Abstract
In this article the author analyses the HRM strategies and practices of a major life insurance company, designed to promote a marketing-led, change-oriented culture in an industry traditionally characterised and paternalism by low levels of change.
Original language | English |
---|---|
Pages (from-to) | 14-23 |
Journal | Personnel Review |
Volume | 19 |
Issue number | 5 |
DOIs | |
Publication status | Published - 1990 |