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Applications are invited for the post of Lecturer/Senior Lecturer in Employment Studies. You are expected to make a significant contribution to Manchester Business School’s reputation for world-class research and to develop expertise in key areas through both research and engagement. You will be expected to teach at Undergraduate and Postgraduate levels in the area of Human Resource Management and to participate in the administrative activities of MBS. Moreover, you will be expected to network with policy and practitioner communities to improve the impact of their research.
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The next EURAM conference will take place in Warsaw (Poland) between the 17th and the 20th of June 2015. The theme of the conference, Uncertainty is a great opportunity, is aimed to open an interesting and fruitful dialogue about why contemporary management theory and practice do not adequately address the phenomenon of uncertainty, which has come to characterise our daily lives. The EURAM 2015 conference will explore this concept in an opportunity-seeking framework. Uncertainty can be both a threat and an opportunity for organisations. The positive response to the challenge of opportunity is the most constructive stand that we can take, and one that also may equip us best to deal with further challenges that the future may bring.
The dominant stream of thoughts tells us to safeguard against uncertainty, although on both theoretical and practical grounds we should ask if that is possible. Uncertainty is seen as an unpredictable force that can jeopardise our organising efforts. Uncertainty is supposed to leave us in the dark and not knowing what to expect and when. Moreover, the uncertainty that we are living in today is not limited to financial markets, economic and socio-political macro environments. In the age of hyper connectivity the uncertainty we are facing is evident in virtually all areas of the organisational life.
We will endeavour to respond to the following questions: How and in which ways do the drivers of uncertainty change? What resources do organisations need to develop in order to capture the changes that uncertainty may bring? Which organisational forms and configurations respond better to the challenges of uncertainty? What concept of leadership is most suited to steer organisations through the waves of unexpected and unpredictable storms? How can we better educate people to make them more competent individuals who are confident with uncertainty? How should organisations manage their boundaries in order to be able to absorb changes that uncertainty causes? Are the concepts that we already seem to know well such as innovation, knowledge, intellectual capital, leadership, responsibility, sustainability, diversity assuming new meanings at the time of uncertainty?
Warsaw is the ideal venue for such debates. It is located geographically, culturally and intellectually on the crossroads between East and West, North and South. The tormented history of Central and Eastern Europe, and Poland in particular, provides the most persuasive lessons of transition and of coping with uncertainty. These lessons are encrypted in people’s minds, in management practices, and in the body of research. When confronted with Western management, such a “genius loci” is capable of producing synergistic effects that we, as our community of engaged scholars, are looking for.
EURAM conferences provide an ideal opportunity for scholars and practitioners, as well as doctoral students to share and discuss their most recent high quality work with other experts in their research fields.
We invite you to submit your paper to the EURAM’s Strategic Interests Groups (SIGs) or to the Conference General Track.
For further information please visit the EURAM 2015 website here.
2014 International Conference on Human Resource Management and Organizational Effectiveness in Asia Pacific
4 & 5 December 2014
Kota Kinabalu, Sabah, Malaysia
Universiti Teknologi MARA and Curtin University
Much contemporary HRM research focuses on establishing clear linkages between HRM strategies and organizational effectiveness, a key driver of the notion of ‘competitive advantage’. Such imperatives have been heightened by such characteristics of globalization as dynamic workforce demographics, and greater emphasis on customer loyalty and human capital, leading to HRM challenges of ‘strategic decision-making, culture management, fast change and market-driven connectivity’ (Brockbank & Ulrich 2003).
It is generally accepted that competitive advantage derives from the optimal utilization of internal organizational resources (Wright et al 2001: 702), notably human resources or human capital, ensured through the alignment of HRM strategies and processes and overall business strategies (Brockbank and Ulrich 2003; Boudreau and Ramstad 2003). This is the key assumption underlying contemporary taxonomies of HRM roles and competencies which together facilitate such successful alignments.
This conference focuses on the nature of the relationship between HRM and organizational effectiveness, with particular reference to the strategic business partner role; its key characteristics, benefits, and contributions to organizational effectiveness; with particular reference to its similar and diverse applica- tions in Asia Pacific economies.
For more information
Austerity and recovery from the Global Financial Crisis: Has the ‘Baltic Model’ worked? What can Australia learn from it?
Presented by Professor Charles Woolfson (moderated by Professor Geoffrey Harcourt)
Examining the Baltic States through national level studies connected within a European and global political economy, Professor Woolfson highlights the profound vulnerabilities created by unwavering commitment to liberalised economies, not least in terms of the significant ‘exit’ of their labour forces and consequent population loss.
Looking beyond basic financial metrics, he provides evidence of the damaging economic and social consequences of austerity measures based on ‘internal devaluation’ and argues that they are compromising prospects for successful integration in the now- faltering European project that has departed from its ‘Social Model’ roots.
About the author
Charles Woolfson is Professor of Labour Studies at Linköping University, Sweden and Professorial Visiting Fellow,
Industrial Relations Research Centre, Australian School of Business.
Professor Woolfson is Co-Editor with Jeffrey Sommers of The Contradictions of Austerity: The Socio-economic Costs of the Neoliberal Baltic Model (Routledge, May 2014) with a Foreword by James Galbraith.
Author website: http://www.isv.liu.se/medarbetare-vid-isv/woolfson-charles?l=en
When : Tuesday, 17 June 2014: 12–2pm (Presentation starts 12.30pm; Q and A from 1.30pm)
Where : Business Lounge Floor 6, Australian School of Business, Western Lobby Building E12, UNSW Kensington, Sydney NSW 2052
Cost : Free. Light refreshments provided.
RSVP : Elizabeth Lawler, Australian School of Business by 10 June (ASBMediaandComms@unsw.edu.au)
La Trobe Business School and PMI invite you to attend a presentation by guest speaker Sandra Waddock, Galligan Chair of Strategy,
Carroll School Scholar of Corporate Responsibility, and Professor of Management at Boston College’s Carroll School of Management.
Date: Tuesday 24 June
Time: 5:30 – 7:30 pm
Location: La Trobe City Campus, Level 20, 360 Collins Street Melbourne
Cost: $40 ($30 for PMI members, La Trobe alumni, students and staff)
To register: http://www.latrobe.edu.au/business/executive-education/business-engagement
Association of Industrial Relations Academics of Australia and New Zealand (AIRAANZ)
Work, Employment & Human Resources: The Redistribution of Economic and Social Power?
There will be leading international speakers, as well as those from Australia and New Zealand, a conference dinner, a Reception at the Fair Work Commission.
For registration & updates, see: http://www.airaanzconference2014.com
For info. on a subsequent Symposium on Workplace Dispute Settlement in Different Countries on 11 February, see: www.airaanzconference2014.com/The%20Management%20of%20Workplace%20Conflict.pdf
Resource Efficiency and Sustainability in the Workplace: The Impact on Work and Employment Practices
Centre for Workforce Futures Symposium (Macquarie University)
Date: 27 February 2014
Time: 8:30am - 3:45pm
Venue: Level 3, 10 Spring Street, Sydney
Adaptation to climate change affects where jobs are, employment practices and relations, the skills required, and job quality. However, research on work and employment has been limited. Labour market institutions will play a key role in sustainable workplace adaptation, but we know little about how they are responding and what their plans are.
In order to provide a clearer picture of what businesses and workers are doing in the process of transitioning to a low emissions economy, the Centre for Workforce Futures has undertaken a major research project with support from the Department of Industry. Results from this project will be reported at this symposium, together with a range of contributions from key thought leaders in this field.
Abstracts for Our Work Our Lives 2014 are due by the 7th of March 2014.
Our Work Our Lives 2014, the 5th Conference on Women and Industrial Relations will be held at the Mercure Gold Coast Resort, Gold Coast, Queensland on the 15th & 16th of May 2014.
The conference is proudly presented by Queensland Working Women's Centre (QWWS) with the support of the National Alliance of Working Women's Centres.
We welcome a broad range of papers that focus on women and employment, including:
If you are interested in giving a paper at the conference please note that abstracts are due by Friday 7 March 2014. Abstracts should be up to 500 words in length. Please forward your abstracts to: firstname.lastname@example.org by 7th of March 2014. Please indicate under what theme your paper falls.
Call for Abstracts. Special Issue of Labour and Industry: Trade Unions and the Making and Re-making of Community, Work and Family Life
Editor: Dr Amanda Coles, University of Melbourne
The purpose of the special issue
Workers' activities have long shaped social institutions like workplaces, schools, social
welfare, childcare, retirement incomes, labour law and the health system. Their actions
affect social standards and economic development. Workers' organisations, protests and
actions can create a sense of community and strengthen families. The ways in which unions
choose to strategically mobilize limited resources can also function in exclusionary ways.
Contributions to this special issue will examine this overarching question: How do unions
and the ways in which they represent and create - and are in turn created by - workers'
identities, affect the strength and nature of communities, families and social life?
The call is for abstracts (500-1,000 words), following which there will be a call for selected
full papers. Please submit abstracts to email@example.com by March 14, 2014.
International contributions, including contributions from the Asia Pacific region, are
The changing influence of unionism across time and place means that unions’ effects are
highly variable around the globe, in different regions and through history. This leads to a
variety of questions. How do unions’ understandings of families and households shape both
community engagement as well as workplace representation? How do unions draw upon
and contribute to the resources within workplaces, families/households and communities to
act as forces for social, political and economic change? When and why do some unions fail
to engage with broader agendas around households/families and communities in a rapidly
changing world, and how does this shape union organizing and workplace representation?
What can we expect of the union engagement with the community and family/household
agenda over time?
Abstracts (500-1,000 words): 14 March 2014
Submission of full papers: 30 May 2014
Final revised papers due by: 26 September 2014
The University of Newcastle is seeking a Head for its School of Business. Reporting to the Pro-Vice Chancellor (Business & Law), the HoS will promote and develop research capacity and performance in a collaborative team environment, fostering a culture that embraces change and entrepreneurial activities. As an energetic and resilient leader, candidates will demonstrate success in strategic planning and the implementation of organisational change, be fully conversant with trends in the business sector, have an outstanding record of research and publications and success at securing external research funding. A PhD or equivalent is required. For further details: https://hronline.newcastle.edu.au/pls/alesco/WK8227$VDC1.Startup?P_VACANCY_REF_NO=2324
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