New PDF release: Aligning Human Resources and Business Strategy

By Linda Holbeche

ISBN-10: 0080941427

ISBN-13: 9780080941424

ISBN-10: 0750680172

ISBN-13: 9780750680172

A bland publication with little of curiosity, except you're employed for a central authority division in a third-world nation. Reads like a tutorial treatise from a second-year pupil in 1990.

The rules are trite and absence substance. for instance, "dealing with negative functionality" is mentioned in one paragraph. "Long time period incentives and proportion ownership", too, is glossed over in a micro-paragraph approximately traits with nary a connection with shareholder price and rewards.

This booklet is a superb 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

Example text

International Journal of Human Resource Management, 5, No. 2, 301–326 Wyatt-Haines, R. (2007) Adding value through IT. Strategy Magazine, June, Issue 12 Chapter 2 The Context for Strategic HR Whiplash change, fleeting advantages, technological disruptions, seditious competitors, fractured markets, omnipotent customers – these 21st century challenges are testing the design limits of organizations around the world and are exposing the limitations of a management model that has failed to keep pace with the times.

Technology underpins the growth in online communities and the burgeoning of social networking. Increasing use of chat rooms and services such as ‘My Space’, ‘Face Book’, ‘You Tube’, seems to potentially counterbalance the apparent fragmentation of society by enabling people to create their own online identities or avatars and have access to thousands of new ‘friends’. Even Queen Elizabeth II has her own ‘You Tube’ presence featuring clips of royal videos. People expect to get ever-higher service standards as companies reduce their costs.

This degree of alignment is critical to the success of the business, the Chapter | 1 Introduction: From Business Partnering to Leadership 23 effective utilization of its resources and the perceived value of the HR function. In ‘steady’ times it is possible to be quite specific about what and how an HR function delivers to the business and the service that it wraps around its core products and role. However, in fast-changing times, when business strategy has to adapt dynamically to new circumstances the ability to ‘strategize’ is all the more important.

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Aligning Human Resources and Business Strategy by Linda Holbeche


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