Global Trends in Human Resource Management - A Twenty-Year Analysis

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Zusatztext "Using both national and international data as well as insights from cutting-edge research, Lawler and Boudreau have written a book that HR leaders and senior line managers alike need to read. It not only puts HR in a historical context, but also shows how it can truly add value to an organization. A timely and important contribution to the field." Informationen zum Autor Edward E. Lawler III is Distinguished Professor of Business and Director of the Center for Effective Organizations at the University of Southern California. John W. Boudreau is Professor and Research Director of Center for Effective Organizations at the University of Southern California. Klappentext Edward E. Lawler III is Distinguished Professor of Business and Director of the Center for Effective Organizations at the University of Southern California. John W. Boudreau is Professor and Research Director of Center for Effective Organizations at the University of Southern California. Zusammenfassung Global Trends in Human Resource Management draws on twenty years of data collected by the Center for Effective Organizations to chart the changing nature of HR practice, and show how it can meet the demands of an evolving global marketplace. Inhaltsverzeichnis Contents and Abstracts 1 What HR Needs to Do chapter abstract The world of work is changing rapidly and dramatically. A strong case can be made that the HR function in organizations needs to change as well. It needs to take a more strategic role and develop new talent management approaches. If it doesn't change, it could end up as an administrative function that manages an information technology driven HR system. If it changes it can become a driver of organizational effectiveness and business strategy. 2 The Role of HR chapter abstract HR has not significantly changed how it allocates its time since 1995. It remains a function that spends the majority of its time on services, controlling, and record keeping. This is true in the United States and in the other countries studied. HR executives perceive that they spend more time on strategic partnership, but the data show little change. Data on management approaches and strategy provide one likely reason why there has not been much change. Bureaucratic and low-cost organizations have HR functions that spend the most time on services, controlling, and record keeping. Management approaches and strategies such as innovation and sustainability have a more strategic HR role, but are only now gaining "market share." 3 HR's Engagement with Boards chapter abstract HR has a limited role when it comes to supporting boards in all countries. When it does provide support it is typically in executive compensation and succession. HR Board support is more frequent and covers more diverse arenas in high-involvement and sustainable management organizations, and it is rarer and less extensive in bureaucratic and low-cost-operator organizations. Providing support to boards is clearly an area where HR could do more, which would lead to a larger role in the formulation and implementation of business strategies. 4 Business Strategy and HR chapter abstract

John W Boudreau, John W. Boudreau, Edward E Lawler, Edward E. Lawler Publisher Stanford University Press   Languages English Product format Paperback / Softback Released 24.06.2015   EAN 9780804791298 ISBN 978-0-8047-9129-8 No. of pages 216 Subject Social sciences, law, business > Business > Management