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ess aimed at accumulation and profits'. Whereas self-managed work team is viewed as an alternative to the Tayloristic position of breaking jobs down in simple tasks, aiming at providing meaningful work for employees with some degree of control and feedback on performance (Buchanan 1979), employees in a autonomous work group have to 'align individual motivation with organizational objectives'(Proença & TeresaÃˉ¼Œ2010). As a result, the control appears in the form of goal setting of the organization and self-control.

4. 潜在能力—Latent Power

Rather than HC-HRM being more 'human', PS sees aspects of it as more controlling because it erodes part of our human existence which we could reasonably consider to beyond the control of our employer-our thoughts, our hopes, our fears and aspirations.(Fleming & Spicer, 1993). It indicates that through this kind of management control focus on 'how workers think and feel, and not just how they behave' (Willmott, 1993).This elicits a discussion of latent power on employee control.

Much of the research exploring the relationships between subjectivity and power has attempted to understand the ways workers inscribe themselves in power relations and become 'the principle of their own subjection'(Foucault, 1977:203). And there has been a preoccupation with surfacing unobtrusive control system that work 'behind the back' of workers so that they unwittingly achieve the goals of superiors by their own volition (Jermier, 1998). There are also evidence show the workplace resistance toward the cultural control. Kunda (1992) and Casey (1995) claim that workers use cynicism to protect their 'backstage selves' from the ubiquitous culture machine when it get a little too claustrophobic. In her book Work, Self and Society, Casey observed how a number of employees resisted the psychological' siege and assault' of the culture through a cynical detachment:' cynicism protects against both commitment to the company...and its further encroachment into the private realm of relative individual choice and apparent self-determination' (1995: 175). Du Gay and Salaman (1992) and Willmott (1993) interpret cynicism as an unplanned ideological phenomenon that unobtrusively reproduces relations of power because cynical employees are given (and give themselves) the impression that they are autonomous agents, but they still practise the corporate rituals nevertheless. When we dis-identify with our prescribed social roles we often still perform them--sometimes better, ironically, than if we did identify with them ( Fleming & Spicer, 2003:160).

5. HPWPs

Because commitment seems to predict critical employee behaviour, such as performance (e.g. Angle and Perry, 1981; Meyer et al., 1989), absenteeism (e.g. Eby et al, 1999), and organizational citi本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。