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This paper is concerned with examining the reactions of managers to the process of global restructuring in a large, multinational food-processing company. Much extant research concerning globalisation has focused on the wider economic, political and social outcomes. Perhaps surprisingly, relatively little attention has been given to how globalisation is experienced inside organisations. This paper examines how country-level managers have been affected by the move to a new global structure in their organisation. We present evidence of these managers feeling disempowered by global reorganisation and of a largely negative impact on their feelings towards the organisation they work for.

PurposeThis paper seeks to examine the practice of human resource management (HRM) in the UK voluntary sector. In recent years many voluntary sector organisations have experienced a changing context, where they have become increasingly involved in contracting for the provision of publicly funded services. This paper examines the suggestion made by a number of commentators that as a result the government has exercised influence over the way in which human resources are managed in this sector.Design/methodology/approachThe paper uses data from the Workplace Employment Relations Survey 2004 (WERS 2004) to examine HRM practice in the voluntary sector and compares this with the public and private sectors.FindingsThe findings show that most voluntary sector organisations have adopted performance‐oriented HR practices, communication and involvement schemes, and welfare‐oriented practices. This suggests a departure from the relatively unsophisticated HRM that has traditionally been found in the voluntary sector and which may be as a result of the influence of government on HRM standards in the sector.Research limitations/implicationsFuture research, which adopts a longitudinal approach, would allow the impact of government influence on HRM practices in the voluntary sector to be examined in more depth.Originality/valueThis paper represents a rare examination of HRM practice across a wide range of voluntary sector organisations and provides insight into the potential influence of government on HRM in the sector.

PurposeReward research has focussed on level (what individuals are paid) and structure (relationship between different levels of reward). Less emphasis has been given to reward mix decisions, i.e. the relative proportions of each element making up overall reward. This paper seeks to examine the determinants of reward mix.Design/methodology/approachInterview based research with reward consultants as key organisational observers and participants in reward mix decision making.FindingsBenchmarking has led to the development of reward mix norms. Organisations are under pressure to conform to these norms, moderated by leadership beliefs, the occurrence of events and the extent to which organisations' change capability can overcome strong institutional forces.Research limitations/implicationsThe results question agency theory based explanations of reward mix determination and point towards resource dependence and institutional theory perspectives being more suitable theoretical frameworks.Practical implicationsThe model developed allows reward managers to consider how the moderating variables, to the dominant mimetic pressure faced, could be manipulated for their firm to allow greater differentiation of the reward mix.Originality/valueAcademically the work contributes to a programme of research into reward determination from a constructionist perspective and aims to provide greater theoretical robustness to the subject. Practically, the findings may prompt practitioners to think more consciously about the drivers of their firm's reward mix. Policy makers may use the stronger theoretical base for understanding the determinants of reward mix choices and the extent to which organisational free choice and institutionally determined choice influence final choices in reward policy decision making.

PurposeDrug treatment services in the UK have recently undergone significant expansion, alongside the introduction of a set of quality standards, which included the management of people. Consequently, voluntary organisations in this sector have been faced with the dual challenges of meeting these standards and simultaneously attracting and retaining additional staff in an already tight labour market. This paper aims to examine the response of voluntary sector organisations to these pressures within the wider context of the so‐called “contract culture”, whereby, in order to remain competitive, organisations have experienced continuous pressure on labour costs.Design/methodology/approachThis paper reports findings from a large‐scale nation‐wide survey and interviews with HR Managers.FindingsThe results showed that these organisations had a range of “good practice” HR policies in place and had made some progress in achieving the quality standards, although many struggled to recruit and retain suitable staff. The consequences of these findings are discussed in relation to the literature on both recruitment and retention and HRM in the voluntary sector.Practical implicationsThe paper has practical implications for resourcing practice within the wider voluntary sector.Originality/valueThe authors have provided a contribution to an under researched field through the examination of the challenges facing voluntary sector drug treatment providers in recent years.

In April 2003 the UK Government introduced the right for working parents to request flexible working arrangements under the provisions of the Employment Act 2002. This legislation has been widely criticised as providing only weak rights for employees, as neo-institutionalist business systems theory would lead one to expect in Britain?s ?Liberal Market Economy?. However, criticism of the law has to be tempered by understanding how it relates to practice in large companies and this paper investigates these practices. It finds that large companies have gone beyond the terms of the legislation, in order to establish themselves as ?employers of choice?. It is therefore argued that British practice, in reality, only partly conforms to the expectations generated by neo-institutionalist business systems theory.

Seeks to evaluate the policy of competitive tendering for ancillary services in the National Health Service, by reference to a number of case studies of catering services. Argues that the success of the policy was dependent on certain assumptions being met about the extent of competitive pressure and the potential for savings, largely labour cost savings, to be made. Shows by case studies that these conditions frequently did not occur and hence the policy was flawed. Furthermore, even where these conditions did occur, the evidence shows that a range of other factors influenced the extent to which labour cost savings could be made.

Seeks to evaluate the policy of competitive tendering for ancillary services in the National Health Service, by reference to a number of case studies of catering services. Argues that the success of the policy was dependent on certain assumptions being met about the extent of competitive pressure and the potential for savings, largely labour cost savings, to be made. Shows by case studies that these conditions frequently did not occur and hence the policy was flawed. Furthermore, even where these conditions did occur, the evidence shows that a range of other factors influenced the extent to which labour cost savings could be made.

This article examines how competitive pressure impacts upon managerial approaches to industrial relations in the public sector. From a study of competitive tendering in the NHS, it is suggested that competitive pressure does not precipitate a particular direction of change, but rather prompts a review of managerial approach.

This paper is concerned with examining the relationship between flexible working practices and employee perceptions of job quality. In recent years a growing number of employers in the UK have introduced flexible working options for employees in response to increasing concerns over work-life balance and the desire to be seen as an ‘employer of choice’. At the same time there has been considerable policy debate amongst the European Union (EU) over job quality and the need to create not only more, but better jobs. It might be expected that since flexible working affords a degree of choice to employees, it would impact positively on their perceptions of job quality. However, to date few studies have explicitly examined how flexible working can contribute to job quality. Where studies have examined outcomes relevant to aspects of job quality, the evidence is somewhat inconclusive. The research reported in this paper was designed to explore how lived experiences of flexible working have influenced employees’ perceptions of a range of job quality dimensions. The findings show a generally strong, positive relationship between flexible working and perceptions of job quality, but also that there are perceived costs to job quality, particularly in relation to longer term opportunities for development and progression, suggesting that the relationship is more co

The implications of government policy for public sector catering employees are considerable. Pay, conditions of service, hours of work, the effort‐bargain and staffing levels have all been altered to the general detriment of catering workers. There is now greater flexibility of working arrangements for these public sector workers, and managers find it easier to control industrial relations in this environment. Earlier results of research carried out to explore the impact of these changes are discussed and the situation assessed.

The impact of Government moves to put public sector catering out to competitive tender will severely affect some relationships between public sector catering management and staff, a range of employment issues, the skill levels of catering staff and the role of public sector catering management. The employment implications of the contracting‐out exercise in public sector catering in hospitals and schools are assessed.

The debate which has been developed in recent years around the trends towards introducing more flexible working practices into organisations has spawned a literature which is largely centred on the manufacturing industries. Since the labour force in the service sector tends to be generally less organised and management have greater control over industrial relations matters, it has been assumed that the flexibility debate has little relevance for this area. This article examines one area of the service sector, public sector catering, which does not conform to this model and reports on the recent developments in flexibility which have taken place here.