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dc.contributor.convenorJohn Lewer
dc.contributor.authorTownsend, Keith
dc.contributor.authorWilkinson, Adrian
dc.contributor.authorJ. Bamber, Greg
dc.contributor.authorAllan, Cameron
dc.contributor.editorJohn Lewer, Shaun Ryan, Johanna Macneil
dc.date.accessioned2017-05-03T14:02:13Z
dc.date.available2017-05-03T14:02:13Z
dc.date.issued2009
dc.date.modified2010-06-09T07:36:06Z
dc.identifier.refurihttp://airaanzweb.weebly.com/2009-conference-main.html
dc.identifier.urihttp://hdl.handle.net/10072/30775
dc.description.abstractHaggerty 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.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent60241 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherAiraanz
dc.publisher.placeNewcastle
dc.publisher.urihttps://www.airaanz.org/
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofconferencenameLabour, Capital and Change: Proceedings of the 23rd Conference of AIRAANZ
dc.relation.ispartofconferencetitleLabour, Capital and Change: Proceedings of the 23rd Conference of the Industrial Relations Academics of Australia and New Zealand
dc.relation.ispartofdatefrom2009-02-04
dc.relation.ispartofdateto2009-02-06
dc.relation.ispartoflocationNewcastle
dc.rights.retentionY
dc.subject.fieldofresearchIndustrial Relations
dc.subject.fieldofresearchcode150306
dc.titleThe Line Managers' Role in Interpreting, Balancing and Managing 'Mixed Signals'
dc.typeConference output
dc.type.descriptionE1 - Conferences
dc.type.codeE - Conference Publications
gro.facultyGriffith 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.issued2009
gro.hasfulltextFull Text
gro.griffith.authorAllan, Cameron R.
gro.griffith.authorTownsend, Keith J.
gro.griffith.authorWilkinson, Adrian J.


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    Contains papers delivered by Griffith authors at national and international conferences.

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