Synopses & Reviews
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 organizations 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.
Synopsis
Corporations are undergoing dramatic changes with significant implications for how human resources are best managed and organized. There is a growing consensus that human capital is critical to an organization's success. But is there a consensus about how the HR function itself should be organized? Or if change is in fact occurring? Creating a Strategic Human Resources Organization, the second study by the Center for Effective Organizations at the University of Southern California on the HR function in large corporations, 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 report, this edition compares new data collected in 1998 with the original study to note changes and improvements in the selected corporations. This publication is part of the CEO report funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.
Synopsis
Includes bibliographical references (p. 120-123).
Synopsis
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 into a vision of how HR can become a contributor to organizational success in today's knowledge economy.
About 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.
Table of Contents
Role of HR -- HR organizational approaches -- HR activities -- Talent strategies -- Shared services -- Outsourcing -- Use of IT -- eHR systems -- Effectiveness of eHR systems -- HR skills -- Effectiveness of the HR organization -- Determinants of HR effectiveness -- HR as a strategic partner.