton

Casson, J (1978) Re-evaluating Company Manpower Planning in the Light of Some Practical Experiences, Institute of Manpower Studies, Brighton

Cattell, R B (1963) The Sixteen Personality Factor Questionnaire, Institute for Personality and Ability Training, Illinois

Cave, A (1994) Organizational Change in the Workplace, Kogan Page, London

Centre for Workforce Development (1998) The Teaching Firm: Where productive work and learning converge, Newton, MA

CFO Research Services (2003) Human Capital Management: The CFO’s perspective, CFO Publishing, Boston, MA

Chadwick, C and Cappelli, P (1998) Alternatives to generic strategy typologies in human resource management, in P Wright, L Dyer, J Boudreau and G Milkovich (eds) Research in Personnel and Human Resource Management, JAI Press, Greenwich, CT

Chamberlain, N W and Kuhn, J (1965) Collective Bargaining, McGraw-Hill, New York Chartered Institute of Personnel and Development (2000) Labour Turnover Report,

CIPD, London

Chartered Institute of Personnel and Development (2002) Developing Managers for Business Performance, CIPD, London

Chartered Institute of Personnel and Development (2002) Code of Conduct for Equal Opportunities, CIPD, London

Chartered Institute of Personnel and Development (2003a) Employee Absence, CIPD, London

References 919

Chartered Institute of Personnel and Development (2003b) Human Capital: External reporting framework, CIPD, London

Chartered Institute of Personnel and Development (2003c) Reward Management 2003: A Survey of Policy and Practice, CIPD, London

Chartered Institute of Personnel and Development (2004a) How to Develop a Reward Strategy, CIPD, London

Chartered Institute of Personnel and Development (2004b) Human Capital Reporting: An internal perspective, CIPD, London

Chartered Institute of Personnel and Development (2004c) Professional Standards, CIPD, London

Chartered Institute of Personnel and Development (2004d) Survey of Recruitment, Retention and Turnover, CIPD, London

Chartered Institute of Personnel and Development (2004e) How to Develop a Reward Strategy, CIPD, London

Chartered Institute of Personnel and Development (2005a) Bullying at Work: Beyond policies to a culture of respect, CIPD, London

Chartered Institute of Personnel and Development (2005b) Managing Diversity, CIPD, London

Chartered Institute of Personnel and Development (2005c) Recruitment, Retention and Turnover Survey, CIPD, London

Chartered Institute of Personnel and Development (2005d) Reward Survey, CIPD, London

Chartered Institute of Personnel and Development (2005e) Training and Development Survey, CIPD, London

Chell, E (1985) Participation and Organisation, Macmillan, London

Chell, E (1987) The Psychology of Behaviour in Organisations, Macmillan, London Child, J (1977) Organization: A guide to problems and practice, Harper & Row, London Chiumento (2004) Get Engaged, Chiumento, London

Clegg, H (1976) The System of Industrial Relations in Great Britain, Blackwell, Oxford Clutterbuck, D (2004) Everyone Needs a Mentor, CIPD, London

Coleman, J S (1990) Foundations of Social Theory, University of Harvard Press, Cambridge, MA

Competency and Emotional Intelligence (2003/4) Raising performance through competencies: the tenth benchmarking survey

Cook, M (1993) Personnel Selection and Productivity, Wiley, Chichester

Cooke, R and Lafferty, J (1989) Organizational Culture Inventory, Human Synergistic, Plymouth, MI

Cooper, C (2000) In for the count, People Management, 12 October, pp 28–33

Cooper, R (1973) Task characteristics and intrinsic motivation, Human Relations, August, pp 387–408

920 References

Coopey, J and Hartley, J (1991) Reconsidering the case for organizational commitment, Human Resource Management Journal, 3, Spring, pp 18–31

Council for Excellence in Management and Leadership (2002), Report on Human Capital Reporting, CEML, London

Cox, A and Purcell, J (1998), Searching for leverage: pay systems, trust, motivation and commitment in SMEs, in Trust, Motivation and Commitment, ed S J Perkins and St John Sandringham, Strategic Remuneration Centre, Faringdon

Cyert, R M and March, J G (1963) A Behavioural Theory of the Firm, Prentice-Hall, Englewood Cliffs, NJ

Daft, R L and Weick, K E (1984) Towards a model of organisations as interpretation systems, Academy of Management Review, 9, pp 284–95

Dale, M (1994) Learning organizations, in C Mabey and P Iles (eds), Managing Learning, Routledge, London

Daniels, A C (1987) What is PM? Performance Management, July, pp 8–12

Davenport, T H (1996) Why re-engineering failed: the fad that forgot people, Fast Company, Premier Issue, pp 70–74

Davenport, T O (1999) Human Capital, Jossey Bass, San Francisco, CA

Davenport, T H and Prusak, L (1998) Working Knowledge: How organizations manage what they know, Harvard Business School Press, Boston, MA

Davis, L E (1966) The design of jobs, Industrial Relations, 6

Deal, T and Kennedy, A (1982) Corporate Cultures, Addison-Wesley, Reading, MA Deary, I J and Matthews, G (1993) Personality traits are alive and well. The

Psychologist, 6, pp 299–311

Delaney, J T and Huselid, M A (1996) The impact of human resource management practices on perceptions of organizational performance, Academy of Management Journal, 39(4), pp 949–69

Delery, J E and Doty, H D (1996) Modes of theorizing in strategic human resource management: tests of universality, contingency and configurational performance predictions, International Journal of Human Resource Management, 6, pp 656–70

Deloitte & Touche and Personnel Today (2002) Measuring Human Capital Value, 2002 Survey, Deloitte & Touche/Personnel Today, London

deLong, T and Vijayaraghavan, V (2003) Let’s hear it for B players, Harvard Business Review, June, pp 96–102

Deming, W E (1982) Quality, Productivity and Competitive Position, MIT Centre for Advanced Engineering Study, Cambridge, MA

Deming, W E (1986) Out of the Crisis, MIT Centre for Advanced Engineering Study, Cambridge, MA

Denison, D R (1996) What is the difference between organizational culture and organizational climate? A native’s point of view on a decade of paradigm wars,

Academy of Management Review, July, pp 619–54

References 921

Digman, L A (1990) Strategic Management – Concepts, Decisions, Cases, Irwin, Georgetown, Ontario

Dowling, P J, Weech, D E and Schuler, R S (1999) International Human Resource Management: Managing people in a multinational context, South Western College Publishing, Cincinnati, OH

Drucker, P (1951) The New Society, Heinemann, London

Drucker, P (1955) The Practice of Management, Heinemann, London Drucker, P (1967) The Effective Executive, Heinemann, London

Drucker, P (1988) The coming of the new organization, Harvard Business Review, January/February, pp 45–53

Drucker, P (1993) Post-Capitalist Society, Butterworth-Heinmann, Oxford

Drucker, P (1995) The information executives truly need, Harvard Business Review, Jan–Feb, pp 54–62

Dulewicz, V (1989) Assessment centres as the route to competence, Personnel Management, November, pp 56–59

Dulewicz, V and Higgs, M (1999) The seven dimensions of emotional intelligence,

People Management, 28 October, p 53

Duncan, C (1989) Pay and payment systems, in B Towers (ed) A Handbook of Industrial Relations Practice, Kogan Page, London

Dunlop, J T (1958) Industrial Relations Systems, Holt, New York

Dyer, L and Holder, G W (1998) Strategic human resource management and planning, in L Dyer (ed) Human Resource management: Evolving roles and responsibilities, Bureau of National Affairs, Washington, DC

Dyer, L and Reeves, T (1995) Human resource strategies and firm performance: what do we know and where do we need to go? The International Journal of Human Resource Management, 6(3), September, pp 656–70

Eagleton, T (1983) Literary Theory, Blackwell, Oxford

Easterby-Smith, M (1997) Disciplines of organizational learning: contributions and critiques, Human Relations, 50(9), pp 1085–1113

Easterby-Smith, M and Araujo, J (1999) Organizational learning: current opportunities, in Organisational Learning and the Learning Organization, ed M Easterby-Smith, Sage, London

The Economic and Social Research Council and the Tomorrow Project (2005) Workers on the Move, ECRS, London

Edenborough, R (1994) Using Psychometrics, Kogan Page, London

Edvinson, L and Malone, M S (1997) Intellectual Capital: Realizing your company’s true value by finding its hidden brainpower, Harper Business, New York

Edwards, M R and Ewen, A T (1996) 360-degree Feedback, American Management Association, New York

922 References

Edwards, M R, Ewen, A T and O’Neal, S (1994) Using multi-source assessment to pay people not jobs, ACA Journal, Summer, pp 6–17

Egan, G (1990) The Skilled Helper: A systematic approach to effective helping, Brooks Cole, London

Egan, G (1995) A clear path to peak performance, People Management, 18 May, pp 34–37

Eggert, M (1991) Outplacement: A guide to management and delivery, Institute of Personnel Management, London

Ehrenberg, R G and Smith, R S (1994) Modern Labor Economics, Harper Collins, New York

Eldridge, J and Crombie, A (1974) The Sociology of Organizations, Allen & Unwin, London

Elliot, L (1996) Dealing with the dirty end of jobs for life, The Guardian, 23 April, p 14 Elliott, R F (1991) Labor Economics, McGraw-Hill, Maidenhead

Emery, F F (1980) Designing socio-technical systems for greenfield sites, Journal of Occupational Behaviour, 1(1), pp 19–27

Engelmann, C H and Roesch, C H (1996) Managing Individual Performance, American Compensation Association, Scottsdale, Arizona

Equal Opportunities Commission (2003) Good Practice Guide – Job Evaluation Free of Sex Bias, EOC, Manchester

Equal Opportunities Commission (2004) Illustrated Advertisements, EOC, Manchester Eraut, M J, Alderton,G, Cole, G and Senker, P (1998) Development of knowledge and

skills in employment, Economic and Social Research Council, London e-reward (2003) Survey of Job Evaluation, e-reward.co.uk, Stockport e-reward (2004a) Reward Case Studies, e-reward.co.uk, Stockport e-reward (2004b) Survey of Contingent Pay, e-reward.co.uk, Stockport e-reward (2004c) Survey of Pay Structures, e-reward.co.uk, Stockport

e-reward (2005) Survey of Performance Management, e-reward.co.uk, Stockport

Erez, M (1977) Feedback: a necessary condition for the goal-setting performance relationship, Journal of Occupational Psychology, 62(5), pp 624–27

Erez, M and Zidon, I (1984) Effect of good acceptance on the relationship of goal difficulty on performance, Journal of Applied Psychology, 69(1), pp 69–78

Eysenck, H J (1953) The Structure of Human Personality, Methuen, London

Fadel, J J and Petti, M (2001) International HR policy basics, in International HRM, ed M H Albrecht, Blackwell, Oxford

Farnham, D (2000) Employee Relations in Context, 2nd edn, Institute of Personnel and Development, London

Fayol, H (1916) Administration Industrielle et General, Translated by C Storrs as General and Industrial Management, Pitman, London, 1949

References 923

Fein, M (1970) Approaches to Motivation, Hillsdale, NJ

Financial Times (2005) Best Workplaces Report, Financial Times, London

Fine, S A (1988), Functional job analysis, in The Job Analysis Handbook for Business, Industry and Government, ed S Gael, Wiley, New York

Fitz-enj, J (2000) The ROI of Human Capital, American Management Association, New York

Flanders, A (1970) Management and Unions: The theory and reform of industrial relations, Faber and Faber, London

Fletcher, C (1984) What’s new in performance appraisal, Personnel Management, February, pp 20–22

Fletcher, C (1991) Study shows personality tests are ‘useless’ for predicting performance, Personnel Management Plus, p 3

Fletcher, C (1993) Appraisal: Routes to improved performance, Institute of Personnel Management, London

Follett, M P (1924) Creative Experience, Longmans Green, New York

Fombrun, C J, Tichy, N M, and Devanna, M A (1984) Strategic Human Resource Management, Wiley, New York

Fowler, A (1987) When chief executives discover HRM, Personnel Management, January, p 3

Fowler, A (1991a) An even-handed approach to graphology, Personnel Management, March, pp 40–43

Fowler, A (1996) Induction 3rd edn, Institute of Personnel and Development, London Fox, A (1966) ‘Industrial sociology and industrial relations, Royal Commission on Trade

Unions and Employers’ Associations Research Paper No. 3, HMSO, London Fox, A (1973) Beyond Contract, Faber and Faber, London

Fox, A and Flanders, A (1969) Collective bargaining: from Donovan to Durkheim, in A Flanders (ed) Management and Unions, Faber and Faber, London

Freeman, R and Medoff, J (1984) What do Unions do? Basic Books, New York

French, J R and Raven, B (1959) The basis of social power, in D Cartwright, (ed) Studies in Social Power, Institute for Social Research, Ann Arbor, Mich

French, W L and Bell, C H (1990/1994) Organization Development, Prentice-Hall, Englewood Cliffs, NJ

French, W L, Kast, F E and Rosenzweig, J E (1985) Understanding Human Behaviour in Organizations, Harper & Row, New York

Friedman, A (1977) Industry and Labour: Class structure and monopoly capitalism, London, Macmillan

Furnham, A and Gunter, B (1993) Corporate Assessment, Routledge, London

Gagne, R M (1977) The Conditions of Learning, 3rd edn, Rinehart and Wionston, New York

924 References

Galbraith, J R (1973) Organizational Design, Addison-Wesley, Reading, MA

Gallie, D, White, M, Cheng, Y and Tomlinson, M (1998) Restructuring the Employment Relationship, The Clarendon Press, Oxford

Garratt, R (1990) Creating a Learning Organization, Institute of Directors, London Garvin, D A (1993) Building a learning organization, Harvard Business Review,

July–August, pp 78–91

Gennard, J and Judge, G (1997) Employee Relations, Institute of Personnel and Development, London

Gennard, J and Kelly, J (1994) Human resource management: the views of personnel directors, Human Resource Management Journal, 5(1), pp 15–32

Geppert, M (1996) Paths of managerial learning in the East German context,

Organization Studies, 17(2), pp 249–68

Ghoshal, S and Bartlett, C A (1993) Changing the role of top management: beyond structure to process, Harvard Business Review, January–February, pp 86–96

Giles, L, Kodz, J and Evans, C (1997) Productive Skills for Process Operatives, Institute of Employment Studies, IES Report 336

Gilmer, B (1961) Industrial Psychology, McGraw-Hill, New York

Gluckman, M (1964) Closed Systems and Open Minds, Oliver and Boyd, London Goldthorpe, J H, Lockwood, D C, Bechofer, F and Platt, J (1968) The Affluent Worker:

Industrial attitudes and behaviour, Cambridge University Press, Cambridge Goleman, D (1995) Emotional Intelligence, Bantam, New York

Goleman, D (1998), Working With Emotional Intelligence, Bloomsbury, London Goleman, D (1999) Emotional Intelligence, presentation made at CIPD annual confer-

ence, October

Gomez-Mejia, L R and Balkin, D B. (1992) Compensation, Organizational Strategy, and Firm Performance, Southwestern Publishing, Cincinnati

Goold, M and Campbell, A (1986) Strategies and Styles: The role of the centre in managing diversified corporations, Oxford, Blackwell

Gospel, H (1992) Markets, Firms and the Management of Labour, Cambridge University Press, Cambridge

Grant, R M (1991) The resource-based theory of competitive advantage: implications for strategy formulation, California Management Review, 33(3), pp 114–35

Gratton, L (1999) People processes as a source of competitive advantage, in Strategic Human Resource Management, eds L Gratton, V H Hailey, P Stiles and C Truss, Oxford University Press, Oxford

Gratton, L A (2000) Real step change, People Management, 16 March, pp 27–30 Gratton, L and Hailey, V H (1999) The rhetoric and reality of new careers, in Strategic

Human Resource Management, eds L Gratton, V H Hailey, P Stiles and C Truss, Oxford University Press, Oxford