Performance management and neo-liberal labour market governance: the case of the UK

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

2 Citations (Scopus)

Abstract

The use of performance management in the private sector was prefaced by the establishment of qualitatively new forms of corporate entities in the early years of the twentieth century, particularly in the United States. These vast new corporations involved increasing separation of ownership from control and the establishment of substantial corporate management bureaucracies to organise often technical and geographically diverse tasks and processes. As such, the use of performance management became a key corporate governance tool to extend control to disparate, highly hierarchical and complex organisations and business processes (Drucker, 1955; Kennerley & Neely, 2001, p. 146).
Original languageEnglish
Title of host publicationReframing corporate social responsibility
Subtitle of host publication lessons from the global financial crisis
EditorsWilliam Sun
PublisherEmerald Publishing
Pages77-99
Number of pages23
ISBN (Electronic)9780857244567
ISBN (Print)9780857244550
Publication statusPublished - 13 Dec 2010
Externally publishedYes

Publication series

NameCritical studies on corporate responsibility, governance and sustainability
PublisherEmerald
Volume1
ISSN (Print)2043-9059

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