ABSTRACT
This chapter critiques the claim that effective HRM policies can help educational institutions transcend the tensions and paradoxes of the global reform agenda. Using the arguments and case-study evidence presented in earlier chapters, it identifies those features of schools and colleges that, in contemporary contexts around the world, seem either to facilitate or to obstruct the emergence and growth of intelligent or learning organizations. It also recommends ways that the challenges posed by new managerialism might be overcome, the potential for exploitation restrained and the transformative power of employees tapped.
