Knowledge that Transforms

Many of the psychological and sociological assumptions that originally guided human resources practices no longer apply to the work environment of the 1990s. Providing practical, hands-on approaches to the types of problems currently confronting human resources managers, this book presents detailed reports on interventions in nine actual cases representing some of the most profound challenges facing organizations and their employees today. Drawing from specific situations, contributors elucidate universal problems relevant to a range of business settings. The cases are grouped in three distinct categories: (1) individual dilemmas, (2) those rooted in the organization, and, finally, (3) issues that emanate from the surrounding culture. The problems covered include the explosive growth of alcohol abuse and drug addiction; the effect of stress levels on work environments; conflicts between familial obligation and corporate responsibility; dilemmas related to employee ethics; and continuing racial, ethnic, and gender intergroup hostility. The impact of merger and acquisition business strategies and resultant employee downsizing, as well as the effects of economic recession, are also analyzed. In each case study, contributors provide analysis of the genesis of the problem, a rationale for the design of the intervention program, a full-length description of how the program was developed, step-by-step instructions for implementation, detailed methods for evaluating results, and discussion of the application of these programs to other organizations and situations. The practical approach of this book makes it ideal for human resources managers, industrial and organizational psychologists, andmental health professionals working with people in organizations. Instructors of advanced courses in human resources management and organizational behavior will find the theoretical arguments invaluable for imparting a comprehensive understanding of how working environments may eff

For questions and suggestions on an early draft, I thank Howard Aldrich, Peter Blau, Elisa Bienenstock, and Kenneth Hudson. Arne Kalleberg and Mark Mizruchi gave me the kinds of criticisms and advice for which authors are always grateful. Research support on educational organizations from the Andrew W. Mellon Foundation is acknowledged. As Stern and Barley suggest, what is social about organizations is currently undertheorized given the aspatial character of administration and financing, reliance on external labor markets, and the global character of production and distribution. Nevertheless, organizations are social entities and deal with social accounts that accompany and supplement their legal responsibilities and rights. The concept of jurisdictions provides a framework for considering organizations' social character in the context of the contemporary economy, while relying on insights from classical theorists.*