Taking a snapshot of cultural change
Article Abstract:
Companies are recognizing the need for a culture change since the traditional organization culture can no longer meet public pressures and expectations. The Hampshire County Council's county surveyors department is one organization that decided to respond to this need for change. It developed a cultural change program that aimed to transform the department from a traditional, regulation-oriented organization composed of different professional groups into a business-oriented department comprising of multi-disciplinary teams and having a strong commitment to delivering quality customer service. Some of the measures adopted to foster the new culture's development were the decentralization of the decision-making authority, the introduction of target setting and appraisals, and the shift in the focus of staff training from professional qualification development to the acquisition of relevant competencies.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1993
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Human resource strategies, workplace reform and industrial restructuring in Australia and New Zealand
Article Abstract:
An analysis of labour-management strategies in New Zealand and Australia gives a valuable insight into possible approaches to reducing labour costs and boosting performance. There are three clear categories of management workplace change strategies: cost-minimization strategies, productivity-enhancing strategies and work-intensification strategies. It appears that, at least in the private sector, New Zealand's 'market individualism' model encourages a more varied and intensive adoption of management workplace change strategies than Australia's 'negotiated reform' model.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1999
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