bluuebunny/crossref_metadata_2025_split huggingface dataset:
Formulating and implementing human resource strategy: A model of how to do it, two examples of how it's done
Authors: Mirvis Philip H. 
Published: May 2007

AbstractBusiness strategy is based upon a knowledge of markets and needs, an understanding of the strengths and weaknesses of an organization, and an awareness of the political, social, and cultural factors that shape strategy implementation.Miles, et al., 1978; Porter, 1980; Tichy, 1983.
As managers adopt a strategic perspective toward human resources, they need to be sensitive to their labor market and employee's attitudes and needs, to the profile of jobs in their companies and jobholder's training and skills, and to key factors that will affect strategic management in their own firms. This paper identifies the factors companies need to consider when formulating human resource strategy and describes the implementation and monitoring of such strategies in two U. S. corporations: Caterpillar and Graphic Controls.
The design and use of effective employee participation groups: Implications for human resource management
Authors: Mohrman Susan Albers , Ledford Gerald E. 
Published: May 2007

AbstractThe use of employee participation groups is an increasingly widespread response to unrelenting environmental demands for higher levels of organizational performance. Guidelines for the design of participation groups are suggested, based on a study of participation group programs in nine organizational units of a major corporation. In order to be most effective, participation groups should include or have access to adequate skills and knowledge for systematic problem solving, should use formalized procedures, should be integrated horizontally and vertically with the rest of the organization, and should be a regular part of the organization rather than special entities. The appropriateness of using participation groups as a part of a larger human resource strategy is explored.
Matching managers to strategies: Point and counterpoint
Authors: Gupta Anil K. 
Published: May 2007

AbstractIn recent years, an emerging and increasingly popular theme in the strategic management literature has been that the selection of general managers should be tied directly to the strategies of business units they will oversee. Because different strategies imply different priorities and the need for different skills, such a proposition has obvious intuitive appeal. Beyond intuitive appeal and supporting conceptual arguments, recent empirical research on whether matching general managers to strategies “pays off” in terms of more effective strategy implementation has also yielded positive results. Despite this evidence, several arguments exist for why it may not always be feasible, necessary, or desirable to match general managers to strategies. Thus, there is need for a point‐counterpoint “debate” on the subject of matching general managers to strategies. Based on a review of the relvant literature, logical reasoning, as well as some case evidence, this paper is intended to be such a debate undertaken by the author with himself. It is hoped that such a dialectical analysis will open up new avenues for productive research and also enable corporate executives to make better “managerial selection” decisions.
Concerns of the ceo
Authors: Bowman Edward H. 
Published: May 2007

AbstractInterviews with 26 CEOs across a wide variety of industries reveals their concerns as well as agenda and behavior. The issues discussed have been placed against four intellectual frameworks to get a better picture of CEO concerns. These executives frequently ponder institutional and corporate strategy but very seldom business strategy and competitive markets. The plurality of the concerns deal with issues of management development and human resource management. Where the question is one of changing or redirecting the strategy of the firm, it is often put in the context of looking inside the firm at top managers and organization culture.
Reinforcing organizational defensive routines: An unintended human resources activity
Authors: Argyris Chris 
Published: May 2007

AbstractAlthough human resources professionals are against the proliferation of defensive routines, they often design programs that reinforce them. This paper examines one organization in depth in order to illustrate how its human resources professionals acted in ways that unintentionally reinforced the very defensive routines that they were trying to reduce. Organizational defensive routines organized into self‐reinforcing loops can result in lack of effective line leadership and increasing difficulty for management development, organizational development, education, organizational diagnosis, and compensation to achieve their objectives.
Fostering and facilitating entrepreneurship in organizations: Implications for organization structure and human resource management practices
Authors: Schuler Randall S. 
Published: May 2007

AbstractTwo particularly important factors involved in successful corporate entrepreneurship are organization structure and human resource management practices. By selecting and implementing the appropriate structure and practices, human resource professionals can systematically foster and facilitate innovation and entrepreneurship within their organizations. The more that new and different entrepreneurial activities are needed, the more that complete structural arrangements as well as policy and procedure flexibility are needed. In this article, structural practices appropriate for different degrees of entrepreneurial activity are described. But because appropriate structural practices alone are not sufficient for effectiveness, necessary human resource management practices are also described in detail. Throughout, implications for structural and human resource management practices in advancing entrepreneurship are considered.
Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions
Authors: Bastien David T. 
Published: May 2007

AbstractThis study of common patterns of communication and behavior in mergers and acquisitions relied on a survey of twenty‐one managers and professionals in acquired organizations in three separate mergers or acquisitions (M/A). The survey used focused interviews to construct three cases. Common patterns are identified and a syndrome is specified connecting communication variables with rumor mills, employee turnover, and employee commitment to the new organization.
Defining the Activities and Effectiveness of the Human Resource Department: A Multiple Constituency Approach
Authors: Tsui Anne S. 
Published: May 2007

AbstractHuman resource strategy research has focused primarily on the effects of business objectives and other organizational contingencies on organizational‐wide human resource systems and policies. Relatively little attention has been paid to the human resource function at the business implementation level. The multiple constituency approach was proposed to be a meaningful conceptual basis for analyzing the activities and effectiveness of the human resource department at the firm's operating level. A research project involving three separate studies found support on the validity of the multiple constituency approach. Constituency perspectives differed in both the activities desired of the human resource department and criteria meaningful for evaluating its effectiveness. The largest discrepancy was between constituencies with a strategic focus and constituencies with an operational orientation. Implications of the research findings and of the multiple constituency approach for strategic human resource management research and practice are discussed.
Pacific Basin Managers: A Gaijin, Not a Woman
Authors: Adler Nancy J. 
Published: May 2007

AbstractPacific Rim business is the fastest growing in the world. To remain competitive, no major North American firm dare ignore Asia. Traditionally, very few women have held managerial and executive positions in Asia, Can North American firms successfully send female expatriate managers to Asia or must they limit international management positions to men? To answer this question, fifty‐two women were interviewed, each of whom had held at least one management position in Asia. They were overwhelmingly successful. The study describes who the women are, how they were chosen, and their professional experience as female expatriate managers in Asia.
Sex Differences in Responsiveness to Organizational Career Management
Authors: Pazy Asya 
Published: May 2007

AbstractThis is a study of differences between women and men in their responsiveness to formal organizational career management. Questionnaire data from 272 men and 101 women were analyzed. It was found that women's individual career variables were mostly similar to men's, but their responsiveness to organizational career management was higher than men's. Women's career effectiveness (performance, attitudes, identity, and adaptability) and career planning increased when the level of perceived organizational career management was high. The sex difference remained even when the effects of two other responsiveness‐reducing factors, managerial position and tenure, were controlled. The results are interpreted in terms of women's cognitive construction of organizational reality. It is suggested that human resource managers have to distinguish between two different objectives: enhancing women's effectiveness vs. enhancing their career progress. To attain the first objective, formal career management systems should be developed. To attain the second, it is argued that women need to relate differently to the informal organizational system.
Management Women in the Corporate Workplace: Possibilities for the Year 2000
Authors: Raynolds Eleanor H. 
Published: May 2007

AbstractThis article considers what corporations' attitudes toward women will be in the year 2000, and what women's attitudes toward corporations will be at that time. Women's current position in the workforce is characterized. Consideration is given to the direction today's workplace is taking as it transitions to the start of a new century. Based on current observations and trends, the article explores the needs and desires of the twenty‐first century woman. Four major tools available to U.S. corporations preparing to enter the next century are discussed, including family issues, a commitment to innovation, training, and women's contributions to the management of transition.
Expatriate Selection, Training and Career‐Pathing: A Review and Critique
Authors: Mendenhall Mark E. , Dunbar Edward , Oddou Gary R. 
Published: May 2007

AbstractIn order to delineate the current state of the art of overseas relocation programs in U.S. multinational corporations, the extant literature was reviewed in the areas of expatriate personnel selection, training and career‐pathing. The implications of the study's findings for U.S. MNCs are discussed and recommendations for policy change are offered.
Perspectives on the Implementation of Participative Approaches
Authors: Margulies Newton , Black Stewart 
Published: May 2007

AbstractParticipative management, both in terms of specific techniques and as a broad value, has become more utilized in recent years. Unfortunately, often participative management approaches have been inappropriately and consequently unsuccessfully implemented. From a review of the literature, influential conditions for the successful implementation of participative management have been identified. These conditions are discussed and then illustrated via a recent case study.
New Business Development: A Challenge for Transformational Leadership
Authors: MacMillan Ian C. 
Published: May 2007

AbstractThis article analyzes how the behavior of CEOs of major divisions of corporations who are successful at new business development differ in behavior from those who attempted new business development programs and failed. Successful top managers affected organization transformation via three major differences in leadership behavior. Successful CEOs inspired pervasive commitment throughout their division. They built confidence in their subordinates' ability to develop new business. Finally, they found ways of applying appropriate disciplines to the process, particularly in the ara of management of failure. Challenges for the HRM function in terms of orchestrating these CEO behaviors are discussed.
Changes in Perception and Behavior in Mixed Gender Teams
Authors: Webber Ross A. 
Published: May 2007

AbstractLeadership and conflict on male and female task teams of varying compositions are compared for groups constituted in the late 1960s/early 1970s and the mid‐1980s. The data indicates substantial increase in the leadership activities of women in mixed sex situations, striking decrease in conflict on predominantly female teams, and impressive improvement in the ability of young men to work with women on analytical tasks.
Strategic alliances, organizational learning, and competitive advantage: The HRM agenda
Authors: Pucik Vladimir 
Published: May 2007

AbstractIn the context of strategic alliances that involve competitive collaboration, the competitive advantage of a firm can be protected only through its capability to accumulate invisible assets by a carefully planned and executed process of organizational learning. As this process is embedded in people, many of the necessary capabilities are closely linked to HRM strategies and practice. The article advocates that the transformation of the HR system to support the process of organizational learning is the key strategic task facing the HR function in firms engaged in international cooperative ventures.
Employment security at DEC: Sustaining values amid environmental change
Authors: Kochan Thomas A. , MacDuffie John Paul , Osterman Paul 
Published: May 2007

AbstractThis article, based on a case study of Digital Equipment Corporation, examines issues raised by efforts to stabilize employment. The specific case is a large program which restructured and reduced employment without resorting to layoffs. The article describes the DEC process, the key choices which underly the procedures, and provides data on the consequences for individuals and the firm. It then explores the implications of the DEC experience for the broad human resource principles and actions which must underlie any effort to stabilize employment.
The experience of burnout and work/non‐work success in male and female engineers: A matched‐pairs comparison
Authors: Etzion Dalia 
Published: May 2007

AbstractThis paper explores the experience of burnout and success in the professional and private lives of people in technical careers. Participants in the study were 51 male and 51 female engineers, who were matched as pairs on a variety of personal and job‐related variables. An analysis of the data shows that the sampling design worked: the two groups are very similar in their organizational positions, share a similar outlook on their jobs, and have similar orientations towards their careers and lives. However, gender differences were revealed in the interrelationship between work and private life and its effect on measures of well‐being such as feelings of burnout, satisfaction, enjoyment, and perceived success. Results indicate that male engineers are better able to integrate work success with private life than their female counterparts. For men, work and non‐work success are compatible, while for women they seem to conflict. The results are discussed in the light of a theoretical proposition to view burnout in a person/environment‐fit framework. Implications are drawn for career consultants and human resource managers in organizations that rely on technical expertise.
Key to the future: The strategic impact of union presidential elections
Authors: Spector Bert 
Published: May 2007

AbstractFundamental changes in the conduct of U.S. Labor relations have led unions to reconsider their future strategies. While scholars have focused attention on the content of their strategic choices, far less attention has been paid to the process of managing a change process within unions. This article analyzes a recent presidential election held within the United Steelworkers to suggest a framework for understanding how elections can impact on charges in the strategic direction of unions.
Strategic determinants of managerial labor markets: A career systems view
Authors: Sonnenfeld Jeffrey A. , Peiperl Maury A. , Kotter John P. 
Published: May 2007

AbstractThis paper proposes a four‐cell typology of career systems, which describes the way different corporate strategies reflect the nature of executive labor markets. The two critical dimensions of the model, “supply flow” and “assignment flow,” reflect the external and internal movement of executives. We use recent examples from industry to demonstrate the way in which business and career system strategies align. We then examine individual background and personality variables, drawn from a ten‐year study tracking 125 MBA graduates, to show how executives sort themselves into the career system best suited to their needs.The broader purpose of this research is to begin to tie together a general theory of career systems that focuses on the level of the firm in its changing strategic and industry context.
Strategic job analysis
Authors: Schneider Benjamin , Konz Andrea Marcus 
Published: May 2007

AbstractThe application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future. Given a rapidly changing internal and external world it is likely that many jobs will change in the future. This article reviews some new techniques that, when added to traditional job analysis procedures, may facilitate strategic planning for the development of personnel procedures such as selection and training. Examples of the new technique are presented, followed by a discussion of some topics requiring future thought and research.
Adapting human resource planning in a changing business environment
Authors: Greer Charles R. , Jackson Dana L. , Fiorito Jack 
Published: May 2007

AbstractContemporary human resource planning (HRP) practice is described on the basis of a survey of 137 companies. Results indicate widespread use of simple forecasting techniques and increased acceptance of HRP during the turbulent 1980s, supporting the notion that HRP adapts to the business environment and has increasingly become a line management process. The forecasting component of HRP was found to serve several functions, the most frequent being developmental. HRP problems have evolved into concerns about the strategic planning role of HRP in the 1990s as opposed to the more technical issues of the past.
Beyond belief: A benchmark for human resources
Authors: Ulrich Dave , Brockbank Wayne , Yeung Arthur 
Published: May 2007

AbstractMany Human Resource (HR) professionals feel and believe that they have made progress during the 1980s. Unfortunately, without data to benchmark progress, assessments must depend on perception rather than evidence. To move beyond belief towards a national HR database, this article reports research on over 10,000 individuals in 1200 businesses in 91 firms. It establishes a benchmark for HR practices and HR professionals. It also highlights areas where HR professionals may focus attention to become more successful as business partners.
Positive discipline
Authors: Yg. Chimezie A. B. Osigweh , Hutchison William R. 
Published: May 2007

AbstractTraditional corporate disciplinary systems often fail to encourage responsible employee behavior. This article presents “positive discipline” as a management tool for responding to individual employees' unacceptable behavior, while supporting the good performance of the majority. Positive discipline has been implemented at Union Carbide with successful results: constructive interaction with individual employee problems encourages employee self‐discipline and recommitment to the organization's goals.
What do we really know about EAPs?
Authors: Luthans Fred , Waldersee Robert 
Published: May 2007

AbstractThe time has come to make a comprehensive, critical assessment of the increasingly popular EAPs. To date, with very few exceptions, only glowing reports in the literature are available. This EAP literature is reinterpreted and methodological flaws are identified in analyzing usage patterns, legal issues, success rates, and cost‐benefit calculations. The real and potential weaknesses and limitations need to be recognized in order to make EAPs more effective for the 1990s.
Using human resource management to enhance competitiveness: Lessons from four excellent companies
Authors: Kydd Christine T. , Oppenheim Lynn 
Published: May 2007

AbstractRecent research has emphasized the strategic focus that human resource management must have in order for an organization to fully utilize its human resources in a competitive market. However, few empirical studies have been done to date regarding how human resource planning should be linked to strategy. An extensive in‐depth study of four large, complex, and very successful companies supports the widespread belief that human resource management can be a powerful tool to enhance competitiveness when policies and practices are logically driven by a firm's strategy and by the key environmental factors it faces. This article describes that study and looks at how the areas of selection, appraisal, reward, and development are handled by these firms. Based on both the specific policies and the actual practices as perceived by middle managers (those that implement the policies), the article presents a contingency framework which offers guidelines as to how certain HRM practices should be implemented to gain competitive advantage.
Avoiding the loss of a gain: Retaining top managers in an acquisition
Authors: Siehl Caren , Smith Dayle 
Published: May 2007

AbstractThe turnover of management following a merger or acquisition is a significant, yet understudied, human resource issue. We propose that the relevant HR question is not merely how to retain top managers, but of equal importance, whether or not top management retention should be an objective. We present a model that integrates the retention process with the overall integration strategy being pursued by the acquiring firm. The model prompts a discussion of those factors that influence the decision as to whether the top management of the acquired firm should be retained. We conclude by identifying appropriate HR tactics for managing the retention process.
Management and organization principles for the information economy
Authors: Davidson William H. , Davis Stanley M. 
Published: May 2007

AbstractIndustrial era management models are giving way to a new paradigm. The widespread application of information technology is driving change in underlying business processes and market structures. The impact of such change on management and organization models is only beginning to be felt, but certain principles and directions are becoming apparent. This article describes the mainstream elements of the emerging business paradigm and discusses a series of implications for the human resource management function.
Customer education: A new frontier for human resource development
Authors: Noel James L. , Ulrich Dave , Mercer Steven R. 
Published: May 2007

AbstractIn recent years, Human Resource Development has begun to focus on customers. Involving customers in traditional management development, team building, and value setting activities has enormous payoffs for firms. Customers and firms experience mutual learning, increased commitment, and long‐term unity. Four cases of customer education inside General Electric illustrate the implications of customer education for HR and suggest ways in which firms can implement a customer education strategy.