Show simple item record

dc.contributor.convenorJohn Leweren_AU
dc.contributor.authorTownsend, Keithen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.contributor.authorJ. Bamber, Gregen_US
dc.contributor.authorAllan, Cameronen_US
dc.contributor.editorJohn Lewer, Shaun Ryan, Johanna Macneilen_US
dc.date.accessioned2017-05-03T14:02:13Z
dc.date.available2017-05-03T14:02:13Z
dc.date.issued2009en_US
dc.date.modified2010-06-09T07:36:06Z
dc.identifier.refurihttp://airaanzweb.weebly.com/2009-conference-main.htmlen_AU
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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent60241 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherAiraanzen_US
dc.publisher.placeNewcastleen_US
dc.publisher.urihttp://airaanzweb.weebly.com/2009-conference-main.htmlen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofconferencenameLabour, Capital and Change: Proceedings of the 23rd Conference of AIRAANZen_US
dc.relation.ispartofconferencetitleLabour, Capital and Change: Proceedings of the 23rd Conference of the Industrial Relations Academics of Australia and New Zealanden_US
dc.relation.ispartofdatefrom2009-02-04en_US
dc.relation.ispartofdateto2009-02-06en_US
dc.relation.ispartoflocationNewcastleen_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchIndustrial Relationsen_US
dc.subject.fieldofresearchcode150306en_US
dc.titleThe Line Managers' Role in Interpreting, Balancing and Managing 'Mixed Signals'en_US
dc.typeConference outputen_US
dc.type.descriptionE1 - Conference Publications (HERDC)en_US
dc.type.codeE - Conference Publicationsen_US
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resourcesen_US
gro.rights.copyrightCopyright 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.en_AU
gro.date.issued2009
gro.hasfulltextFull Text


Files in this item

This item appears in the following Collection(s)

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

Show simple item record