Effective Human Resource Management: A Global AnalysisEffective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function—one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market. For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management. |
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Contents
1 What HR Needs to Do | 1 |
2 Research Design | 13 |
3 Role of Human Resources | 22 |
4 Human Resources Role with Boards | 28 |
5 Business and HR Strategy | 32 |
6 HR Decision Science | 43 |
7 Design of the HR Organization | 57 |
8 Activities of the HR Organization | 64 |
12 Use of Information Technology | 101 |
13 Human Resources Skills | 110 |
14 Effectiveness of the HR Organization | 120 |
15 Determinants of HR Effectiveness | 129 |
16 Determinants of Organizational Performance | 142 |
17 How HR Has Changed | 152 |
18 What the Future of HR Should Be | 163 |
References | 175 |
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Common terms and phrases
administrative analysis areas asked associated Based become Boudreau bureaucratic business leaders business partner business strategy China companies compensation competencies contribute corporate correlations cost countries decision science decisions differences efficiency employee executives and managers extent finding focus global growth higher HR activities HR effectiveness HR executives HR function HR measurement HR organization HR programs HR services HR strategy HR’s role HRISs human capital human resources impact implementation important improving increase information technology integrated involvement knowledge Lawler less management approaches Mean measures metrics Moderate operations organization design organizational performance outsourcing Overall particularly pattern percent Percentages planning positive processes question ratings relationship relatively require role in strategy sample satisfaction shows significance level significantly skills statistically strategic focuses strategic role strong success suggest surprising survey sustainable Table talent tion understanding units