Description

In this examination of the development of employers' personnel, human resources, and industrial relations policies in Britain in the twentieth century the author focuses on how employers organize the employment relationship, control work relations, and deal with trade unions and industrial relations. He develops an approach that emphasizes the interaction of external market forces, internal management structure and organization, and strategic choices, and argues that British employers' historical adherence to market-based strategies rather than internal strategies has had negative consequences for economic performance and national competitiveness relative to the United States, Germany, and Japan.

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