Quality initiatives lack employee focus
Article Abstract:
A survey of 96 insurance companies, building societies and banks revealed that the well entrenched corporate culture of resistance to change was the biggest hurdle in implementing quality initiatives. The quality initiatives had focussed on customer satisfaction and cost reduction and had ignored employee morale and organizational culture. Researchers who analyzed the situation recommended that employee empowerment should be a key issue. They also suggested rewarding middle management for special efforts and continuous investment in the quality initiatives.
Publication Name: IRS Employment Trends
Subject: Human resources and labor relations
ISSN: 1358-2216
Year: 1995
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More than nine in ten organisations experience culture change
Article Abstract:
A 1997 UK survey indicated changes in business culture have taken place among nearly all of the employers surveyed. Most employers indicated the need for change so as to meet evolving organizational requirements and customer demands through increased flexibility and employer empowerment. However, over 50% of the employers did not have a structured cultural change program in place. Employee resistance was described as high. Most companies favored gradual change, marked by flattened management levels and modified management styles.
Publication Name: IRS Employment Trends
Subject: Human resources and labor relations
ISSN: 1358-2216
Year: 1997
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Partnership in practice at Legal and General
Article Abstract:
A partnership agreement signed in April 1997 between Legal and General, one of the largest financial services companies in Great Britain, and the MSF Union, exemplifies the increasing number of businesses committed to developing a joint management-union approach. The agreement's background, the broad goals and practices on which it is based, and its likely influence on workplace relations.
Publication Name: IRS Employment Trends
Subject: Human resources and labor relations
ISSN: 1358-2216
Year: 1998
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