注释
注释
第二章
1.Charles P.McCormick,The Power of People(New York:Penguin Books,1949)
2.This compliance framework has been suggested by A.Etzioni,“Compliance Structures,”in A.Etzioni and E.W.Lehman(eds),A Sociological Reader on Complex Organizations,3rd ed.(New York:Holt,Rinehart & Winston,1980),pp.82-100.
3.The discussion which follows is based on George Lodge,Context Ideology,Harvard Business School Case Services NO,9-380-071(1979).In the original,he uses the termcommunity instead of society to indicate that any collection of people with a common need and purpose(factory,corporation,town,or union)develop an ideology.
第三章
1.George Lodge,The New American I deology(New York:Knopf,1975),pp.9-11.
2.Stephen Marsland and Michael Beer,“Note on J apanese Management and Employment Systems,”in Michael Beer and Bert Spector(eds.),Readings is Human Resource Managment(New York:Free Press,1985).
3.Cris Argyris,Personality and Organization(New York:Harper,1957).
4.New York Times,9 December 19983,p.1.
5.Buy Out:Hyatt-Clark Industries,Inc.,Harvard Business School Case Services No.9-383-122(1983).
6.Joseph R.Blasi,Perry Wehrling,and William Foote Whyte,“The Politics of Worker Wwnership in the United States,”in Frank Heller et al.(eds.),The International Yearbook of Organizational Democracy for the Study of Participation,Cooperation,and Power(Sussex,England:Johe Wiley and Sons,1981);and William Foote Whyte,In Support of Voluntary Job Preservation and Community Stabilization Act(Ithaca,N.Y.:Cornell University Press,1978).
7.Quoted in D.Quinn Mills,Labor-Management Relations,2d,ed.(New York:McGraw-Hill,1982),p.195.
8.Writes Jeanne M.Brett,“Fear appeals are notoriously ineffective in changing firmly held attitudes and opinions.Employess who are basically fearful of retaliatory moves against them by an employer are not likely to have signed authorization cards have already come to terms withtheir realization of the employer's hostility toward the union and his ability,albeit illegal,to use economic power against them...In fact,prounion employees may view threatening employer behavior simply as confirmation of their poor opinion of him and as support for their previous decision that they need a union to deal with him.”Brett,“Why Employees Want Unions,”Organizational Dynamics(Spring 1980),pp.53-54.
9.If,in furtherance of its actions against one company,a union were to take actions against a second company—say a customer or supplier of the first—in order to bring increased pressure against the first company,they would be engaging in a secondary boycott.
10.Benjamin M.Selekman,in fact,suggested eight varieties of bargaining relationships:containment-aggression,conflict,power,deal,collusion,accommodation,cooperation,and ideological.Selekman,“Variety of Labor Relations,”Harvard Business Review(March 1949),pp.177-185.
11.Marsland and Beer,“Note on Japanese Management and Employment Systems.”
第四章
1.This section draws on the work of John Van Mannen and Edgar H.Schein,“Career Development,”in J.R.Hackman and L.J.Suttle(eds.)Improving Life at Work:A Behavioral Science Approach to Organizational Change(Santa Monica,Calif.Goodyear Publishing,1977),pp.30-95.
2.Van Mannen and Schein,“Career Development,”p.31.
3.Ramsey Liem and Raymar Ponla,“Health and Social Costs of Unemployment,”American Psychologist 37(Octobe 1982),pp.1116-1123.
4.“Bosses on the Barricades,”U.S.News and World Report,December 20,1982.
5.A.Kornhauser Mental Health of the Industrial Worker(New York:Wiley,1965).
6.James Walker,Human Resource Planning(New York:McGraw-Hill,1980).
7.Ralph Katz,“Job Longevity as a Situational Factor in Job Satisfaction,”Administrative Science Quartely 23(1978).pp.204-223.
8.Conference Board Report on performance appraisal cited in R.Landsbury,Performance Appraisal(South Melbourne:Macmillan of Australia).
9.Walker,Human Resource Planning.
10.Edgar Schein,“Increasing Organizational Effectiveness Through Better Human Resorce Planning and Development,”Slan Management Review 19(Fall 1977),pp.1-20.
11.Noel M.Tichy,Charles J.Fombrun and Mry Anne Devanna,“Strategic Human Resource Management,”Sloan Management Review 23(Winter 1982),pp.47-62.
12.Paul R.Lawrence and Davis Dyer Renewing American Industry(New York:Free Press,1983).
13.“Bosses on the Barricades.”
14.Leonard Greenlaugh,“Maintaining Organizational Effectiveness During Organizational Retrenchment,”Journal of Applied Behavioral Science 18(1982),pp.155-170.
15.Greenalugh,“Maintaining Organizational Effectiveness.”
16.Lawrence J.Styble,“Matching Those Pingk-Slip Blues,”Industry,January 1983.
17.This conclusion is based on an internal company study conducted at Coming Glass Works during the 1974-75 recession.
18.M.R.Cooper,B.S.Morgan,P.M.Foley,and L.B.Kaplan,“Changing Employee Calues:Deepening Discontent?”Harvard Business Review,January-February 1979.
19.David W.Ewing,“Do It My Way or You're Fired!”:Employee Rights and the Changing Role of Management Prerogatives(New York:John Wiley and Sons,1983).
20.Marsland and Beer,“Note on Japanese Management and Employment Systems.”
21.See Lincoln Electric,Harvard Business School Case Services # 9-376-028.
22.Parts of this next section are based on“Personnel Planning,”in Herbert G.Heneman,Donald A.Schwab,John A.Fossmand,and Lee A.Dyer,Personnel/Human Resource Management(Homewood,Ill.:Richard D.Irwin,1980).
23.The Exxon and GM examples are taken from Tichy,Fombrun,and Devanna,“Strategic Human Resource Management.”
第五章
E.L.Deci,“Paying People Doesn't Always Work the Way You Expect It To,”Human Resource Management 12(Summer 1973),pp.28-32.
2.R.Quinn and G.Staines,The 1977 Quality of Employment Survey(Ann,Arbor,Mich.:Institute for Social Research,1979);Edward E.Lawler,Pay and Organization Development(Reading,Mass.:Addison-Wesley,1981).
3.William A.Schiemann,“Major Trends in Employee Attitudes Toward Compensation,”in Schiemann(ed.),Managing Human Resources:1983 and Beyond(Princeton,N.J.:Opinion Research Corporation,1983).
4.Edward E.Lawler,Pay and Organizational Effectiveness:A Psychological View(New York:McGraw-Hill,1971).
5.William J.Kearney,“Pay for Performance?Not Always,”Compensation Review(1979),pp.47-53.
6.Fortune,July 12,1982,pp.42-52.
7.The discussion in this section is based on the work of Edward Lawler,aleading,theorist in the rewards area,particularly Lawler,“Reward Systems”in J.R.Hackman and J.L.Suttle(eds.),Improving Life at Work:Behavioral Science Approaches to Organizational Vhange(Santa Monica,Calif.:Goodyear Publishing,1977),pp.163-226 and Lawler,pay and Organization Development.
8.Edward E.Lawler,“Managers'Attitudes Toward How Their Pay Is and Should Be Determined,”Jouranal of Applied Psychology 50(1966),pp.273-279.
9.H.H.Meyer,“The Pay-for-Performance Dilemma,”Organizational Dynamics 3(1975),pp.39-59.
10.L.W.Porter and Edward E.Lawler,Attitudes and Performance(Home-wood,Ill.:Richard D.Irwin,1968).
11.Quinn and Staines,The 1977 Quality of Employment Survey.
12.Meyer,“The Pay-for-Performance Dilemma.”
13.V.H.Vroom and P.W.Yetton,Leadership and Decision Making(Pittsburgh:University of Pittsburgh Press,1973).
14.Lawler,“Reward Systems.”
15.P.A.Renwick and Edward E.Lawler,“What You Really Want from Your Job,”Psychology Today 12(1978),pp.53-66.
16.Some of the technical data in this chapter comes from D.W.Belcher,Compensation Administration(Englewood Cliffs,N.J.:Prentice-Hall,1974).
17.Thomas Kennedy,European Labor Relations(Lexington,Mass.:Lexington Books,1980),pp.52-57.
18.Lawler,Pay and Organization Development.
19.See R.D.Hume and R.V.Bevan,“The Blue Collar Worker Goes on Salary,”Harvard Business Review 53(1975),pp.104-112;Lawler,Pay and Organization Development,pp.62-64;and J.H.Sheridan,“Should Your Production Workers Be Salaried?”Industry Week 184(1975).pp.28-37.
20.Howard Risher,“Job Evaluation:Maystical or Statistical?”Personnel(Sept.-Oct.1978),pp.23-36.
21.Marsland and Beer,“Note on Japanese Management and Employment Systems.”
22.Lawler,Managers'Attitudes Toward How Their Pa Is and Should Be Determined.”
23.People and Productivity:A Challenge to Corporate America(New York:New York Stock Exchange Office of Economic Research,1982).
24.This discussion is based on Lawler,Pay and Organization Development.25.Meyer,“The Pay for Performance Dilemma.”
26.Meyer,“The Pay for Performance Dilemma.”
27.Adapted from Lawler,Pay and Organization Development,pp.134-140.
28.David Kraus,“Executive Pay:Ripe for Reform?”Harvard Business Review,September-October 1980.pp.36-48.
29.Marsland and Beer,“Note on Japanese Management and Employment Systems.”
第六章
1.Robert H.Guest,“Quality of Work Life-Learning from Tarrytown,”Harvard Business Review,July-August 1979,pp.76-89.
2.Frederick Herzberg,B.Mausner,and B.Snyderman,The Motivation to Work(New York:Wiley,1959).
3.Robert N.Fork,Motivation Through the Work Itself(New York:American Management Association,1969).
4.Ricky W.Griffin,Task Design:An Integrative Approach(Glenview,Ill.:Scott,Foresman,19982),pp.17-51;J.Richard Hackman,“Work:Design”in J.R.Hackman and J J.L.Suttle(eds.),Improving Life at Work:Behavioral Science Approaches to Organizational Change(Santa Barbara,Calif.:Goodyear Publishing,1977),pp.96-162.
5.Richard E.Walton,“Social Choices in the Development of Advancde Information Technology,”Human Relations 35(1978),pp.1973-1983.
6.Walton,“Social Choices.”
7.Eric Trist,“The Evolution of Socio-Technical Systems,”Issues in the Quality of Work Life.A series of occasional papers,No.2,June 1981,P.9.
8.Richard E.Walton,“Establishing and Maintaining High Commitment Work Systems,”in J.Kimberly and R.Miles(eds.),Organizational Life Cycle(San Franciso:Jossey Bass,1980).
9.Edward E.Lawler,“The New Plant Revolution,”Organizational Dynamics(Winter 1978),pp.3-12.
10.William Wimspisinger,“Job Satisfaction:A Union Response,”in Hackman and Suttle,Improving Life at Work:Behavioral Science Approaches to Organizational Change(Santa Monica,Calif.:Goodyear,1977),pp.409-11.
11.Michael Beer and James W.Driscoll,“Strategies for Change,”in Hackman and Suttle,Improving Life at Work:Behavioral Science Approaches to Organizatonal Change(Santa Monica,Calif.:Goodyear,1977),pp.409-11.
12.Thomas J.Schneider,“Quality of Work Life and the Law.”A speech given at the Kennedy School of Government and Public Policy,19 November 1981.
13.Richard E.Walton,“Topeka Work Systems:Optimistic Visions,Pessimistic Hypotheses,and Reality,”in R.Zager and M.Rosow(eds.),The Innovative Organization(New York:Pergamon Press/Work in America Series,1982).
14.Irving Bluestone,“Labor's Stake in Improving the Quality of Working Life,”in Harvey Kolodny and Hans van Beinum(eds.),The Quality of Working Life and the 1980s(New York:Praeger,1983).
第七章
1.This approach is based on a framework suggested by William G.Ouchi,“Markets,Bureaucracies,and Clans,”Administrative Science Quarterly 25(March 1980),pp.129-141.
2.C.I.Barnard,The Functions of the Executive(Cambridge,Mass.:Harvard University Press,1938);H.A.Simon,Administrative Behavior,2d ed,(New York:Free Press,1957);Harry Levinson et al.,Men,Management,and Mental Health(Cambridge,Mass.:Harvard University Press,1966).