HRM from the other side of the fence

Article Abstract:

Employees can receive negative messages from their organizations' human resources management (HRM) practices. Attitudes toward employee selection, employee evaluation, and career development practices were investigated by surveying 120 MBA students at the Open University Business School. The results indicated that two-thirds of the respondents who had experienced one-on-one or panel interviews rated them as fair to employees, while situational interviews were not rated as especially fair or useful. Approximately 50% of the respondents rated tests as useful and fair employee selection techniques, while 56% rated assessment centers as useful, fair, and conducive to positive feelings. The lessons that HRM practitioners can learn from the survey include that organizations should tell employees what to expect during the selection process, the selection process involves collaboration rather than control, and employees value HRM practices that are based on reality instead of theory.

College students, Employee selection, Management development programs

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Employee attitudes to privatization: the signals from Cable and Wireless

Article Abstract:

Cable and Wireless PLC employees were surveyed about British government policy on privatization, on their level of job satisfaction, and about their save-as-you-earn (SAYE) share option plan. Sixty-nine percent of the respondents approve of government privatization policy. Eighty percent of those answering the survey reported being well-motivated at work and 95 percent felt that Cable and Wireless was a 'good' company for which to work. Only a minority of employees have bought shares in the company, but participation in the SAYE plan is high.

United Kingdom, Analysis, Privatization, Privatization (Business), Employee stock options, Cable & Wireless PLC

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Personnel management on the line: how middle managers view the function

Article Abstract:

Middle managers' attitudes toward personnel management were investigated by surveying 42 line managers. The managers felt that the key activities in their job included goal setting, performance appraisal, and salary determination. Most of the managers felt that the personnel department should provide input only to assist in discovering the best methods of accomplishing those activities. The research indicates that the personnel function has difficulty making progress unless it has a goal and the support of senior management.

Methods, Management, Middle managers

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