Truss, Catherine (2004) Who's in the Driving Seat? Managing Human Resources in a Franchise Firm. Human Resource Management Journal, 14 (4). pp. 57-75. ISSN 1748-8583. (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
This article reports on the findings of a study within the automotive franchise retail sector which shows how employees' experiences of HRM can, under some circumstances, be influenced both directly and indirectly by third-party organisations. A model that describes these patterns of influence is put forward. These findings point to the way in which inter-firm relationships influence the employment relationship from the perspective of both the employer and the employee, and raise questions about the limits of control exercised by HR department policies and activities. The article also contributes to the relatively limited literature on the operation of franchising systems, in particular concerning the role played by HR policies and practices as a mechanism for inter-organisational control.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM|
|Depositing User:||J. Ziya|
|Date Deposited:||30 Sep 2010 09:51|
|Last Modified:||24 Apr 2014 13:23|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25678 (The current URI for this page, for reference purposes)|