HRM in practice

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Abstract
Returns to a case study of a newspaper company introducing HRM presented five years earlier in this journal. Looks at all the editorial offices of the company and examines the extent to which the company has succeeded in implementing HRM and what this has meant for a key section of its employees, the journalists. Discusses the consequences of HRM for journalists′ union rights, wages and conditions. Shows that the extent to which HRM has been implemented has been dependent on force and conditions not created by the company and that the journalists′ union rights have been curbed and their wages and conditions diminished. The material was derived from extensive face‐to‐face interviews with lay and full‐time union officials and company managers.

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