Hostname: page-component-cd9895bd7-dzt6s Total loading time: 0 Render date: 2024-12-27T09:37:12.808Z Has data issue: false hasContentIssue false
  • English
  • Français

Distinguishing the Purpose and Objectives of Working Arrangements

Published online by Cambridge University Press:  25 September 2015

Aminu Mammam
Aminu Mammam*
Affiliation:
Lecturer in Management, Faculty of Business, Northern Territory University, Box 40146 Casuarina, N.T Australia, 0811, Phone: (61 89) 46 6447,Fax: (61 89) 46 6513, Telex: DACOLAA 85235
Get access Rights & Permissions [Opens in a new window]

Abstract

This paper addresses some of the limitations of the current approach to the conception, adoption and installation of working arrangements. It has been argued that emphasis on bottom line, shortermism and control can result in short term benefits. This partly explains the continuous reorganization of the workplace in some companies. The paper underscores the need for organizations to articulate a “purpose” for working arrangements. It is argued that there are two dimensions of the purpose of novel working arrangement: (a) providing appropriate “intrinsic” and “extrinsic” reward for internal stakeholders and (b) achieving organizational objectives (eg meeting customer expectations). The paper proposes a framework for adopting and installing a working arrangement which is based on auditing the work system.

Type
Research Article
Information
Journal of Management & Organization , Volume 1 , Issue 1 , January 1995 , pp. 27 - 43
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 1995

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Adler, PS (1988) “Managing Flexible Automation” California Management Review 30(3) pp 34–56CrossRefGoogle Scholar
Alford, J (1986) “Changing Power Relations in the Victorian Railways” in Davis, E and Lansbury, R (eds) Democracy and Control in the Workplace. Melbourne: Longman CheshireGoogle Scholar
Anthony, WP (1978) Participative Management Reading, Massachusetts: Addison - WesleyGoogle Scholar
Anthony, DB (1991) “Anthony's Recommendations” Training and Development September pp 22Google Scholar
Armstrong, R (1991) “Training for Change: a Perpetual Circle” Management Update December 119 PP 14Google Scholar
Bahrami, H (1992) “The Emerging Flexible Organizations: Perspective from Silicon Valley” California Management Review 34(4) pp 33–52CrossRefGoogle Scholar
Barlow, G (1989) “Deficiencies and the Perpetuation of Power: Latent Functions in Management Appraisals” Journal of Management Studies 26(5) pp 499–517CrossRefGoogle Scholar
Bartlett, CA & Ghoshal, S (1990) “Matrix Management: Not a Structure, a Frame of Mind” Harvard Business Review 07-Aug pp 138–145Google Scholar
Beatty, C & Gordon, JRM (1990) “Advance Manufacturing Technology: Making it Happen” Business Quarterly 54(4) pp 46–53Google Scholar
Blunt, P & Jones, M (1992) Managing Organizations in Africa Berlin: Walter de GruyterCrossRefGoogle Scholar
Boer, HHill, M & Krabbendan, K (1990) “FMS Implementation Management: Promise and Performance” International Journal of Operations Production Management 10(1) pp 5–20CrossRefGoogle Scholar
Bower, JL (1970) Managing the Resource Allocation Process Boston: Harvard University PressGoogle Scholar
Brown, A & Weiner, E (1984) Supermanaging: How to Harness Change for Personal and Organizational Success New York: McGraw-HillGoogle Scholar
Buchanan, D (1992) “High Performance: New Boundaries of Acceptability in Worker Control” in Salaman, G (eds) Human Resource Strategies London: Sage PublicationsGoogle Scholar
Burgelman, RA (1983) “A Process Model of Internal Corporate Venturing in the Diversified Major Firm” Administrative Science Quarterly 28 pp 223–244CrossRefGoogle Scholar
Callus, R (1986) “Union in Organizational Decision-Making: The Case of the Sydney Water Board” in Davis, E and Lansbury, R (eds) Democracy and Control in the Workplace Melbourne: Longman CheshireGoogle Scholar
Chen, I & Small, M (1994) “Implementing Advanced Manufacturing Technologies: An Integrated Planning Model” Omega 22(1) pp 91–103CrossRefGoogle Scholar
Cooke, WN (1990) Labour Management Cooperation Kalamazoo, Michigan: W E Upjohn InstituteGoogle Scholar
Costa, M & Duffy, M (1991) Labor, Prosperity and the Nineties. Sydney: The Federation PressGoogle Scholar
Cunningham, JB & Eberle, T (1990) “A Guide to Job Enrichment and Redesign” Personnel 02 pp 56–61Google Scholar
Curtain, R (1992) “Chemical Processing Plant” in Boxall, et al (ed) Workplace Reform and Award Restructuring National Key Centre for Industrial Relations, Monash University: AGPS pp 92–101Google Scholar
Daniel, WW & Milward, N (1993) “Findings From the Workplace Industrial Relations Surveys” in Clark, J (ed) Human Resource Management and Technical Change London: Sage PublicationGoogle Scholar
Dawson, P and Palmer, G (1992) Total Quality Management in Australia and New Zealand Companies: Some Emerging Themes and Issues A paper presented at the Australia and New Zealand Academy of Management Conference, University of Western Sydney, Nepean, 12 6-9Google Scholar
Delbridge, R & Turnbull, P (1992) “Human Resource Maximization: The Management of Labour Under Just-In-Time Manufacturing Systems” in Blyton, R and Turnbull, P (eds) Reassessing Human Resource Management London: Sage Publications, pp 56–73Google Scholar
Drucker, P (1988) “The Coming of the New Organisation” Harvard Business Review Jan-Feb pp 45–53Google Scholar
Drucker, P (1978) Management: Tasks,. Responsibilities, Practices London: Heinemann Professional PublishingGoogle Scholar
Drucker, P (1955) The Practice of Management London: Heinemann Professional PublishingGoogle Scholar
Duncan, W L (1988) Just-in-Time in American Manufacturing Michigan: Society of Manufacturing EngineersGoogle Scholar
Dunford, R and McGraw, P (1988) “Quality Circles in the Manufacturing Industry” in Willis, E (ed), Technology and the Labour Process Sydney: Allen & Unwin pp 81–95.Google Scholar
Dunphy, D & Stace, D (1990) Under New Management: Australian Organization in Transition Sydney: McGraw-HillGoogle Scholar
Eilon, S (1992) Management Practice and Mispractice London: RoutledgeGoogle Scholar
Emery, FE & Thorsud, E (1975) Democracy at Work Canberra: ANU, Centre for Continuing EducationGoogle Scholar
Enderwick, P (1992) “Workplace Reform and International Competitiveness: The Case of New Zealand” New Zealand of Industrial Relations 17(2) pp 185–206Google Scholar
Fincham, R & Rhodes, PS (1988) The Individual, Work and Organization London: Weidenfeld and NicholsonGoogle Scholar
Fiorelli, JS & Margolis, H (1993) “Managing and Understanding Large Systems Change: Guidelines for Executive and Change Agents” Organizational Development Journal 11(3) pp 1–13Google Scholar
Flanders, A (1970) Management and Unions London: Faber and FaberGoogle Scholar
Forman, D (1992) “Bonuses that Come with the Drive to Cut Waste” Business Review Weekly November 6 pp 76–77Google Scholar
Freeman, C & Penrod, P (1993) “Applying OD and TQM Strategies to Manage Change in Hospitals” Organizational Development Journal 11(4) 1993 pp 61–69Google Scholar
Frenkel, S (1984) “Management and Labour Relations in the Metal Industry: Towards Joint Regulation” in Frenkel, S (ed) Union Strategy and Industrial Change. Kensington, NSW: NSW University Press pp 96–120Google Scholar
Hall, J (1994) “Americans Know How to be Productive if Managers Will Let Them” Organizational Dynamics Winter pp 33–46Google Scholar
Heins, J (1987) “Restructuring: The Magic Word: But the Grass Looks Greener Over There”, Forbes April 27 pp 54Google Scholar
Herman, EESchwarz, JL & Kuhn, A (1992) Collective Bargaining and Labour Relations (3rd Ed), Englewood Cliffs, New Jersey: Prentice Hall.Google Scholar
Hickman, CR (1990) Mind of a Manager, Soul of a Leader New York: John Wiley & SonsGoogle Scholar
Hickson, DJButler, RJGray, DMallory, G & Wilson, DC (1986) Top Decisions: Strategic Decision Making in Organizations Oxford: BlackwellGoogle Scholar
Hill, J (1986) “Barriers to Industrial Democracy in the Australian Private Trading Banks” in Davis, E & Lansbury, R (eds) Democracy and Control in the Workplace Melbourne: Longman CheshireGoogle Scholar
Hill, RC & Freedman, S (1992) “Managing the Quality Process: Lessons from a Baldridge Award Winner” The Executive 6(1) pp 76–88Google Scholar
Imai, Masaaki (1986) KAIZEN: The Key to Japan's Competitive Success New York: McGraw-HillGoogle Scholar
Jain, H & Murray, V (1984) “Why the Human Resource Management Functions Fails” California Management Review 26(4) pp 95–110CrossRefGoogle Scholar
James, D (1992a) “Fred Emery: The Man who Reformed the Workplace” Business Review Weekly September 4 pp 72–76Google Scholar
James, D (1992b) “Home-Grown Style Needed to Give Business a Boost” Business Review Weekly August 21 pp 70–73Google Scholar
James, D (1992c) “Managers' Biggest Task is to Motivate Workers” Business Review Weekly September 18 pp 68–69Google Scholar
Jansen, H (1991) “To Change or Not to Change” Management Update December pp 9Google Scholar
Kaplan, R (1986) “Must CM be Justified by Faith Alone” Harvard Business Review 64(2) pp 87–95Google Scholar
Katz, H (1988) “Policy Debates Over Work Reorganization in North American Unions” in Hyman, R & Streeck, W (eds) New Technology and Industrial Relations London: Basil BlackwellGoogle Scholar
Kearns, D (1990) “Leadership Through Quality” The Executive 4(2) pp 86–89Google Scholar
Kilmann, RH (1989) “A Completely Integrated Program for Organizational Change” in Mohrman, et al (eds) Large-Scale Organizational Change San Franciso: Jossey-Bass, pp 200–228Google Scholar
Lake, DG & Ulrich, D (1992) “Conclusion to Exemplary Practices” Human Resource Management 31(1&2) pp 127–132CrossRefGoogle Scholar
Lansbury, RD (1992) “Managing Change is a Challenging Environment” Asia Pacific Journal of Human Resource Management 30(1) pp 16–28CrossRefGoogle Scholar
Lawler, E E (1991a) “The New Plant Approach: A Second Generation Approach” Organizational Dynamics Summer pp 5–14Google Scholar
Lawler, EE (1991b) High-Involvement Management San Francisco: Jossey-BassGoogle Scholar
Lucio, M and Weston, S (1992) “HRM and Trade Union Responses: Bringing the Politics of Workplace Back in the Debate” in Blyton, R & Turnbull, P (eds) Reassessing Human Resource Management London: Sage Publications pp 215–232Google Scholar
Lumley, R (1989) “Control Over the Organization and Conduct of Work: Evidence from Australian Workplaces” in Savery, L & Dufty, N (eds) Readings in Australian Industrial Relations Sydney: Harcourt Brace JovanovichGoogle Scholar
Lundberg, CC (1991) “Creating and Managing a Vanguard Organization: Design and Human Resource Lessons” Human Resource Management 30(1) pp 89–112CrossRefGoogle Scholar
Lupton, T & Tanner, I (1980) “‘Work Design in Europe” in Duncan, RAGruneberg, MM & Wallis, D (eds) Changes in Working Life. Chichester: WileyGoogle Scholar
Manz, C (1986) “Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Oganizations” Academy of Management Review 11 pp 585–600Google Scholar
McKinlay, A & Starkey, K (1988) “Competitive Strategy and Organizational Change” Organization Studies 9(4) pp 555–571CrossRefGoogle Scholar
Mills, P K (1983) “Self-Management: Its Control and Relationship to Oher Organizational Properties” Academy of Management Review 8 pp 445–453CrossRefGoogle Scholar
Mitchell, WS (1984) “What Kind of Management Development Improves Productivity Training and Development Journal Jan pp 17–20Google Scholar
Meredith, JR (1987) “Implementing New Manufacturing Technologies: Managerial Lessons Over The FMS life Cycle” Interfaces 17(6) pp 51–62CrossRefGoogle Scholar
Nankervis, ACompton, R & McCarthy, T (1993) Strategic Human Resource Management Sydney: Thomas NelsonGoogle Scholar
Nonaka, I (1988) “Creating Organizational Order Out of Chaos” California Management Review 30(3) pp 57–73CrossRefGoogle Scholar
Ogbonna, E & Wilkinson, B (1990) “Corporate Strategy and Corporate Cultures: The View From the Checkout” Personnel Review 19(4) pp 9–15CrossRefGoogle Scholar
Olian, JD & Rynes, SL (1991) “Making Total Quality Work: Aligning Organizational Processes, Performance Measures and Sakeholders” Human Resource Management Fall 30 pp 303–333CrossRefGoogle Scholar
O'Toole, J (1985) Vanguard Management NewYork: DoubledayGoogle Scholar
Oz, E (1992) “Selection and Implementation of An Information System: A General Motors Case” Omega 20(3) pp 283–293CrossRefGoogle Scholar
Palmer, G & Saunders, I (1992) “Total Quality Management and Human Resource Management: Comparisons and Contrasts” Asia Pacific Journal of Human Resource Management 30(1) pp 67–78CrossRefGoogle Scholar
Pascale, , (1984) “Perspective on Strategy: The Real Story Behind Honda's Success” California Management Review XXVI (3) pp 47–72CrossRefGoogle Scholar
Perlmatter, LC & Monty, RA (1977) “The Importance of Perceived Control: Fact of Fantasy” American Scientists 65 pp 759–765Google Scholar
Peters, T & Waterman, D (1982) In Search of Excellence New York: Harper and RowGoogle Scholar
Pfeiffer, JW & Jones, JE (1976) “A Current Assessment of OD: What It Is and Why It Often Fails” in Pfeiffer, JW and Jones, JE (eds) The 1976 Annual Handbook of Group Facilitators La Jolla, California: University Associates IncGoogle Scholar
Plevel, MJNellis, SLane, F & Schuler, RS (1994) “AT&T Global Business Communication Systems: Linking HR with Business Strategy” Organizational Dynamics Winter pp 59–72Google Scholar
Plunkett, LC & Fournier, R (1990) Participative Management: Implementing Empowerment New York: John Wiley and SonsGoogle Scholar
Poole, M (1986) Worker Participation in Industry London: Routledge & Kegan PaulGoogle Scholar
Pratt, D (1994) Aspiring to Greatness: Above and Beyond TQM Sydney: Business and Professional PublishingGoogle Scholar
Price, R (1988) “Information, Consultation and The Control of New Technology” in Hyman, R & Streeck, W (eds) New Technology and Industrial Relations London: Basil Blackwell pp 249–262Google Scholar
Primrose, PL (1991) Investment in Manufacturing Technology London: Chapman & HallGoogle Scholar
Rainbird, H (1988) “New Technology, Training and Union Strategies” in Hyman, R & Streeck, W (eds) New Technology and Industrial Relations London: Basil Blackwell pp 174–185Google Scholar
Ramamurrthy, K & King, W (1992) “Computer Integrated Manufacturing: An Exploratory Study of Key Organizational Barriers” Omega 20(4) pp 475–491CrossRefGoogle Scholar
Ramsay, H (1980) “Cycles of Control: Participation in Sociological and Historical Perspective” in Boreham, P & Dowe, GWork and Inequality 2 Melbourne: Macmillan pp 104–129Google Scholar
Reeders, E (1988) “The Fast Food Industry” in Willis, E (ed) Technology and the Labour Process Sydney: Allen & Unwin pp 142–154Google Scholar
Rimmer, M (1992) “Motor Engine Company” in Boxall, et al (ed) Workplace Reform and Award Restructuring National Key Centre for Industrial Relations Monash University AGPS pp 112–122Google Scholar
Robson, M (1982) Quality Circles: A Practical Guide Aldershot, England: GowerGoogle Scholar
Saunders, G (1986) The Committed Organization Aldershot, England: GowerGoogle Scholar
Schaffer, RH & Thomson, HA (1992) “Successful Change Programs Begin with Results” Harvard Business Review Jan-Feb pp 80–89Google Scholar
Schonberger, RJ (1992) “Is Strategy Strategic? Impact of Total Quality Management on Strategy” The Executive 6(3) pp 80–87Google Scholar
Sewell, G & Wilkinson, B (1992) “Empowerment or Emasculation? Shopfloor Surveillance in a Total Quality Organization” in Blyton, R & Turnbull, P (eds) Reassessing Human Resource Management London: Sage PublicationsGoogle Scholar
Shaiken, H (1985) Work Transformed: Automation and Labour in the Computer Age New York: Holt Rinehart and WinstonGoogle Scholar
Skinner, W (1984) “The Productivity Paradox” Harvard Business Review Jul-Aug pp 55–59Google Scholar
Storey, J & Sission, K (1993) Managing Human Resource and Industrial Relations London: Open University PressGoogle Scholar
Tackeuchi, H (1981) “Productivity: Learning from the Japanese” California Management Review XXIII (4) pp 5–19CrossRefGoogle Scholar
Uris, A (1986) 101 of the Greatest Ideas in Management New York: John WileyGoogle Scholar
Valery, N (1974) “Importing the Lessons of Swedish Workers” New Scientist 62 pp 27–28Google Scholar
Vedder, J N (1992) “How Much Can We Learn From Success?” The Executive 6(1) pp 56–66Google Scholar
Voos, PB (1987) “Managerial Perceptions of the Economic Impact of Labour Relations Programs” Industrial and Labour Relations Review 40(2) pp 195–208CrossRefGoogle Scholar
Vora, J (1992) “Applying a Theory of Organization Change to Adopting JIT” Omega 20(2) pp 193–199CrossRefGoogle Scholar
Wagel, WH (1987) “Working and Managing Without Supervisors” Personnel Sept pp 8–11Google Scholar
Walleigh, RC (1986) “Getting Things Done. What is Your Excuse for Not Using JIT?” Harvard Business Review 03-Apr pp 38–54Google Scholar
Warr, P & Wall, T (1975) Work and Weil-Being Middlesex, England: PenguinGoogle Scholar
Webb, G (1991) “High Performance Team Building in the United States-Some Personal Observations” Corporate Management 07/Aug pp 100–103Google Scholar
Webster, F & Robins, K (1993) “I;ll be Watching You: Comment on Sewell & Wilkinson” Sociology 27(2) pp 243–252CrossRefGoogle Scholar
Westley, F (1990) “Middle Managers and Strategy: Microdynamics of Inclusion” Strategic Management Journal 11 pp 337–352CrossRefGoogle Scholar
White, B (1991) “The Globalisation Factor” Training and Development Sept pp 12–13Google Scholar
Wilkinson, R (1988) “Management Strategy in the Motor Vehicle Industry” in Willis, E (ed) Technology and Labour Process Sydney: Allen & Unwin pp 128–141Google Scholar
Wilson, D C (1992) A Strategy of Change: Concepts and Controversies in the Management of Change London: RoutledgeGoogle Scholar
Wood, RHull, F & Azumi, K (1983) “Evaluating Quality Circles: The American Application” California Management Review XXVI(1) pp 37–53CrossRefGoogle Scholar