Skip to main content
SpringerLink
Log in

A Comparative Analysis of the Link Between Flexibility and HRM Strategy

  • Chapter
New Challenges for European Human Resource Management

  • 76 Accesses

Abstract

Flexible working patterns have been the focus of considerable comment and much controversy for some years. The spread of what the European Union refers to as ‘atypical’ working patterns is now widely recognised and is a key issue for personnel specialists across Europe. It is a subject which has also been attracting the attention of senior line managers, trade unions, national governments and the European Commission, as well as academics. Much of this discussion has focused on the issue of managerial policies: whether the growth in flexible working mainly reflects structural changes and is a by-product of changes in the labour market or is the result of purposeful managerial choice, an aspect of strategic approaches towards HRM.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • Atkinson, J. (1984a) ‘manpower strategies for flexible organisations’, Personnel Management, Aug.; 32–5.

    Google Scholar 

  • Atkinson, J. (1984b) ‘Flexibility, uncertainty and manpower management’, Brighton, IMS Report No. 89.

    Google Scholar 

  • Atkinson, J. (1985) ‘Flexibility: planning for the uncertain future’, Manpower Policy and Practice, 1, Summer: 26–9.

    Google Scholar 

  • Atkinson, J. & Meager, N. (1986a) ‘Is flexibility just a flash in the pan?’, Personnel Management, Vol. 18, No. 9, Sept. 26–9.

    Google Scholar 

  • Atkinson, J. and Meager, N. (1986b) New Forms of Work Organisation, Brighton, IMS Report No. 121.

    Google Scholar 

  • Bielenski, H., Alaluf, M., Atkinson, J., Bellini, R., Castillo, J.J., Donati, P., Graverson, G., Huygen, F. and Wickham J. (1992) ‘New forms of work and activity: a survey of experiences at establishment level in eight European countries’, European Foundation for the Improvement of Working and Living Conditions, Working papers, Dublin.

    Google Scholar 

  • Blanchflower, D. and Corry, B. (1987) ‘Part-time Employment in Great Britain: an analysis using establishment data’, Department of Employment Research Paper 57.

    Google Scholar 

  • Bourgeois, L. J. and Brodwin, D. R. (1984) ‘Strategic implementation: five approaches to an elusive phenomenon’, Strategic Management Journal, 5, 3: 241–64.

    Google Scholar 

  • Boyer, R. (1990) ‘The impact of the single market on labour and employment’, Labour and Society, 15,7: 109–42.

    Google Scholar 

  • Brewster, C. (1995) ‘Towards a “European” model of human resource management’, Journal of International Business Studies, 26(2): 1–21.

    Article  Google Scholar 

  • Brewster, C. and Hegewisch, A. (eds) (1994) Policy and Practice in European Human Resource Management: The Price Waterhouse Survey’, London, Routledge.

    Google Scholar 

  • Brewster, C, Hegewisch, A. and Mayne, L. (1994) ‘Flexible working practices: the controversy and the evidence’, in Brewster C. and Hegewisch A. (eds).

    Google Scholar 

  • Brewster, C, Hegewisch, A., Lockhart, T. and Mayne, L. (1993) ‘Flexible working patterns in Europe’, Issues in People Management, Wimbledon, IPD.

    Google Scholar 

  • Brown, P. and Crompton, R. (eds) (1994) A New Europe?: Economic Restructuring and Social Exclusion, London, UCL Press.

    Google Scholar 

  • Bruegel, I. and Hegewisch, A. (1994) ‘Flexiblisation and part-time work in Europe’, in Brown. P. and Crompton, R. (eds), pp. 33–57.

    Google Scholar 

  • Büchtemann, C. (1994) ‘Does (de-) regulation matter?: employment protection and temporary work in the Federal Republic of Germany’, in Standing, G. and Tokman, V. (eds.).

    Google Scholar 

  • Casey, B. (1991) ‘Survey evidence on trends in “non-standard” employment’, in Poliert A (ed.), pp. 179–99.

    Google Scholar 

  • Child J (1985) ‘Managerial strategies, new technology and the labour process’ in D. Knights et al. (eds), pp. 107–41.

    Google Scholar 

  • Collinson, D., Knights, D. and Collinson, M. (1990) Managing to Discriminate, London, Routledge.

    Google Scholar 

  • Crow G. (1989) ‘The use of the concept of “strategy” in recent sociological literature’, Sociology, 2, 3 (1): 1–24.

    Google Scholar 

  • Commission of the EC (1992) ‘The position of women on the labour market: trends and developments in the 12 member states’, Women of Europe supplements, No 36, Brussels, EC.

    Google Scholar 

  • Fernie, S. and Woodland, S. (1995) ‘HRM and workplace performance evidence using WIRS3 — a reply to McCarthy’, Industrial Relations Journal, 26, 1: 65–8.

    Google Scholar 

  • Geary, J.F. (1992) ‘Employment flexibility and human resource management: the case of three American electronics plants’, Work, Employment and Society, 6,2: 251–70.

    Google Scholar 

  • Guest D (1990) ‘HRM and the American Dream’, Journal of Management Studies, 21 A: 311–91.

    Google Scholar 

  • Hakim, C, (1990) ‘Core and periphery workers in employers’ workforce strategies: evidence from the 1987 ELUS survey’, Work, Employment and Society, 4,2: 157–88.

    Google Scholar 

  • Hendry, C. and Pettigrew, A. (1990) ‘HRM: an agenda for the 1990s’, International Journal of Human Resource Management, 1,1: 17–25.

    Google Scholar 

  • Hunter, L., McGregor, A., Mclnnes, J. and Sproull, A. (1993) ‘“The Flexible Firm”: Strategy and Segmentation’, British Journal of Industrial Relations, 31, 3: 383–408.

    Google Scholar 

  • Hunter, L. and Mclnnes, J. (1992) ‘Employers and labour flexibility: the evidence from case studies’, Employment Gazette, June: 307–15.

    Google Scholar 

  • Hutchinson, S. and Brewster, C. (1994) Flexibility at Work in Europe: Strategies and Practice, Report prepared for the European Association of Personal Management, London, IPD.

    Google Scholar 

  • 1RS (1990) ‘Temporary working 2: how employers use temporary workers’, 1RS Employment Trends, 469: 5–14.

    Google Scholar 

  • Johnson, G. (1987) Strategic Change and the Management Process, Oxford, Blackwell.

    Google Scholar 

  • Johnson, G. and Scholes, K. (1988) Exploring Corporate Strategy, Hemel Hempstead, Prentice Hall.

    Google Scholar 

  • Knights, D., Willmott, H. and Collinson, D. (eds) (1985) Job Redesign: Critical Perspectives on the Labour Process, Aldershot, Gower.

    Google Scholar 

  • Konle-Seidl, R., Ullmann, H. and Walwei, U. (1990) The European social space — atypical forms of employment and working hours in the EC, International Social Securities Review, 43,2: 151–87.

    Google Scholar 

  • Koshiro, K. (ed.) (1992) Employment Security and Labour Market Flexibility: An International Perspective, Wayne State, Detroit.

    Google Scholar 

  • Lindblom, C E. (1959) ‘The science of “Muddling Through” ’, Public Administration Review. 19: 79–88

    Article  Google Scholar 

  • Machin, S. and Stewart, M. (1992) ‘Unions and the financial performance of British private sector establishments’, Journal of Applied Econometrics, 5, 327–50.

    Article  Google Scholar 

  • Marginson, P., Edwards, P.K., Purcell, J. and Sissons, K. (1988) ‘What do corporate officers really do?’, British Journal of Industrial Relations, 26: 229–45.

    Article  Google Scholar 

  • McCarthy, W. (1994) ‘Of hats and cattle; or the limits of macro-survey research in industrial relations’, Industrial Relations Journal, 25, 4: 315–22.

    Article  Google Scholar 

  • Metcalf D. (1993) ‘Industrial relations and economic performance’, British Journal of Industrial Relations, 31, 2: 255–84.

    Article  Google Scholar 

  • McGregor, A. and Sproull, A. (1992) ‘Employers and the flexible workforce’, Employment Gazette, May: 225–34.

    Google Scholar 

  • Millward, N. and Hawes, W. R. (1995) ‘Hats, cattle and IR research: a comment on McCarthy’, Industrial Relations Journal, 26,1: 69–73.

    Article  Google Scholar 

  • Mintzberg, H. (1978) ‘Patterns in strategy formation’, Management Science, 24(9): 934–48.

    Article  Google Scholar 

  • Mintzberg H (1987) ‘Crafting Strategy’, Harvard Business Review (July-Aug.): 66–75.

    Google Scholar 

  • Monks, J. (1994) ‘The trade union response to HRM: fraud or opportunity?’, Personnel Management, Sept.: 42–7.

    Google Scholar 

  • Morgan, D. (1989) ‘Strategies and sociologists: a comment on Crow’, Sociology, 23 (1): 25–9.

    Article  Google Scholar 

  • Norusis, M. J. (1988) SPSS X Advanced Statistics Guide, 2nd edn, SPSS Inc.

    Google Scholar 

  • O’Connell Davidson, J. (1993)Privatisation and Employment Relations: The Case of the Water Industry, London, Mansell.

    Google Scholar 

  • O’Reilly, J. (1992) ‘Where do you draw the line?: functional flexibility, training and skill in Britain and France’, Work, Employment and Society, 6,3: 369–96. ECD (1991) Employment Outlook, Paris.

    Article  Google Scholar 

  • Piore, M. J. and Sabel, CF. (1985) The Second Industrial Divide: Possibilities for Prosperity, New York, Basic Books.

    Google Scholar 

  • Poliert, A. (1987) ‘The flexible firm: a model in search of reality (or a policy in search of a practice)?’, Warwick Papers in Industrial Relations, no. 19, Warwick University.

    Google Scholar 

  • Poliert, A. (1988a) ‘Dismantling flexibility’, Capital and Class, 34: 42–75.

    Article  Google Scholar 

  • Poliert, A. (1988b) ‘The “flexible firm”: fixation or fact?’, Work, Employment and Society, 2,3: 281–316.

    Google Scholar 

  • Poliert, A. (ed.) (1991) Farewell to Flexibility!, Oxford, Blackwell.

    Google Scholar 

  • Rubery, J. (ed.) (1988) Women and Recession, London, Routledge and Kegan Paul.

    Google Scholar 

  • Standing, G. and Tokman, V. (eds) (1994) Towards Social Adjustment, Geneva, ILO.

    Google Scholar 

  • Walsh, T. (1990) ‘Flexible labour utilisation in the private service sector’, Work, Employment and Society, 4(4): 517–30.

    Article  Google Scholar 

  • Wood, D. and Smith, P., (1989) Employers’ Labour Use Strategies First Report on the 1987 Survey, Department of Employment Research Paper 63, London, HMSO.

    Google Scholar 

  • Wrapp, E. H. (1967) ‘Good managers don’t make policy decisions’, Harvard Business Review, Sept.-Oct.: 91–9.

    Google Scholar 

Download references

Authors
  1. Lesley Mayne
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Olga Tregaskis
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Chris Brewster
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. Cranfield School of Management, UK

    Chris Brewster (Director of the Centre for International Human Resource Management) (Director of the Centre for International Human Resource Management)

  2. Vienna University of Economics and Business Administration, Austria

    Wolfgang Mayrhofer (Professor of Management and Organisational Behaviour) (Professor of Management and Organisational Behaviour)

  3. Department of Personnel and Employment Relations, College of Business, University of Limerick, Ireland

    Michael Morley (Lecturer in Personnel Management and Industrial Relations) (Lecturer in Personnel Management and Industrial Relations)

Copyright information

© 2000 Lesley Mayne, Olga Tregaskis and Chris Brewster

About this chapter

Cite this chapter

Mayne, L., Tregaskis, O., Brewster, C. (2000). A Comparative Analysis of the Link Between Flexibility and HRM Strategy. In: Brewster, C., Mayrhofer, W., Morley, M. (eds) New Challenges for European Human Resource Management. Palgrave Macmillan, London. https://doi.org/10.1057/9780230597952_4

Download citation

Publish with us

Policies and ethics

Search

Navigation