By Edward E. Lawler
This is often the guts for powerful Organizations’s (CEO) fourth nationwide learn of the human assets (HR) functionality in huge businesses. it's the in simple terms long term nationwide learn of this significant functionality. just like the prior stories, it makes a speciality of measuring no matter if the HR functionality is altering and on gauging its effectiveness. The research focuses really on no matter if the HR functionality is altering to turn into a good strategic accomplice. It additionally analyzes how firms can extra successfully deal with their human capital. the current learn compares information from prior reports to information amassed in 2004. the implications exhibit a few very important adjustments and point out what HR must do to be powerful. Practices are pointed out that let HR features to be excessive value-added strategic companions.
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Additional info for Achieving Strategic Excellence: An Assessment of Human Resource Organizations
When this occurs, the opportunities for synergy among groups are limited. Nevertheless, a company may continue to add value by organizing some activities, such as HR, on a corporation-wide basis. Alternatively, a company may choose to manage its businesses as a financial portfolio only, and may adopt a holding company form that has little or no corporate staff. In this approach, each business unit has its own HR staff. 2 shows the breakdown of the 1995, 1998, 2001, and 2004 samples of companies on the basis of their structure.
6abouther The other strategic focus that shows high correlations with HR strategy is organizational performance. This finding is confirmation of the relationship between human capital management and most organizational improvement approaches. Apparently organizations recognize that if they want to improve their organizational performance, they need to focus on HR strategy. All of the HR strategy items show significant correlations with at least two of the strategic focuses. This finding suggests that all are potentially useful activities in at least some organizations.
On the other hand, all the other HR strategy items are strongly related to HR’s future role in strategy. 6 shows the relationship between HR strategy roles and the strategic focuses of the organization. There are a number of significant relationships, reinforcing the point that if an organization has a clear strategic focus, HR is likely to also be actively engaged in the strategy area. Perhaps the most interesting finding in the table is the pattern of strong correlations between knowledge-based strategies and the HR strategy items.