http://hdl.handle.net/10379/599 2017-10-29T22:04:08Z 2017-10-29T22:04:08Z Maloney, Maureen McCarthy, Alma http://hdl.handle.net/10379/6107 2016-10-29T01:00:35Z 2016-08-10T00:00:00Z

Understanding pension communications at the organizational level: insights from bounded rationality theory & implications for HRM Maloney, Maureen; McCarthy, Alma This paper applies concepts from bounded rationality theory to develop an integrative model to understand how pension scheme structure and pension scheme communication impact pension participation and contribution rates at organizational level. Organizational pension policies create framing effects that can have intended and unintended consequences depending on how they impact on employees cognitive processes. Organizational pension communication policy impacts employee pension outcomes through the interaction between fast-acting, automatic System 1 and deliberative, calculating System 2 that typically endorses and occasionally overrides System 1 judgments. System 1 exhibits mental short-cuts (heuristics) and systematic biases. The likelihood of a System 2 challenge to System 1 depends on the personal, socio-demographic and economic characteristics of the individuals within the workforce. We propose that those within the HR function, who understand framing effects, can develop pension policies that positively affect pension plan outcomes at the organization level, specifically the pension participation and average contribution rates, using a combination of policies that in some cases promote System 2 endorsement and in other cases, System 2 engagement.

2016-08-10T00:00:00Z Grugulis, Irena Dundon, Tony Wilkinson, Adrian http://hdl.handle.net/10379/4906 2015-10-15T12:24:08Z 2000-01-01T00:00:00Z

Cultural Control and the Culture Manager: Employment Practices in a Consultancy Grugulis, Irena; Dundon, Tony; Wilkinson, Adrian This article explores the use of company culture as a means of management control. It reports research conducted in a consultancy that aimed to secure loyalty from its employees through a conscious policy of organised play at company socials. Employees were given a certain amount of freedom over their working lives in exchange for accepting company regulation of their social time. Here it is argued that this normative control differs from historical attempts to ensure that employees were of good moral character. In earlier interventions social and community interventions were emphasised, now every virtue encouraged is designed to be exercised in the workplace, often at the expense of the individual or the community. Further, that while control through organisational culture does have some of the advantages claimed for it in the prescriptive literature, it also extends the employment contract to areas previously outside the managerial prerogative

2000-01-01T00:00:00Z Sheehan, Maura http://hdl.handle.net/10379/4245 2015-10-15T13:12:07Z 2013-01-01T00:00:00Z

Human Resource Development in Multinational Organisations: Introductory Forward to Special Issue Sheehan, Maura [no abstract available] Journal article (editorial)

2013-01-01T00:00:00Z Cullinane, Niall Dundon, Tony http://hdl.handle.net/10379/3479 2015-10-15T13:15:05Z 2012-01-01T00:00:00Z

Unitarism and employer resistance to trade unionism Cullinane, Niall; Dundon, Tony Active employer resistance to trade union recognition is often explained through the rubric of the unitary ideology. Yet, little attention has been devoted to an examination of unitarism as an explanatory construct for active employer hostility. This paper contributes to current knowledge and understanding on contemporary ideological opposition to unions, by placing unitarism under analytical scrutiny. Using empirical data from the Republic of Ireland, the paper applies a conceptual framework to a sample of non-union employers who actively resisted unionisation. The paper concludes by examining the ideological commitments uncovered and relevant implications.

2012-01-01T00:00:00Z