Армстронг

References 935

Littler, C and Salaman, G (1982) Bravermania and beyond: recent theories of the labour process, Sociology, 16(2), pp 215–69

Litwin, G H and Stringer, R A (1968) Motivation and Organizational Climate, Harvard University Press, Boston, MA

Locke, E A (1984) Effect of self-efficacy, goals and task strategies on task performance,

Journal of Applied Psychology, 69(2), pp 241–51

London M and Beatty, R W (1993) 360-degree feedback as competitive advantage,

Human Resource Management, Summer/Fall, pp 353–72

Low, J and Siesfield, T (1998) Measures that Matter, Ernst & Young, Boston, MA Luthans, F and Kreitner, R (1975) Organizational Behaviour Modification, Scott-Fores-

man, Glenview, IL

Mabey, C and Salaman, G (1995) Strategic Human Resource Management, Blackwell Business, Oxford

Mabey, C, Skinner, D and Clark, T (1998) Experiencing Human Resource Management,

Sage, London

McClelland, D C (1973) Testing for competence rather than intelligence, American Psychologist, 28(1), pp 1–14

McClelland, G (1963) British Journal of Industrial Relations, June, p 278

McCrae, R and Costa, P (1989) More reasons to adopt the five factor model, American Psychologist, 44, pp 451–52

MacDuffie, J P (1995) Human resource bundles and manufacturing performance,

Industrial Relations Review, 48(2), pp 199–221

McGregor, D (1957) An uneasy look at performance appraisal, Harvard Business Review, May–June, pp 89–94

McGregor, D (1960) The Human Side of Enterprise, McGraw-Hill, New York

Mackay, L and Torrington, D (1986) The Changing Nature of Personnel Management,

Institute of Personnel Management, London

McLean, A (1981) Organization Development: A case of the Emperor’s new clothes?

Personnel Review, 4(1), pp 38–46

Macneil, R (1985) Relational contract: what we do and do not know, Wisconsin Law Review, pp 483–525

Makin, P, Cooper, C and Cox, C (1996) Organizations and the Psychological Contract, BPS Books, Leicester

Mangham, L L (1979) The Politics of Organizational Change, Associated Business Press, London

Mansfield, B (1999) What is ‘competence’ all about? Competency, 6(3), pp 24–28 Mansfield, B and Mitchell, L (1986), Towards a Competent Workforce, Gower, Aldershot Mant, A (1970) The Experienced Manager, British Institute of Management, London Mant, A (1996) The psychological contract, Presentation at IPD National Conference,

October

936 References

Manus, T M and Graham, M D (2003) Creating a Total Rewards Strategy, American Management Association, New York

Marchington, M (1985) Joint Consultation Revisited, Glasgow University, Glasgow Marchington, M (1995a) Fairy tales and magic wands: new employment practices in

perspective, Employee Relations, Spring, pp 51–66

Marchington, M (1995b) Employee relations, in Strategic Prospects for HRM, ed S Tyson, Institute of Personnel and Development, London

Marchingon M and Goodman, J (1992) New Developments in Employee Involvement,

Employment Department, Sheffield

Marchington, M and Wilkinson, A (1996) Core Personnel and Development, Institute of Personnel and Development, London

Marchington, M, Wilkinson, A, Ackers, P and Dundon, A (2001) Management Choice and Employee Voice, CIPD, London

Margerison, C (1976) A constructive approach to appraisal, Personnel Management, July, pp 30–33

Margerison, C and McCann, R (1986) The Margerison/McCann team management resource: theory and application, International Journal of Manpower, 7(2), pp 1–32 Marginson, P, Armstrong, P, Edwards, P and Purcell, J (1993) The control of industrial relations in large companies: an initial analysis of the Second Company Level Industrial Relations Survey, Warwick Papers in Industrial Relations No. 45, University

of Warwick, Coventry

Marginson, P and Sisson, K (1990) Single table talk, Personnel Management, May, pp 46–49

Markham, C (1987) Practical Consulting, Institute of Chartered Accountants, London Marsden, D and French, S (1998) What a Performance: Performance-related pay in the

public services, Centre for Economic Performance, London

Marsden D and Richardson R (1994) Performing for pay?, British Journal of Industrial Relations, 32(2), pp 243–61

Marsh, A (1981) Employee Relations Policy and Decision Making, Gower, Aldershot Marsick, V J (1994) Trends in managerial invention: creating a learning map,

Management Learning, 21(1) pp 11–33

Martin, A O (1967) Welfare at Work, Batsford, London

Marx, K (translated in 1976) Capital, Penguin, Harmondsworth Maslow, A (1954) Motivation and Personality, Harper & Row, New York

Mayo, A (1992) A framework for career management, Personnel Management, February, pp 36–39

Mayo, A (1999) Making human capital meaningful, Knowledge Management Review, January/February, pp 26–29

Mayo, A (2001) The Human Value of the Enterprise: Valuing people as assets, Nicholas Brealey, London

References 937

Mayo, A and Lank, E (1994) The Power of Learning: A guide to gaining competitive advantage, Institute of Personnel and Development, London

Mayo, E (1933) Human Problems of an Industrial Civilisation, Macmillan, London Mecklenberg, S, Deering, A and Sharp, D (1999) Knowledge management: a secret

engine of corporate growth, Executive Agenda, 2, pp 5–15

Meyerson, D and Martin, J (1987) Cultural studies and integration of three different views, Journal of Management Studies, 24(6), pp 623–47

Mezirow, J A (1985) A critical theory of self-directed learning, in Self-directed Learning: From theory to practice, ed S Brookfield, Jossey-Bass, San Fransisco, CA

Miles, R E and Snow C C (1978) Organizational Strategy, Structure and Process,

McGraw-Hill, New York

Milkovitch, M and Wigdor (1991) Pay for Performance: Evaluating performance appraisal and merit pay, National Academy Press, Washington, DC

Miller, E and Rice, A (1967) Systems of Organization, Tavistock, London

Miller, L, Rankin, N and Neathey, F (2001) Competency Frameworks in UK Organizations, CIPD, London

Miller, P (1987) Strategic industrial relations and human resource management: distinction, definition and recognition, Journal of Management Studies, 24, pp 101–09.

Miller, P (1989) Strategic human resource management: what it is and what it is’nt,

Personnel Management, February, pp 46–51

Miller, P (1991) Strategic human resource management: an assessment of progress,

Human Resource Management Journal, 1(4), pp 23–39

Miller, R and Stewart, J (1999) Opened university, People Management, 5(12), pp 42–46 Millward, N (1994) The New Industrial Relations? Policy Studies Institute, Poole Millward, N, Bryn, A and Forth, J (2000) All Change At Work? Routledge, London Millward, N, Stevens, M, Smart, D and Hawes, W R (1992) Workplace Industrial

Relations in Transition, Dartmouth Publishing, Hampshire

Mintzberg, H (1973) The Nature of Managerial Work, Harper & Row, New York Mintzberg, H (1978) Patterns in strategy formation, Management Science, May, pp

934–48

Mintzberg, H (1981) Organization design: fashion or fit, Harvard Business Review, January/February, pp 103–16

Mintzberg, H (1983a) Power in and Around Organizations, Prentice-Hall, Englewood Cliffs, NJ

Mintzberg, H (1983b) Structure in Fives, Prentice-Hall, Englewood Cliffs, NJ Mintzberg, H (1987) Crafting strategy, Harvard Business Review, July/August, pp

66–74

Mintzberg, H, Quinn, J B and James, R M (1988) The Strategy Process: Concepts, contexts and cases, Prentice-Hall, Englewood Cliffs, NJ

938 References

Mirabile, R J (1998), Leadership competency development, competitive advantage for the future, Management Development Forum, 1(2), pp 1–15

Mirvis, P and Hall, D (1994) Psychological success and the boundary-less career,

Journal of Organisational Behaviour, 15, pp 361–80

Mischel, W (1968) Personality and Assessment, Wiley, New York

Mischel, W (1981) Introduction to Personality, Holt, Rinehart and Winston, New York

Mohrman, S A and Lawler, E E (1998) The new human resources management: creating the strategic business partnership, in Tomorrow’s Organization: Crafting winning capabilities in a dynamic world, S A Mohrman, J R Galbraith and E E Lawler, Jossey-Bass, San Francisco, CA

Monks, K (1992) Models of personnel management: a means of understanding the diversity of personnel practices, Human Resource Management Journal, 3(2), pp 29–41 Mueller, F (1996) Human resources as strategic assets: an evolutionary resource-based

theory, Journal of Management Studies, 33(6), pp 757–85

Mullen, B and Cooper, C (1994) The relation between group cohesiveness and performance: an integration, Psychological Bulletin, 115, pp 210–27

Mumford, A (1993) How managers can become developers, Personnel Management, June, pp 42–45

Mumford, A and Gold, J (2004) Management Development: Strategies for action, CIPD, 2004

Munro Fraser, J (1954) A Handbook of Employment Interviewing, Macdonald and Evans, London

Murlis, H and Fitt, D (1991) Job evaluation in a changing world, Personnel Management, May, pp 39–43

Nadler, D A and Tushman, M L (1980) A congruence model for diagnosing organizational behaviour, Resource Book in Macro-Organizational Behaviour, R H Miles (ed), Goodyear Publishing, Santa Monica, CA

Nahpiet, J and Ghoshal, S (1998), Social capital, intellectual capital and the organizational advantage, Academy of Management Review, 23(2), pp 24–266

Nalbantian, R, Guzzo, R A, Kieffer, D and Doherty, J (2004) Play to your Strengths, McGraw-Hill, New York

The National Online Recruitment Survey (2003) Enhance Media, Winter, London New Learning for New Work Consortium (1999) Managing Learning for Added Value,

Institute of Personnel and Development, London

Newcomb, T M (1966) On the definition of attitudes, in M Jahoda and N Warren (eds), Attitudes, Penguin, Harmondsworth

Newton, T and Findlay, P (1996) Playing god?: the performance of appraisal, Human Resource Management Journal, 6(3), pp 42–56

References 939

Nielsen, N H (2002) Job content evaluation techniques based on Marxian economics,

WorldatWork Journal, 11(2), pp 52–62

Nonaka, I (1991) The knowledge creating company, Harvard Business Review, Nov–Dec, pp 96–104

Nonaka, I (1994) A dynamic theory of organisational knowledge creation,

Organisation Science, 5, pp 14–37

Nonaka, I and Takeuchi, H (1995), The Knowledge Creating Company, Oxford University Press, New York

Noon, M (1992) HRM: a map, model or theory? in P Blyton and P Turnbull (eds)

Reassessing Human Resource Management, Sage Publications, London

OECD (1998) Human Capital Investment: An international comparison, Organization for Economic Cooperation and Development, Paris

Oliver, J (1996) Cash on delivery, Management Today, August, pp 6–9

O’Neal, S (1998) The phenomenon of total rewards, ACA Journal, 7(3), pp 8–12 Opsahl, R and Dunnette, M (1966) The role of financial compensation in industrial

motivation, Psychological Bulletin, 66, pp 94–118

Oracle (2005) Human Capital Management, People Management, London

O’Reilly, C A and Pfeffer, J (2000) Hidden Value: How great companies achieve extraordinary results, Harvard Business School press, Boston, MA

Ouchi, W G (1981) Theory Z, Addison-Wesley, Reading, MA Pascale, R (1990) Managing on the Edge, Viking, London

Pascale, R and Athos, A (1981) The Art of Japanese Management, Simon & Schuster, New York

Patterson, M G, West, M A, Lawthom, R and Nickell, S (1997) Impact of People Management Practices on Performance, Institute of Personnel and Development, London Pearce, J A and Robinson, R B (1988) Strategic Management: Strategy formulation and

implementation, Irwin, Georgetown, Ontario

Pearn, K and Kandola, R (1993) Job Analysis, Institute of Personnel Management, London

Pedler, M and Burgoyne J (1994) A Manager’s Guide to Self Development, McGraw Hill, Maidenhead

Pedler, M, Boydell, T and Burgoyne, J (1989) Towards the learning company,

Management Education and Development, 20(1), pp 1–8

Pedler, M, Burgoyne, J and Boydell, T (1991) The Learning Company: A strategy for sustainable development, McGraw-Hill, London

Penrose, E (1959) The Theory of the Growth of the Firm, Blackwell, Oxford Perkins, S J (1997) Internationalization: The people dimension, Kogan Page, London

Perkins, S and Hendry, C (1999) The IPD Guide on International Reward and Recognition,

Institute of Personnel and Development, London

940 References

Perrow, C (1980) The Short and Glorious History of Organizational Theory, in R H Miles (ed) Resource Book in Macro-Organizational Behaviour, Goodyear Publishing, Santa Monica, CA

Peters, J (1968) Strategies and Tactics in Labour Negotiations, McGraw-Hill, New York Peters, T (1988) Thriving on Chaos, Macmillan, London

Peters, T and Austin, N (1985) A Passion for Excellence, Collins, Glasgow

Peters, T and Waterman, R (1982) In Search of Excellence, Harper & Row, New York Pettigrew, A and Whipp, R (1991) Managing Change for Competitive Success, Blackwell,

Oxford

Pfeffer, G (1998) The Human Equation, Harvard Business School Press, Boston

Pfeffer, J (1994) Competitive Advantage Through People, Harvard Business School Press, Boston

Pfeffer, J (2001) Fighting the War for Talent is Hazardous for your Organization, Stanford University Graduate School of Business, Stanford, CA

Pfeffer, J and Cohen, Y (1984) Determinants of internal labour markets in organizations, Administrative Science Quarterly, 29, pp 550–72

Pfeffer, J and Salancik, G R (1978) The External Control of Organizations: A resource dependence perspective, Harper & Row, New York

Phelps Brown, H (1990) The counter revolution of our time, Industrial Relations, 29(1), pp 306–20

Pickard, J (1995) Prepare to make a moral judgement, People Management, 4 May, pp 22–25, 27

Pickard, J (1997) A yearning for learning, People Management, 3(5), pp 34–35

Pil, F K and MacDuffie, J P (1996) The adoption of high-involvement work practices,

Industrial Relations, 35(3), pp 423–55

Pil, F K and MacDuffie, J P (1999) Organizational and environmental factors influencing the use and diffusion of high-involvement work practices, in Employment Practices and Business Strategy, ed P Capelli, Oxford University Press, New York Pioro, I and Baum, N (2005) How to design better job application forms, People

Management, 16 June, pp 42–43

Pollard, E and Hillage, J (2001) Explaining e-Learning, Report No 376, Institute of Employment Studies

Porter, L W (1961) A study of perceived need satisfaction in bottom and middle management jobs, Journal of Applied Psychology, 45, pp 1–10

Porter, L W and Lawler, E E (1968) Managerial Attitudes and Performance, Irwin-Dorsey, Homewood, Illinois

Porter, L W, Steers, R, Mowday, R and Boulian, P (1974) Organizational commitment, job satisfaction and turnover amongst psychiatric technicians, Journal of Applied Psychology, 59, pp 603–09

References 941

Porter, M (1980) Competitive Strategy, The Free Press, New York

Porter, M (1985) Competitive Advantage: Creating and sustaining superior performance, The Free Press, New York

Prahalad, C K and Hamel, G (1990) The core competences of the corporation, Harvard Business Review, May–June, pp 79–91

Pritchard, D and Murlis, H (1992) Jobs, Roles and People, Nicholas Brearley, London Purcell, J (1979) A strategy for management control in industrial relations, in J Purcell

and R Smith (eds) The Control of Work, Macmillan, London

Purcell, J (1987) Mapping management styles in employee relations, Journal of Management Studies, September, pp 78–91

Purcell, J (1989) The impact of corporate strategy on human resource management, in J Storey (ed) New Perspectives on Human Resource Management, Routledge, London

Purcell, J (1993) The challenge of human resource management for industrial relations research and practice, The International Journal of Human Resource Management,

4(3), pp 511–27

Purcell, J (1994) Personnel earns a place on the board, Personnel Management, February, pp 26–29

Purcell, J (1999) Best practice or best fit: chimera or cul-de-sac, Human Resource Management Journal, 9(3), pp 26–41

Purcell, J (2001) The meaning of strategy in human resource management, in Human Resource Management: A critical text, second edn, ed J Storey, Thompson Learning, London

Purcell, J and Sisson, K (1983) Strategies and practice in the management of industrial relations, in G Bain (ed) Industrial Relations in Britain, Blackwell, Oxford

Purcell, J, Hutchinson, S and Kinnie, N (1998) The Lean Organisation, Institute of Personnel and Development, London

Purcell, J, Kinnie, K, Hutchinson, Rayton, B and Swart, J (2003) People and Performance: How people management impacts on organisational performance, CIPD, London

Purcell, J, Kinnie, K, Hutchinson, Swart, J and Rayton, B (2005) Vision and Values: Organizational culture and values as a source of competitive advantage, CIPD, London

Putnam, R (1996) Who killed civic America?, Prospect, March, pp 66–72

Quinn, J B (1980) Managing strategic change, Sloane Management Review, 11(4/5), pp 3–30

Quinn Mills, D (1983) Planning with people in mind, Harvard Business Review, November–December, pp 97–105

Rankin, N (2002) Raising performance through people: the ninth competency survey,

Competency & Emotional Intelligence, January, pp 2–21

Reay, D G (1994) Understanding How People Learn, Kogan Page, London

942 References

Recruitment Development Report (1991) New ways of managing your human resources: a survey of top employers, Industrial Relations Review, March

Reed, A (2001) Innovation in Human Resource Management, CIPD, London

Reich, R (1991) The Work of Nations: Preparing ourselves for 21st century capitalism, Simon & Schuster, London

Reid, M A and Barrington, H (1999) Training Interventions, 6th edn, CIPD, London Reid, M A, Barrington, H and Brown B (2004) Human Resource Development: Beyond

training interventions, CIPD, London

Reilly, P (1999) The Human Resource Planning Audit, Cambridge Strategy Publications, Cambridge

Reilly, P (2000) HR Shared Services and the Re-alignment of HR, Institute for Employment Studies, Brighton

Reilly, P (2001) Partnership Under Pressure: How does it survive?, Report No 383, Institute for Employment Studies, Brighton

Report of the Royal Commission on Trades Unions and Employer’s Associations (1968) HMSO, London

Revans, R W (1971) Developing Effective Managers, Longman, Harlow Revans, R W (1989) Action Learning, Blond and Briggs, London

Reynolds, J (2002) Method and modems: the real value of e-learning, People Management, April, pp 42–43

Reynolds, J (2004) Helping People Learn, CIPD, London

Reynolds, J, Caley, L and Mason, R (2002) How Do People Learn? CIPD, London Richardson, R and Thompson, M (1999) The Impact of People Management Practices on

Business Performance: A literature review, Institute of Personnel and Development, London

Risher, H (2003) Re-focusing performance management for high performance,

Compensation & Benefits Review, October, pp 20–30

Roberts, C (1990) Harmonization: Whys and Wherefores, Institute of Personnel Management, London

Roberts, G (1997) Recruitment and Selection: A competency approach, Institute of Personnel and Development, London

Robertson, I T and Cooper, C L (1983) Human Behaviour in Organizations, Macdonald & Evans, Plymouth

Robertson, I T and Smith, M (1985) Motivation and Job Design, Institute of Personnel Management, London

Robertson, I T, Smith, M and Cooper, D (1992) Motivation, Institute of Personnel Management, London

Robinson, D (1999) The Human Resource Information System Audit, Cambridge Strategy Publications, Cambridge

References 943

Rodger, A (1952) The Seven-Point Plan, National Institute of Industrial Psychology, London

Roethlisberger, F and Dickson, W (1939) Management and the Worker, Harvard University Press, Cambridge, MA

Rogers, A (1996) Teaching Adults, Open University Press, London Rogers, C R (1983) Freedom to Learn, Merrill, Columbus, Ohio

Rosow, J and Casner-Lotto, J (1998) People, Partnership and Profits: the new labormanagement agenda, Work in America Institute, New York

Rothwell, S (1995) Human resource planning in J Storey (ed) Human Resource Management: A critical text, Routledge, London

Rousseau, D M (1988) The construction of climate in organizational research, in L C Cooper and I Robertson (eds) International Review of Industrial and Organizational Psychology, Wiley, Chichester

Rousseau, D M and Greller, M M (1994) Human resource practices: administrative contract makers, Human Resource Management, 33(3), pp 385–401

Rousseau, D M and Wade-Benzoni, K A (1994) Linking strategy and human resource practices: how employee and customer contracts are created, Human Resource Management, 33(3), pp 463–89

Royal Bank of Scotland (2005) Policy Statement, unpublished

Rugles, R (1998) The state of the notion, Californian Management Review, 40(3), pp 80–89

Rumelt, R P (1984) Toward a strategic theory of the firm, in Competitive Strategic Management, ed R Lamb, Prentice-Hall, Englewood Cliffs, NJ

Ryle, G (1949) The Concept of Mind, Oxford University Press, Oxford

Sako, M (1994) The informational requirement of trust in supplier relations: evidence from Japan, the UK and the USA, unpublished

Salancik, G R (1977) Commitment and the control of organizational behaviour and belief, in New Directions in Organizational Behaviour, ed B M Staw and G R Salancik, St Clair Press, Chicago

Salmon, G (2001) Far from remote, People Management, 27 September, pp 34–36 Saunders, R (1992) The Safety Audit, Pitman, London

Saville, P and Sik, G (1992) Personality questionnaires: current issues and controversies, Human Resources Management Yearbook, A P Services, London, pp 28–32

Scarborough, H and Carter, C (2000) Investigating Knowledge Management, Chartered Institute of Personnel and Development, London

Scarborough, H and Elias, J (2002) Evaluating Human Capital, CIPD, London Scarborough, H, Swan, J and Preston, J (1999) Knowledge Management: A Literature

Review, Institute of Personnel and Development, London

Schaffer, R (1991) Demand better results – and get them, Harvard Business Review, March–April, pp 142–49

944 References

Schein, E H (1969) Process Consultation; Its role in organisational development, AddisonWesley, Reading, MA

Schein, E H (1965) Organizational Psychology, Prentice-Hall, Englewood Cliffs, NJ Schein, E H (1969) Process Consultation: Its role in organizational development, Addison-

Wesley, Reading, MA

Schein, E H (1977) Career Dynamics, Addison-Wesley, Reading, MA

Schein, E H (1984) Coming to a new awareness of culture, Sloan Management Review, Winter, pp 1–15

Schein, E H (1985) Organization Culture and Leadership, Jossey Bass, New York Schein, E H (1990) Organizational culture, American Psychologist, 45, pp 109–19 Schiffman, A and Kanuk, J (1994) Corporate Culture, American Psychologist, 49, pp

251–75

Schmitt, N, Gooding, R Z, Noe, R A and Kirsch, M (1984) Meta-analysis of validity studies published between 1964 and 1982 and the investigation of study characteristics, Personnel Psychology, 37(3), pp 407–22

Schramm, J (2001) The Change Agenda, CIPD, London

Schuler, R S (1992) Strategic human resource management: linking people with the strategic needs of the business, Organizational Dynamics, 21(1), pp 18–32

Schuler, R S, Dowling, P J and De Cieri, H (1993) An integrative framework of strategic international human resource management, International Journal of Human Resource Management, December, pp 717–64

Schuler, R S and Jackson, S E (1987) Linking competitive strategies with human resource management practices, Academy of Management Executive, 9(3), pp 207–19 Schuller, T (2000) Social and human capital; the search for appropriate tech-

nomethodology, Policy Studies, 21(1), pp 25–35

Schultz, T W (1961) Investment in human capital, American Economic Review, 51, March, pp 1–17

Schultz, T W (1981) Investing in People: The economics of population quality, University of California

Scott, A (1994) Willing Slaves?: British workers under human resource management,

Cambridge University Press, Cambridge

Sears, D (2003) Successful Talent Strategies, American Management Association, New York

Selznick, P (1957) Leadership and Administration, Row, Evanston, IL

Senge, P (1990) The Fifth Discipline: The art and practice of the learning organization, Doubleday, London

Shaw, R B (1997) Trust in the Balance, Jossey Bass, San Francisco, CA

Sheard, A (1992) Learning to improve performance, Personnel Management, November, pp 40–45