Corporate Resurgence and the New Employment Relationships: After the Reckoning

Corporate Resurgence and the New Employment Relationships: After the Reckoning

Corporate Resurgence and the New Employment Relationships: After the Reckoning

Corporate Resurgence and the New Employment Relationships: After the Reckoning


This book describes new organizational and human resource models (Paradigms) resulting from unprecedented and ongoing changes including business globalization, corporate downsizings, social and demographic changes, and the search for more effective and efficient human resource policies, processes, and relationships. It outlines important strategic perspectives and approaches of these units as they affect human resources including the working-out of newer employment relationships based on psychological contracts largely unique to the work scene. The author provides lessons and guidelines from corporate situations to benefit planners, strategists, senior managers, and organizational researchers.


The older model of management and organization is obsolete and a newer form that is better suited to volatile and continuing change has started to emerge. the new organizational construct, known variously as the new paradigm (for our purposes) or "total quality" firm, embodies beliefs, values, structures, and processes that differ sharply from older forms. Although often referred to as the new paradigm, it is really a composite of features drawn selectively and often progressively based on companies' needs, circumstances, and stage of refinement.

The older or traditional model, based on hierarchical structure and employee loyalty, proved incapable of adapting to the dynamic changes of the last fifteen years. the new business and economic forces, converging with others, required such company responses as excellent and continuing adaptation reinforced by rapid communications; cost effective structures sensitive to competitive and customer needs; high levels of quality, value, and service; and much higher levels of employee empowerment and involvement. the new paradigm incorporates many of these features and practices and a growing body of theory. the author's extensive research and consulting experiences further document its viability.

Policy makers, strategists, and managers need to become familiar with the new paradigm model before they can successfully set a competitive course in global (or domestic) markets. This book describes key new paradigm features and grounds them in specific case studies. Practical applications flesh out the new paradigm features. They also help clarify numerous problems and behavioral issues that can arise when systemic change is indicated. Since massive change was the ferment from which new paradigm constructs emerged, the systematic description of key change forces in this book provides a framework for their continuing analysis and bases for strategic actions.

New bases for employment relationships are central to new paradigm organizational forms. If older forms of loyalty, which formed a major theme of traditional organizations, no longer work as a central vehicle for firm performance . . .

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