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dc.contributor.authorWilkinson, Adrian
dc.date.accessioned2017-05-03T15:09:46Z
dc.date.available2017-05-03T15:09:46Z
dc.date.issued1995
dc.date.modified2008-06-20T01:46:17Z
dc.identifier.issn02185180
dc.identifier.urihttp://hdl.handle.net/10072/16775
dc.description.abstractHRM has been much talked about and written about in recent years. For some, it heralds a new age where human resource issues at last become significant in the consideration of business strategy, and HR practitioners at last attain a place in the sun. However, much of the debate has been conducted in purely theoretical terms covering HRM definitions and meanings. But, what is happening on the ground? Are HRM ideas changing policies? Are policies translated into practice? This case study seeks to critically examine the development of HR strategy in a bank. The experience suggests that whilst HR type policies are being implemented, the outcomes can by no means be taken for granted.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent1222162 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherSingapore Human Resource Institute
dc.publisher.placeSingapore
dc.publisher.urihttp://rphrm.curtin.edu.au/1995/issue1/banking.html
dc.relation.ispartofpagefrom97
dc.relation.ispartofpageto115
dc.relation.ispartofissue1
dc.relation.ispartofjournalResearch & Practice in Human Resource Management
dc.relation.ispartofvolume3
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchcode1503
dc.titleTowards HRM? A Case Study from Banking
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 1995 Research and Practice in Human Resource Management (RPHRM). The attached file is reproduced here in accordance with the copyright policy of the publisher.Please refer to the journal's website for access to the definitive, published version.
gro.date.issued1995
gro.hasfulltextFull Text
gro.griffith.authorWilkinson, Adrian J.


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