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Understanding the HR Strategies of the 1990s

In: Strategy and Performance

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  • Craig R. Littler

Abstract

The 1990s witnessed fundamental changes in organizational design philosophy, work structuring and management. Not all change processes can be treated as equivalent: some processes are paradigmatic. This implies that there are significant differences in terms of diffusion, relative permanence, and scope of effects. The 1990s were characterized by waves of organizational downsizing and delayering, and a model of such change (a DS/DL model) is presented. In some ways, the best parallel for the 1990s was the 1890s and the restructuring associated with Taylorism. The DS/DL model is compared to that of Taylorite prescriptions for change. It is argued that the commonalties outweigh the differences. Common to both is a technology of power-shifting and work intensification.

Suggested Citation

  • Craig R. Littler, 2004. "Understanding the HR Strategies of the 1990s," Palgrave Macmillan Books, in: Abby Ghobadian & Nicholas O’Regan & David Gallear & Howard Viney (ed.), Strategy and Performance, chapter 8, pages 165-184, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-52313-5_8
    DOI: 10.1057/9780230523135_8
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    Cited by:

    1. Klimczuk, Andrzej & Klimczuk-Kochańska, Magdalena, 2015. "Outplacement: The Polish Experience and Plans for Development in the Labour Market," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, pages 89-106.

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