Corporations are undergoing dramatic changes that have significant implications for how human resources are best managed and organized. There is growing consensus that human capital is critical to an organization's success. But how should the HR function itself be organized? Is change in HR keeping pace with organizational change overall? Creating a Strategic Human Resources Organization reports the findings from a 6-year longitudinal study of whether and how the HR functions in large corporations are responding to the challenges and opportunities posed by the changing business environment. The book identifies the changes that will be required in order for HR to become a true strategic partner, and suggests why, in too many companies, this transition is not occurring. It examines the paradoxical roles played in this transition by the focus on talent management and the application of IT capabilities, and proposes a new way of conceptualizing HR as providing three service lines. It finds that the most effective HR teams are substantially changing their mix of activities to become knowledge-based contributors to organizational strategy and effectiveness. The authors conclude that HR is at a crossroads, and will either have to face up to these challenges or become a marginal contributor to corporate success. The study was carried out at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California, and was funded by the Human Resource Planning Society and the corporate sponsors of the Center for Effective Organizations.

Creating a Strategic Human Resources Organization: An Assessment of Trends and New Directions

Business & Money

Edward E. Lawler, III

Susan Albers Mohrman

Management & Leadership

Stanford Business Books

<p>This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function. Like the previous studies, it focuses on measuring whether the HR function is changing and on gauging its effectiveness. The study focuses particularly on whether the HR function is changing to become an effective strategic partner. It also analyzes how organizations can more effectively manage their human capital. The present study compares data from earlier studies to data collected in 2004. The results show some important changes and indicate what HR needs to do to be effective. Practices are identified that enable HR functions to be high value-added strategic partners.</p>

Achieving Strategic Excellence: An Assessment of Human Resource Organizations

John W. Boudreau

Edward E. Lawler

Human Resources

Health care, as it is currently organized, is not sustainable. Health care systems in the developed world are encountering increased demand for high quality health care but facing societal resource limits. Health care managers, professionals and academics worldwide are debating how to redesign its current organizational configurations and delivery paradigms to deliver more with less, amidst profound changes in demographics, increased cost of new technology and changing health care priorities. Health care is inextricably linked to the overall sustainability of society and it is critical that solutions are found. The chapters in this volume examine health care systems that are building the foundations for sustainable, high quality health care. Case-based analyses discuss substantive organizing changes aimed at operating within resource limitations, while taking advantage of new knowledge and medical advances that could have an unprecedented positive impact on the health of individuals and societies. The volume also explores the change capabilities and learning mechanisms that health care systems need in order to implement fundamental change and continue to improve over time.

Organizing for Sustainable Healthcare (Organizing for Sustainable Effectiveness, 2)

Medical Books

Administration & Medicine Economics

Emerald Publishing Limited

Volume 4 extends the examination of 'Organizing for Sustainable Healthcare' (Volume 2 of the same series, 2012). It presents case studies and theoretical analyses that illustrate practical approaches to, and further the theoretical understanding of, the creation of a more sustainable healthcare. Given economic, ecological, and population trends, the sustainability of healthcare delivery as it is organized today cannot be taken for granted. Politicians, healthcare regulators and professionals worldwide are debating how to redesign today's delivery paradigms to deliver greater value to our societies while consuming fewer resources. Even in countries with national health systems, healthcare organization has been fragmented, diminishing outcome effectiveness and wasting society's resources. With complex value chains and dynamic interactions among various players, the reconfiguration of the healthcare system will require the reconciliation of different - often conflicting - goals, values, conceptions of social justice, work processes, knowledge bases, and business models. The chapters in this volume build on multiple disciplines and varied approaches to address this complexity.

Reconfiguring the Eco-System for Sustainable Healthcare (Organizing for Sustainable Effectiveness, 4)

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Books by Susan Albers Mohrman