Call for Paper by Ruth Slater
Papers by Ruth Slater
1968–1993: The Play Begins
The Professionalisation of Human Resource Management, 2019
This is an example of practitioner-led research using humanistic management practices in a manufa... more This is an example of practitioner-led research using humanistic management practices in a manufacturer of microwaveable snack foods. The aim was to uncover the extent to which employees found the company’s vision and mission meaningful and to find values which would support the mission and vision. Four values appeared (Family, Ambition, Responsibility, Excellence), to which employees had contributed, and the organisation accepted the new practices which valued employee contributions and extended them to other parts of the group.
Humanistic Management Conference (Nov 2020): University in Diversity - Call for Papers (20 September 2020)
Research, curation, and writing differently—A review of Aesthetics, Organization, and Humanistic Management
Gender, Work & Organization
Professionalism, the Institute and the Royal Charter
The Professionalisation of Human Resource Management
Management Learning
I am interested in organisational practices, but I have long questioned the adoption of packaged ... more I am interested in organisational practices, but I have long questioned the adoption of packaged management knowledge in the field of HRM and HRD purporting to lead to performance. I was excited, therefore, at the prospect of reviewing this book and even more reassured to learn from this collection that others were also interested in this question: 'why are managers inclined (and increasingly so) to consume management knowledge?' (Mazza and Strandgaard 2015: 349). This collection of contributions concerns management knowledge, and how it is packaged into consumable commodities and used. There are a number of different terms for this phenomenon, however, for the purpose of appreciating this collection, a consumable commodity is the management panacea, or 'fashionable management idea' (FMI), a term favoured by the editor, Anders Örtenblad, and his collaborators. There are also different meanings attributed to the FMI, however, the kernel of any practice which may be labelled as an FMI is that it is: '…fit-for-all (…) if it provides an all-healing practical remedy which makes producers, diffusers, adopters and users happy' (Mazza and Strandgaard Pedersen 2016: 338). An additional attribution of the FMI is that it is a choice: '...about what should be done and reduce risks associated with how things should be done to a few manageable fundamentals' (Whittle 2015: 183).
SSRN Electronic Journal, 2000
This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veld... more This statement has been coordinated together with other disciplinary statement by Dr. Jeroen Veldman, Modern Corporation Project, which is hosted by Cass Business School, City University, London to support the Purpose of the Corporation Project: purposeofcorporation.org. It may be endorsed at: themoderncorporation.org The Modern Corporation Statement on Management BACKGROUND The rise of modern corporations has been accompanied by an expansion of salaried executives who have replaced owner-managers. With this expansion, the new class of managers/executives came to regard themselves as stewards of large and complex corporations, and not principally or exclusively as agents for the owners. Emerging as a self-styled 'profession', there was a continuous debate around the necessity for the corporation to be responsible to the collective and to its stakeholders. During long parts of the twentieth century the professed intent was to balance and synthesize a plurality of interests in order to ensure the long term survival and success of the corporation, pursue national strategic interests, create employment, support networks of suppliers, develop new technology as well as create an adequate or satisfactory return for shareholders (Marens, 2012; O Sullivan, 2001).
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Call for Paper by Ruth Slater
Papers by Ruth Slater