This paper contributes to developing intersectionality theory by deepening understanding of how p... more This paper contributes to developing intersectionality theory by deepening understanding of how patriarchy and racism interact with other structural factors to influence low-paid migrants’ progression attempts. Using a critical realist approach and analysing interviews of thirty-one female and male migrants employed in five large organisations in Scotland and England, we reveal how major structural factors influence their main forms of identity work and the resources that they draw on in both the workplace and home. The feminist approach undertaken by this study makes significant advances to organisational intersectional theory in three ways. Firstly, it highlights the importance of examining the interaction of the influence of patriarchy within the home with racism and other structuring forces within the workplace. Secondly, it reveals how combinations of constraints and enablements that intersect with gendered and racialised identity work create formidable barriers to progression. Thirdly, it explores migrants’ differential access to diverse resources, including financial, social, discursive and psychological resources in both spheres over time. These findings reinforce the need for policy actions that recognise the interaction of structural factors which influence female and male migrant progression and the need for support within and beyond the workplace.
The latest fashion of ‘unconscious bias training’ is a diversity intervention based on unproven s... more The latest fashion of ‘unconscious bias training’ is a diversity intervention based on unproven suppositions and is unlikely to help eliminate racism in the workplace. Knowing about bias does not automatically result in changes in behaviour by managers and employees. Even if ‘unconscious bias training’ has the theoretical potential to change behaviour, it will depend on the type of racism: symbolic/modern/colour-blind, aversive or blatant. In addition, even if those deemed racist are motivated to change behaviour, structural constraints can militate against pro-diversity actions. Agency is overstated by psychology-inspired ‘unconscious bias training’ proponents, leading them to assume the desirability and effectiveness of this type of diversity training intervention, but from a critical diversity perspective (sociologically influenced) the training looks pointless.
This paper offers an interpretation of the importance of organizational gossip. It draws together... more This paper offers an interpretation of the importance of organizational gossip. It draws together theory and research from various disciplines in order to explore four main propositions: that gossip is a phenomenon worthy of serious study/analysis; that gossip in organizations has been under-researched; that ana lysis of gossip reveals important aspects about the social organization of work; and that gossip is a social process that helps to protect and perpetuate organiza tions. It concludes that gossip is intrinsic to organizational life. Gossip offers the individual escapism and social mobility and has been undeservedly avoided in organizational analysis. Consequently, as a subject, it demands greater attention in the future in terms of theory and empirical research.
This article aims to show through a case study analysis how a UK company has adopted policies tha... more This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate and company level; third, a model of HRM; fourth, the practice of HRM in a case study, using a goal method as the frame of reference; and, finally, the significance of the new approach in terms of the product life‐cycle.
The authoritative source of precise and easy to understand definitions of words, terms, and phras... more The authoritative source of precise and easy to understand definitions of words, terms, and phrases that are used in the fields of Human Resource Management, Personnel, and Industrial Relations, this new edition of the Dictionary of Human Resource Management has been thoroughly revised and updated to reflect changes in vocabulary and usage. All the previous editions' entries have been reviewed, around 300 new entries have been added, and the existing entries thoroughly edited to reflect changes in the usage of terms, changes in institutions and official bodies, and keeps pace with the evolving HRM vocabulary. With over 1,400 entries, this new edition of the Dictionary features: * The latest terms and management buzzwords * Key theoretical terms and concepts from academics and consultants * Technical terms used by practising personnel/HR managers and trade unionists * Major policies, practices, and institutions * Jargon from the present and the past * Legal terms * Thematic categorization of the main concepts * Cross-referencing of entries The second edition of the Dictionary of Human Resource Management is a vital companion for students and practitioners in HRM, Personnel, and Industrial Relations. Features * The complete field reference for students and practitioners of HRM * Entries range from legal terms and academic concepts to industry jargon and management buzzwords
Equality, Diversity and Disadvantage in Employment, 2001
The concept of equal opportunities is increasingly being replaced with the notion of the manageme... more The concept of equal opportunities is increasingly being replaced with the notion of the management of diversity. It has been a gradual drift, emanating from writers and organisations in the USA, travelling across to the UK and seeping into mainland Europe. In both theory and practice it offers a new challenge to both conceptualising and tackling the issues of equality, discrimination and injustice in employment. The chapters in this collection illuminate different aspects of these changing theoretical and practical problems. In particular they lay down two challenges. The first is to explore the nature of equality by analysing the framework, assumptions and policy implications that emerge from an approach of equal opportunity compared with the management of diversity. The second is to examine how groups become disadvantaged and unfairly discriminated against. This introduction is organised around these two analytical themes because this provides an opportunity to explore the common ideas and different tensions across the chapters as a whole. It further allows us to introduce the chapters through summarising their central ideas at the outset, rather than seeking to draw together the themes at the end; consequently, there is no concluding chapter. This, we argue, is a more dynamic way of integrating the chapters. In this respect, the introduction can be seen as the centre of a network of ideas, problems, dilemmas and themes that interlink the various chapters.
Imagine you are scanning the appointments section of a newspaper and come across the following ad... more Imagine you are scanning the appointments section of a newspaper and come across the following advertisement. As you read it, ask yourself the question: what aspects of the advert are discriminatory? Sales executive required for a medium-sized electronics firm wanting to expand its customer base into Japan. Applicants must have at least five years previous experience of international sales and be aged between 28 and 35. Fluency in Japanese is essential. The job requires energy, dedication, and adaptability, as considerable periods of time will be spent outside the UK. Starting salary will be commensurate with age and experience, and a mixed benefits packet will be offered in line with personal requirements.
The exploration of the realities of work in western capitalist society has taken us through a cen... more The exploration of the realities of work in western capitalist society has taken us through a century of industrial history and fifty years of empirical research, a variety of sectors in differing economic and political contexts, a range of work settings and processes, and a plethora of experiences and understandings of working. The constant theme has been one of plurality: in theories, research methods and analyses as well as findings, observations and understandings. This is a valuable conclusion in its own right because it alerts us to the importance of acknowledging that different explanations are possible for the same phenomenon, because it is experienced and interpreted differently. In turn, this allows us to draw conclusions about four themes that have emerged from foregoing chapters: change and continuity; informality and subcultures; (managerial) rationalities and (employee) counter-rationalities; and analytical complexity.
Any person who does any unauthorised act in relation to this publication may be liable to crimina... more Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages.
This article argues a case for reconsidering positive discrimination as a viable and necessary po... more This article argues a case for reconsidering positive discrimination as a viable and necessary policy intervention to speed up the progression to equality in the workplace. It provides counter-arguments to the four main objections to positive discrimination: the failure to select the ‘best’ candidate, the undermining of meritocracy, the negative impact on the beneficiaries and the injustice of reverse discrimination. It concludes that positive discrimination provides the necessary structural conditions in order for radical, transformative change towards equality to take place.
This article aims to show through a case study analysis how a UK company has adopted policies tha... more This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate and company level; third, a model of HRM; fourth, the practice of HRM in a case study, using a goal method as the frame of reference; and, finally, the significance of the new approach in terms of the product life‐cycle.
This paper contributes to developing intersectionality theory by deepening understanding of how p... more This paper contributes to developing intersectionality theory by deepening understanding of how patriarchy and racism interact with other structural factors to influence low-paid migrants’ progression attempts. Using a critical realist approach and analysing interviews of thirty-one female and male migrants employed in five large organisations in Scotland and England, we reveal how major structural factors influence their main forms of identity work and the resources that they draw on in both the workplace and home. The feminist approach undertaken by this study makes significant advances to organisational intersectional theory in three ways. Firstly, it highlights the importance of examining the interaction of the influence of patriarchy within the home with racism and other structuring forces within the workplace. Secondly, it reveals how combinations of constraints and enablements that intersect with gendered and racialised identity work create formidable barriers to progression. Thirdly, it explores migrants’ differential access to diverse resources, including financial, social, discursive and psychological resources in both spheres over time. These findings reinforce the need for policy actions that recognise the interaction of structural factors which influence female and male migrant progression and the need for support within and beyond the workplace.
The latest fashion of ‘unconscious bias training’ is a diversity intervention based on unproven s... more The latest fashion of ‘unconscious bias training’ is a diversity intervention based on unproven suppositions and is unlikely to help eliminate racism in the workplace. Knowing about bias does not automatically result in changes in behaviour by managers and employees. Even if ‘unconscious bias training’ has the theoretical potential to change behaviour, it will depend on the type of racism: symbolic/modern/colour-blind, aversive or blatant. In addition, even if those deemed racist are motivated to change behaviour, structural constraints can militate against pro-diversity actions. Agency is overstated by psychology-inspired ‘unconscious bias training’ proponents, leading them to assume the desirability and effectiveness of this type of diversity training intervention, but from a critical diversity perspective (sociologically influenced) the training looks pointless.
This paper offers an interpretation of the importance of organizational gossip. It draws together... more This paper offers an interpretation of the importance of organizational gossip. It draws together theory and research from various disciplines in order to explore four main propositions: that gossip is a phenomenon worthy of serious study/analysis; that gossip in organizations has been under-researched; that ana lysis of gossip reveals important aspects about the social organization of work; and that gossip is a social process that helps to protect and perpetuate organiza tions. It concludes that gossip is intrinsic to organizational life. Gossip offers the individual escapism and social mobility and has been undeservedly avoided in organizational analysis. Consequently, as a subject, it demands greater attention in the future in terms of theory and empirical research.
This article aims to show through a case study analysis how a UK company has adopted policies tha... more This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate and company level; third, a model of HRM; fourth, the practice of HRM in a case study, using a goal method as the frame of reference; and, finally, the significance of the new approach in terms of the product life‐cycle.
The authoritative source of precise and easy to understand definitions of words, terms, and phras... more The authoritative source of precise and easy to understand definitions of words, terms, and phrases that are used in the fields of Human Resource Management, Personnel, and Industrial Relations, this new edition of the Dictionary of Human Resource Management has been thoroughly revised and updated to reflect changes in vocabulary and usage. All the previous editions' entries have been reviewed, around 300 new entries have been added, and the existing entries thoroughly edited to reflect changes in the usage of terms, changes in institutions and official bodies, and keeps pace with the evolving HRM vocabulary. With over 1,400 entries, this new edition of the Dictionary features: * The latest terms and management buzzwords * Key theoretical terms and concepts from academics and consultants * Technical terms used by practising personnel/HR managers and trade unionists * Major policies, practices, and institutions * Jargon from the present and the past * Legal terms * Thematic categorization of the main concepts * Cross-referencing of entries The second edition of the Dictionary of Human Resource Management is a vital companion for students and practitioners in HRM, Personnel, and Industrial Relations. Features * The complete field reference for students and practitioners of HRM * Entries range from legal terms and academic concepts to industry jargon and management buzzwords
Equality, Diversity and Disadvantage in Employment, 2001
The concept of equal opportunities is increasingly being replaced with the notion of the manageme... more The concept of equal opportunities is increasingly being replaced with the notion of the management of diversity. It has been a gradual drift, emanating from writers and organisations in the USA, travelling across to the UK and seeping into mainland Europe. In both theory and practice it offers a new challenge to both conceptualising and tackling the issues of equality, discrimination and injustice in employment. The chapters in this collection illuminate different aspects of these changing theoretical and practical problems. In particular they lay down two challenges. The first is to explore the nature of equality by analysing the framework, assumptions and policy implications that emerge from an approach of equal opportunity compared with the management of diversity. The second is to examine how groups become disadvantaged and unfairly discriminated against. This introduction is organised around these two analytical themes because this provides an opportunity to explore the common ideas and different tensions across the chapters as a whole. It further allows us to introduce the chapters through summarising their central ideas at the outset, rather than seeking to draw together the themes at the end; consequently, there is no concluding chapter. This, we argue, is a more dynamic way of integrating the chapters. In this respect, the introduction can be seen as the centre of a network of ideas, problems, dilemmas and themes that interlink the various chapters.
Imagine you are scanning the appointments section of a newspaper and come across the following ad... more Imagine you are scanning the appointments section of a newspaper and come across the following advertisement. As you read it, ask yourself the question: what aspects of the advert are discriminatory? Sales executive required for a medium-sized electronics firm wanting to expand its customer base into Japan. Applicants must have at least five years previous experience of international sales and be aged between 28 and 35. Fluency in Japanese is essential. The job requires energy, dedication, and adaptability, as considerable periods of time will be spent outside the UK. Starting salary will be commensurate with age and experience, and a mixed benefits packet will be offered in line with personal requirements.
The exploration of the realities of work in western capitalist society has taken us through a cen... more The exploration of the realities of work in western capitalist society has taken us through a century of industrial history and fifty years of empirical research, a variety of sectors in differing economic and political contexts, a range of work settings and processes, and a plethora of experiences and understandings of working. The constant theme has been one of plurality: in theories, research methods and analyses as well as findings, observations and understandings. This is a valuable conclusion in its own right because it alerts us to the importance of acknowledging that different explanations are possible for the same phenomenon, because it is experienced and interpreted differently. In turn, this allows us to draw conclusions about four themes that have emerged from foregoing chapters: change and continuity; informality and subcultures; (managerial) rationalities and (employee) counter-rationalities; and analytical complexity.
Any person who does any unauthorised act in relation to this publication may be liable to crimina... more Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages.
This article argues a case for reconsidering positive discrimination as a viable and necessary po... more This article argues a case for reconsidering positive discrimination as a viable and necessary policy intervention to speed up the progression to equality in the workplace. It provides counter-arguments to the four main objections to positive discrimination: the failure to select the ‘best’ candidate, the undermining of meritocracy, the negative impact on the beneficiaries and the injustice of reverse discrimination. It concludes that positive discrimination provides the necessary structural conditions in order for radical, transformative change towards equality to take place.
This article aims to show through a case study analysis how a UK company has adopted policies tha... more This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate and company level; third, a model of HRM; fourth, the practice of HRM in a case study, using a goal method as the frame of reference; and, finally, the significance of the new approach in terms of the product life‐cycle.
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