In this book, Linda Holbeche offers a historical narrative on the changing landscape of work since the 1980s and considers how definitions of organizational effectiveness have changed over time. She discusses the characteristics and effects of the neo-liberal work culture of new capitalism, and how HRM practices have contributed to shaping this work culture. Influencing organizational effectiveness challenges mainstream thinking around business strategy, change and organizational effectiveness, and about the roles of HRM and management. While the overall tone of the book is critical, Holbeche argues that HRM can play an active and constructive role in giving voice to employees and advancing organizational effectiveness. Grounded in research, this book includes reflective questions, case studies and helpful guidelines to support HRM and organizational development professionals and master's-level students. It illustrates what 'better' might look like and how HRM can contribute to a new definition of effectiveness which is aligned to the needs for modern organizations and their key stakeholders. -- Provided by publisher.

Section I. Context. Introduction -- Key concepts and theories 00 A neo-liberal landscape -- The new work culture -- Section II. Manaferialism and HRM. The HRM 'project' -- The shaping of subjectivities -- The conflicted HR practioner? -- Section III. The impact of the new work culture on employees. The emerging psychological contact -- the search for meaning -- Section IV. Phoenix out of the ashes? The 'risis' of capitalism -- New organizational effectiveness -- Section V. HR influecing organizational effectiveness. HRM, stewardship and organizational effectiveness -- A high-performance workplace -- Building a healthy, ethical and changable organization -- Conclusion.