Carol Gill has specialised in the fields of executive learning and development, human resource management and organisation development, as both an academic and practitioner, for more than 25 years. Carol teaches on the MBA and designs and delivers executive education programs in Leadership, Change and Human Resource Management for Melbourne Business School. She is a senior fellow of the University of Melbourne. A registered psychologist, Carol has worked in key roles within major Australian private and public sector organisations and global enterprises in areas as diverse as leadership and executive development, human resources, workplace performance, employee relations, recruitment and change management. At BHP, she was a director of the company’s Global Leadership Program and was involved in the teams that introduced TQM and executed a division-wide process reengineering project. Carol has worked with a range of private sector clients including Bank of Melbourne, BHP, CitiPower, United Energy, Austa Electric (Queensland), Ericsson, National Mutual, Mallinckrodt Australia and Exxon Mobil. In the public and not-for profit sectors, she has worked with the Department of Aviation, State Revenue Office, Business Victoria, State Development Department, Victorian Legal Aid, Dental Health Services Victoria, VicForests, Australian Vice Chancellors Committee and Fundraisers Institute of Australia. EQUIS accredited Carol holds a PhD, MBA, BA (hons)and Graduate Diploma of Social Science. She is a member of the Australian Psychological Society and College of Organisational Psychologists. She is also a fellow of the Australian Human Resources Institute.
Working Papers
The relationship between union presence, employee relations and the adoption of High Performance Work Practices (with Denny Meyer) (2008)
In recent times management has considered unions as a hindrance to workplace performance, resulting in...
The relationship between New Work Practices, trust and unions (2008)
This paper examines extant theory and empirical research on new work methods, employee voice, employee...
A Review of the Critical Perspective on Human Resource Management (2007)
The Critical Perspective on Human Resource Management argues that HRM has inherent contradictions derived from...
Does Human Resource Management use rhetoric to construct reality for employees? (with Denny Meyer) (2007)
The Critical Management Studies debate on Human Resource Management proposes that reality is socially constructed...
High and Low Road approaches to the management of Human Resources: an examination of the relationship between Business Strategy, Human Resource Management and High Performance Work Practices (with Denny Meyer) (2007)
The Contingency approach to human resource management leads to the hypothesis that High Performance Work...