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This volume is the proceedings of a symposium entitled "Human Resource Strategies for Organizations in Transition" which was held at Salve Regina College, Newport, Rhode Island on May 30 - June 2, 1989. The meeting was sponsored by the Research Committee of the Human Resource Planning Society (HRPS). In developing the agenda, the Research Committee built upon the format of the previous HRPS research symposia. The intent in these meetings is on the linkage of the state-of-practice with the state-of-the-art. Particular attention was placed on research studies which were application oriented so that member organizations can see examples of ways to extend current practices with the knowledge presented by the applications. The meeting has sessions on: (1) Reshaping the Organization for the Twenty-first Century, (2) Coping with Major Organizational Change, (3) Organization Downsizing, (4) Evaluating the Human Resource Function and (5) The Impact of Corporate Culture on Future Human Resource Practices. Thirty papers were presented with discussion sessions at appropriate points in the meeting. This volume contains twenty one of these papers along with an introductory paper. A short summary is also provided at the beginning of each major subdivision into which the papers are arranged.
List of contents
Organization Designs for the 1990s.- Reshaping the Work Force: Ensuring Employees Can Contribute.- The Changing Employer-Employee Relationship and Its Implications for Human Resource Management: Problem or Opportunity?.- A Best Fit Model for Managing Personnel Turbulence.- Sharing Power Through Job Design and Organization Design.- Organizational Rewards and Strategic Change.- The Reward System as a Tool for Reinforcing Innovation and Entrepreneurial Behavior.- Making Intrapreneuring Happen: Organizational Tools and Processes for New Business Development.- Moving the Enterprise: Implementing a Performance Management System to Support Strategic Change in the Equitable Insurance Companies.- What Should We Pay For?.- Strategic Vision, Cultural Change and Total Quality Management.- Organization Planning: A Process not a Project.- 2001: A Case Study of Cultural Change Aligning the Business, Human Resource, and Change Strategies.- Application of Human Resource Technology to Cultural Change.- Selecting Employees to 'Fit' the Corporate Culture.- Managing Transitions by Managing the Informal Organization.- Employee Commitment in Times of Transition.- Declining Employee Commitment: What It Means, Why It is Happening, What We Can Do About It.- Weak Links and Strong Links: Employee Commitment and Performance.- A Study of Motivation and Commitment Among MIS Professionals.- Strategic Career Development and Staffing.- Realigning Executive Development and Succession Planning Systems; Meeting the Management Needs of 'Global Organizations' in the 1990s.- Stormy Passages: Career Development During Times of Transition.- Management Development in a Changing Environment.- The Strategic Development of Newly Degreed Employees.- Preparing for Year 2000: Pre-Employment Testing andSelection.- Developing Human Resource Strategies.- Stabilizing the Mid-Career Workforce in an Organization in Transition.- Post-Acquisition Integration: The Structure of the Deal Determines the Human and Organizational Resource Requirements.- Effective Human Resource Practices for Competitive Advantages: An Empirical Assessment of Organizations in Transition.- Contributors.
