ISSN:0090-4848    

DOI:10.1002/hrm.3930340201

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis article presents a model and a detailed process for redesigning the human resources (HR) function by contracting with line executives for new roles and by upgrading the competencies of the human resource management staff while reengineering the HR delivery systems. The experience of a large, successful company that developed and implemented the process is described. The article argues that the use of “best practices” contributes less to creating a world‐class human resource management team than to redefining the fundamental partnership role supported by the line organization. Partnering is defined in an operational manner using the HR grid. © 1995 by John Wiley&Son

ISSN:0090-4848    

DOI:10.1002/hrm.3930340202

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis study of 115 subsidiaries of Fortune 500 companies indicates that a majority had integrated HRM and strategic planning systems within their organizations. HRM issues were explicitly discussed in strategic plans; HRM executives were involved in the planning process as “strategic partners”; and HRM was generally recognized as playing an important role in implementing business strategies. The degree of integration present was not related to short‐run firm performance, however, time lags may be a factor. Implications of these findings are drawn. © 1995 by John Wiley&Son

ISSN:0090-4848    

DOI:10.1002/hrm.3930340203

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThis article explores certification issues in human resource management based on a survey of four well‐known associations. First, it distinguishes certification from accreditation and licensure. Second, it presents information on certification practices, policies, and standards for four major certifying organizations. Third, it discusses the benefits and drawbacks of certification at the individual, company, and professional levels. Lastly, it points up the importance of continued research on certification in the human resource management field. © 1995 by John Wiley&Sons, I

ISSN:0090-4848    

DOI:10.1002/hrm.3930340204

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930340205

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930340206

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractDiscussions of learning organizations too often end up intangible and obscure. While organizational learning is easy to recognize, it is often difficult to describe and dissect. Here, emphasizing the pragmatic rather than the abstract, the authors offer a solid strategy for creating a learning organization. Their extensive research suggests that at least five elements are essential for companies to become learning organizations. Together, these elements provide a formula for creating a learning organization. By closely examining each element within that formula, managers can measure and increase the rate of learning within their organizations. © 1995 by John Wiley&Sons, Inc

ISSN:0090-4848    

DOI:10.1002/hrm.3930340207

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

摘要:

AbstractThe benefits of innovation to many organizational functions are well documented. Very little research has addressed innovation within the HRM function, however. Given the importance of the HRM function to organizational competitiveness, successful HRM innovations (HRMIs) can be important determinants of organizational success. The purpose of this paper is to contribute to understanding HRMIs, and thus, to assist managers in making more informed decisions regarding their adoption and implementation. In order to do so this article: (1) describes and defines HRMIs; (2) reviews three studies of HRMI implementation; (3) develops a model of HRMI implementation; and (4) discusses research and practical implications of the HRMI model. © 1995 by John Wiley&Sons, Inc

ISSN:0090-4848    

DOI:10.1002/hrm.3930340208

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930340209

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY

ISSN:0090-4848    

DOI:10.1002/hrm.3930340210

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1995

数据来源: WILEY