Creating a strategic human resources organization : An assessment of trends and new directions

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Title:

Author:

Lawler, Edward E., III

ISBN:

9780804747028

Personal Author:

Lawler, Edward E., III

Publication Information:

Stanford : Stanford Business Books, 2003.

Physical Description:

xiv,135 p. ; 2 8 cm.

Contents:

1. Role of HR -- 2. HR Organizational Approaches -- 3. HR Activities -- 4. Talent Strategies -- 5. Shared Services -- 6. Outsourcing -- 7. Use of IT -- 8. eHR Systems -- 9. Effectiveness of eHR Systems -- 10. HR Skills -- 11. Effectiveness of the HR Organization -- 12. Determinants of HR Effectiveness -- 13. HR as a Strategic Partner.

Abstract:

"Creating a Strategic Human Resources Organization, the third study on the HR function in large corporations by the Center for Effective Organizations at the University of Southern California, measures how changes in the business environment affect human resources and, consequently, whether HR is becoming a strategic business partner. A follow-up to the 1995 and 1998 reports, this edition compares new data with the original studies to note changes and improvements in the selected corporations. This pubication is a CEO report of a study funded by the Human Resources Planning Society and the corporate sponsors of the Center for Effective Organizations."--BOOK JACKET.

Subject Term:

Personnel management.

Personnel departments.

Human capital.

Organizational effectiveness.

Personnel management -- Technological innovations.

Personnel management -- Computer network resources.

Added Author:

Mohrman, Susan Albers.

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168015737022	658.3 L418C 2003	1	Searching... Unknown

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Summary

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.