Hunt's goal is to bridge the gap between science and organizational practice, providing helpful advice to organizational decision makers—a goal that he achieves. Personnel Psychology — Wiley. Continue with Facebook. Sign up with Google. Log in with Microsoft. Bookmark this article. You can see your Bookmarks on your DeepDyve Library. Sign Up Log In. Copy and paste the desired citation format or use the link below to download a file formatted for EndNote. All DeepDyve websites use cookies to improve your online experience.
They were placed on your computer when you launched this website. You can change your cookie settings through your browser. Open Advanced Search.
DeepDyve requires Javascript to function. Please enable Javascript on your browser to continue. Steven T. Truxillo, Donald M. Read Article. Download PDF. Share Full Text for Free. Web of Science. A comprehensive guide to using strategic HR methods to increase company performance. This book explains what strategic human resources means, how it differs from other HR activities, and why it is critical to business performance. It walks through key questions for designing, deploying and integrating different strategic HR processes including staffing, performance management, compensation, succession management, and development.
The book also addresses the role of technology in strategic HR, and discusses how to get companies to support, adopt, and maintain effective strategic HR processes. The book includes dozens of illustrative examples of effective and ineffective strategic HR using stories drawn from a range of companies and industries. The Good, the Great, and the Stupidus Maximus Award In a book called Good to Great was published that profiled companies that were considered to have exemplary business practices.
Less than ten years after Good to Great was published, Circuit City was bankrupt, and its stock was delisted. How did such a high-performing company go so quickly from good to great to gone?
Many things contributed to the demise of Circuit City, but one action that stands out was the decision in to fire their most experienced employees and replace them with less-expensive newly hired staff. It even led to the creation of an award to recognize colossally bad management actions: the Stupidus Maximus Award. It would be nice if stories such as this one from Circuit City were rare.
They are not. We all have stories of apparently stupid things we have seen managers do. Bad management seems to be something we simply expect and accept as something we just have to live with, much like bad weather. What leads to all these bad management decisions? Most people who get promoted to management positions have had to demonstrate that they possess at least a reasonable level of intelligence and have shown that they can be trusted at some basic level to support and help others.
Very few managers are particularly unintelligent, cruel, or unethical. These executives may have earned the Stupidus Maximus award, but they were not stupid people. The reality is that all of us are capable of making stupid management decisions.
Many of us, although it may be painful to admit, have already done so. The challenge is that companies do not learn that their management decisions were stupid or ineffective until after they have been made. The reason companies make bad workforce management decisions is usually the same reason people make other bad decisions: they fail to think through the consequences of their actions or overlook crucial pieces of information.
Poor management decisions are often the result of not appreciating what actually drives employee performance. More often than not, this comes from looking at decisions from the perspective of the organization without thinking about these decisions from the perspective of employees. Employees do not do things because their company wants them to. They do things because they want to do them, have the capabilities to do them, and have confidence that solely they can succeed.
Successful companies are not built solely on the things leader and managers do themselves. Successful companies result from what leaders and managers are able to get their employees to do. This requires understanding work from the perspective of others and knowing how to predict and change employee behavior to align with business needs.
This book is a guide to using strategic human resources HR to increase business performance. Strategic HR encompasses a variety of processes, including staffing, talent management, performance management, compensation, succession, development, and training. The term strategic HR is used to distinguish these processes from other HR processes that are more administrative in nature.
Strategic HR focuses on processes used to align the workforce to deliver business results. It is often described as getting the right people in the right jobs doing the right things and doing it in a way that supports the right development for what we want people to do tomorrow. Administrative HR focuses on administrative and legal processes associated with the employment of people: managing payroll, providing health care benefits, and handling the administrative and legal details associated with establishing and terminating employment contracts, for example.
Strategic HR is critical to achieving business objectives consistently and effectively. It has a major impact on the profit, growth, and long-term sustainability of organizations.
Administrative HR is critical to organizational functioning but is not a strong source of business advantage. In this sense, administrative HR is similar to other crucial support services such as processing expense reports, maintaining e-mail systems, and managing building facilities. Administrative HR gets little attention from most business leaders unless it fails to work.
There is a symbiotic relationship between strategic HR processes and administrative HR processes. Although there is a tendency to discuss these two sides of HR as though one were more important than the other, the reality is that we need both. Administrative HR is needed to employ people.
0コメント