Staff profile - John Molineux

Staff image

Dr John Molineux

Position: Lecturer
Faculty or Division: Faculty of Business & Law
Department: Department of Management
Campus: Melbourne Burwood Campus
Phone: +61 3 92517290 +61 3 92517290
Email: john.molineux@deakin.edu.au

Biography

Affiliations

  • Member of ANZAM
  • Executive member of ALARA
  • Victorian State Councillor of AHRI
  • Fellow of the Australian Human Resources Institute (FAHRI)


Academic

Teaching Interests

Human Resource Management


Subjects and units currently teaching

Human Resource Management - MPM722 and MPR722

Management Communication - MPR703


Awards

Awards and prizes

Faculty of Business and Law - 2012 Team Teaching Award


Research

Research interests

  • Strategic human resource management
  • Work-life balance and conflict


Research page

https://www.deakin.edu.au/apps/research/find-a-researcher/29426/Dr-John-Molineux


Publications

Publications

  • Molineux, J. forthcoming. Health and Safety System Change through User-based Design. Systemic Practice and Action Research.
  • Molineux, J. 2013. Enabling Organisational Cultural Change using Systemic Strategic Human Resource Management - a Longitudinal Study. The International Journal of Human Resource Management, 24 (8): 1588-1612.
  • Molineux, J. 2009. A project examining the link between motivation and performance agreements. Proceedings of the 23rd ANZAM Conference, Melbourne, Vic.
  • Molineux, J. 2009. Macro-cycles of Change: Learning from an Organisation's History. Proceedings of the 53rd ISSS Conference, Brisbane, Qld.
  • Molineux, J. 2007. The use of action research in organization change projects. In D.M. Waddell, T.G. Cummings and C.G. Worley. Organisation Development and Change, 3rd Ed., Thomson, Melbourne, Australia. pp.374-403.
  • Molineux, J. and Haslett, T. 2007. The use of Soft Systems Methodology as a tool for creativity. Systems Practice and Action Research, 20 (6): 477-496.
  • Molineux, J. and Haslett, T. 2002. Working within organisational cycles - a better way to implement action research projects in large organisations. Systems Practice and Action Research, 15 (6): 465-484.


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