By Linda Holbeche
A bland e-book with little of curiosity, until you're employed for a central authority division in a third-world state. Reads like an instructional treatise from a second-year scholar in 1990.
The principles are trite and absence substance. for instance, "dealing with bad functionality" is mentioned in one paragraph. "Long time period incentives and proportion ownership", too, is glossed over in a micro-paragraph approximately developments with nary a connection with shareholder price and rewards.
This e-book is a wonderful instance of the lead-lag chasm among American HR practices and Europe's archaic thinking.
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Additional info for Aligning Human Resources and Business Strategy
Delivering Value Though transition to a more strategic role can be difficult, it is certainly not impossible. Several of the case studies in this book, featuring the activities of HR practitioners who are making a strategic contribution to their organizations, should offer hope and practical insights into how others have made the transition. Interestingly, as the role and contribution of HR continue to evolve, the HR function is coming to be seen as a ‘player’ in many organizations. In Roffey Park’s Management Agenda Surveys 2000–2006 practitioners appear to see the influence of HR as strong and the function to be growing in size.
T. A. (1996) The impact of Human Resource Management practices on perceptions of organizational performance. Academy of Management Journal, 39, No. M. A. (1984) Framework for HRM: Strategic Human Resource Management. New York: John Wiley Grundy, A. (1998) How are corporate strategies and human resource strategy linked? Journal of General Management, 23, No. E. (1989) Personnel and Human Resource Management: Can you tell the difference? E. (1997) Human Resource management and performance: a review and research agenda.
This means that HR professionals need to be able to sense the issues that count, and to have the confidence to relay some potentially tough messages to management about what needs to be done. This is the quality described by Dave Ulrich as ‘HR with attitude’. CEOs also need HR to be experts in process skills, able to win commitment and influence within the organization. This requires an ongoing dialogue with the line business organization and the ability to both plan change and bring others effectively through change.
Aligning Human Resources and Business Strategy by Linda Holbeche