This article discusses the key role which HRM can play in strategic change programmes. A theoretical outline is offered which emphasises the strong links between HRM and organisational change literature, with a particular interest in the "soft" and "hard" elements of HRM in the context of change. Two distinct change programmes in two BAA airports, BAA, Glasgow and BAA, Edinburgh, are examined to identify the form and extent of HRM as a catalyst of organisational change.
|Number of pages||7|
|Journal||International Journal of Contemporary Hospitality Management|
|Publication status||Published - 2002|
- human resource management
- organizational change
- organizational culture
- hospitality industry