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Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions / Edition 1

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Overview


Corporations are undergoing dramatic changes that have significant implications for how human resources are best managed and organized. There is growing consensus that human capital is critical to an organization's success. But how should the HR function itself be organized? Is change in HR keeping pace with organizational change overall?

Creating a Strategic Human Resources Organization reports the findings from a 6-year longitudinal study of whether and how the HR functions in large corporations are responding to the challenges and opportunities posed by the changing business environment. The book identifies the changes that will be required in order for HR to become a true strategic partner, and suggests why, in too many companies, this transition is not occurring. It examines the paradoxical roles played in this transition by the focus on talent management and the application of IT capabilities, and proposes a new way of conceptualizing HR as providing three service lines. It finds that the most effective HR teams are substantially changing their mix of activities to become knowledge-based contributors to organizational strategy and effectiveness.

The authors conclude that HR is at a crossroads, and will either have to face up to these challenges or become a marginal contributor to corporate success.

The study was carried out at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California, and was funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.

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Product Details

  • ISBN-13: 9780804747028
  • Publisher: Stanford University Press
  • Publication date: 3/13/2003
  • Edition description: 1
  • Edition number: 1
  • Pages: 152
  • Product dimensions: 8.50 (w) x 11.88 (h) x 0.40 (d)

Meet the Author


Edward E. Lawler III is the Director for the Center for Effective Organizations and a Distinguished Professor of Business at the Marshall School of Business, University of Southern California. He is the author or co-author of over 300 articles and 30 books. Susan A. Mohrman is senior research scientist at the Center for Effective Organizations at the Marshall School of Business, University of Southern California.
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Table of Contents

Tables and Figures
Preface
The Authors
Introduction 1
The Study and Sample 12
1 Role of HR 21
2 HR Organizational Approaches 27
3 HR Activities 32
4 Talent Strategies 36
5 Shared Services 44
6 Outsourcing 49
7 Use of IT 55
8 eHR Systems 64
9 Effectiveness of eHR Systems 69
10 HR Skills 77
11 Effectiveness of the HR Organization 84
12 Determinants of HR Effectiveness 89
13 HR as a Strategic Partner 100
Conclusion 105
Future Directions 114
References 120
Appendix 125
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Recipe

Corporations are undergoing dramatic changes that have significant implications for how human resources are best managed and organized. There is growing consensus that human capital is critical to an organization’s success. But how should the HR function itself be organized? Is change in HR keeping pace with organizational change overall?
Creating a Strategic Human Resources Organization reports the findings from a 6-year longitudinal study of whether and how the HR functions in large corporations are responding to the challenges and opportunities posed by the changing business environment. The book identifies the changes that will be required in order for HR to become a true strategic partner, and suggests why, in too many companies, this transition is not occurring. It examines the paradoxical roles played in this transition by the focus on talent management and the application of IT capabilities, and proposes a new way of conceptualizing HR as providing three service lines. It finds that the most effective HR teams are substantially changing their mix of activities to become knowledge-based contributors to organizational strategy and effectiveness.
The authors conclude that HR is at a crossroads, and will either have to face up to these challenges or become a marginal contributor to corporate success.
The study was carried out at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California, and was funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.
Read More Show Less

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