Understanding the HR Strategies of the 1990s

Craig R. Littler

Chapter 8 in Strategy and Performance, 2004, pp 165-184 from Palgrave Macmillan

Abstract: Abstract The 1990s witnessed fundamental changes in organizational design philosophy, work structuring and management. Not all change processes can be treated as equivalent: some processes are paradigmatic. This implies that there are significant differences in terms of diffusion, relative permanence, and scope of effects. The 1990s were characterized by waves of organizational downsizing and delayering, and a model of such change (a DS/DL model) is presented. In some ways, the best parallel for the 1990s was the 1890s and the restructuring associated with Taylorism. The DS/DL model is compared to that of Taylorite prescriptions for change. It is argued that the commonalties outweigh the differences. Common to both is a technology of power-shifting and work intensification.

Keywords: Relative Permanence; Human Resource Management; Middle Manager; Lean Production; Work Intensification (search for similar items in EconPapers)
Date: 2004
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DOI: 10.1057/9780230523135_8

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