Creating Strategic Human Resources (19 results)

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Paperback. Condition: New. 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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Paperback. Condition: New. 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.…

Taschenbuch. Condition: Neu. Realigning Human Resources | Creating a Strategic Business Partnership | Nicholas Langshaw | Taschenbuch | 176 S. | Englisch | 2011 | LAP LAMBERT Academic Publishing | EAN 9783844328141 | Verantwortliche Person für die EU: BoD - Books on Demand, In de Tarpen 42, 22848 Norderstedt, info[at]bod[dot]de | Anbieter: preigu.…

Kartoniert / Broschiert. Condition: New. This volume presents the findings of a 6-year longitudinal study on the function of HR organizations in large corporations. The results of the study, conducted by the Center for Effective Organizations at the University of Southern California, are distilled.

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Taschenbuch. Condition: Neu. Neuware - 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.…

Taschenbuch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Saskatchewan Power Corporation (SaskPower) is a Crown-owned electrical utility spanning an extensive geographic area. Faced with a myriad of environmental, economic, and operational pressures, it must shift towards a more strategic approach. This study investigated how SaskPower's corporate Human Resources (HR) department, by positioning itself as a strategic business partner, could become more effective while positively impacting corporate culture. Using action research this thesis explored senior management's perceptions, attitudes, and values concerning the creation of a more customer- focused service model. Based on the research data, and subsequent analysis, marked differences were found in the client feedback concerning HR's performance in terms of roles, service, and functionality. This major project provided impetus for HR to make the transition from a traditional transactional model to a collaborative and strategic approach. The project bears significance because it reflects the recent shift in corporate values to a focus on the organization's people.…