dc.contributor.convenor | John Lewer | |
dc.contributor.author | Townsend, Keith | |
dc.contributor.author | Wilkinson, Adrian | |
dc.contributor.author | J. Bamber, Greg | |
dc.contributor.author | Allan, Cameron | |
dc.contributor.editor | John Lewer, Shaun Ryan, Johanna Macneil | |
dc.date.accessioned | 2017-05-03T14:02:13Z | |
dc.date.available | 2017-05-03T14:02:13Z | |
dc.date.issued | 2009 | |
dc.date.modified | 2010-06-09T07:36:06Z | |
dc.identifier.refuri | http://airaanzweb.weebly.com/2009-conference-main.html | |
dc.identifier.uri | http://hdl.handle.net/10072/30775 | |
dc.description.abstract | Haggerty and Wright call for the re-conceptualisation of HR as signals that management send to employees rather than systems, practices, or bundles. They explain that the complexities of modern organisations means that HR professionals must operate at a conceptual level and also, at a more concrete practices level. We examine a large hospital and suggest that the management of this hospital provide a vast array of mixed signals. In the decentralised HR environment it is the growing role of the ward manager as a HR practitioner (whilst not a HR professional) to interpret, diffuse and disseminate signals to the ward level employees. This role leads to a proximal commitment of the staff to the ward level, and the ward manager - employee relationship often contains much clearer, stronger signals than apparent in the relationship employees have through the hospital's mixed signals. | |
dc.description.peerreviewed | Yes | |
dc.description.publicationstatus | Yes | |
dc.format.extent | 60241 bytes | |
dc.format.mimetype | application/pdf | |
dc.language | English | |
dc.language.iso | eng | |
dc.publisher | Airaanz | |
dc.publisher.place | Newcastle | |
dc.publisher.uri | https://www.airaanz.org/ | |
dc.relation.ispartofstudentpublication | N | |
dc.relation.ispartofconferencename | Labour, Capital and Change: Proceedings of the 23rd Conference of AIRAANZ | |
dc.relation.ispartofconferencetitle | Labour, Capital and Change: Proceedings of the 23rd Conference of the Industrial Relations Academics of Australia and New Zealand | |
dc.relation.ispartofdatefrom | 2009-02-04 | |
dc.relation.ispartofdateto | 2009-02-06 | |
dc.relation.ispartoflocation | Newcastle | |
dc.rights.retention | Y | |
dc.subject.fieldofresearch | Industrial Relations | |
dc.subject.fieldofresearchcode | 150306 | |
dc.title | The Line Managers' Role in Interpreting, Balancing and Managing 'Mixed Signals' | |
dc.type | Conference output | |
dc.type.description | E1 - Conferences | |
dc.type.code | E - Conference Publications | |
gro.faculty | Griffith Business School, Dept of Employment Relations and Human Resources | |
gro.rights.copyright | © 2009 Association of Industrial Relations Academics Australia & New Zealand (AIRAANZ). Use hypertext link for access to publisher's website. The attached file is posted here in accordance with the copyright policy of the publisher, for your personal use only. No further distribution permitted. | |
gro.date.issued | 2009 | |
gro.hasfulltext | Full Text | |
gro.griffith.author | Allan, Cameron R. | |
gro.griffith.author | Townsend, Keith J. | |
gro.griffith.author | Wilkinson, Adrian J. | |