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dc.contributor.advisorUgolini, L.
dc.contributor.authorFaraday, Judith
dc.date.accessioned2010-03-09T12:06:25Z
dc.date.available2010-03-09T12:06:25Z
dc.date.issued2009
dc.identifier.urihttp://hdl.handle.net/2436/93930
dc.descriptionA thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Master of Philosophy
dc.description.abstractDuring the interwar period, a radical departure from earlier traditional management practices in British department stores can be identified. Increasing trade, combined with the introduction of new systems and stock, required a dramatic increase in the number and calibre of managers employed to run the shops. Using a case study approach, this thesis will identify the reasons for the implementation of a new recruitment and employment strategy. For the John Lewis Partnership, it considers how this translated into jobs and opportunities for middle-class educated women, a group of workers whose experience of the work place has previously received little academic attention. It assesses the contribution the women made to the overall development of the company. Addressing the social and practical issues which surrounded their employment, with specific reference to staff turnover, pay and conditions, the thesis considers how these recruits were perceived by their employer, their peers and by themselves. It presents a group of workers who entered and often left the workplace after achieving levels of managerial status. It identifies the influence these women were able to exert on their employers, creating and retaining their position within specialist fields of employment and dominating the middle management of the John Lewis Partnership during the period 1918 - 1950.
dc.language.isoen
dc.publisherUniversity of Wolverhampton
dc.subjectWomen
dc.subjectManagement
dc.subjectRetail
dc.subjectDepartment store
dc.subjectHuman resources
dc.subjectWelfare
dc.subjectGraduate
dc.subjectEducation
dc.titleA kind of superior hobby : women managers in the John Lewis Partnership 1918-1950
dc.typeThesis or dissertation
dc.type.qualificationnameMPhil
dc.type.qualificationlevelMasters Degree
refterms.dateFOA2018-08-21T16:13:19Z
html.description.abstractDuring the interwar period, a radical departure from earlier traditional management practices in British department stores can be identified. Increasing trade, combined with the introduction of new systems and stock, required a dramatic increase in the number and calibre of managers employed to run the shops. Using a case study approach, this thesis will identify the reasons for the implementation of a new recruitment and employment strategy. For the John Lewis Partnership, it considers how this translated into jobs and opportunities for middle-class educated women, a group of workers whose experience of the work place has previously received little academic attention. It assesses the contribution the women made to the overall development of the company. Addressing the social and practical issues which surrounded their employment, with specific reference to staff turnover, pay and conditions, the thesis considers how these recruits were perceived by their employer, their peers and by themselves. It presents a group of workers who entered and often left the workplace after achieving levels of managerial status. It identifies the influence these women were able to exert on their employers, creating and retaining their position within specialist fields of employment and dominating the middle management of the John Lewis Partnership during the period 1918 - 1950.


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