Effective Human Resource Management: A Global Analysis

Effective Human Resource Management: A Global Analysis

Effective Human Resource Management: A Global Analysis

Effective Human Resource Management: A Global Analysis

Synopsis

Effective Human Resource Management is the Center for Effective Organizations' (CEO) sixth report of a fifteen-year study of HR management in today's organizations. The only long-term analysis of its kind, this book compares the findings from CEO's earlier studies to new data collected in 2010. Edward E. Lawler III and John W. Boudreau measure how HR management is changing, paying particular attention to what creates a successful HR function-one that contributes to a strategic partnership and overall organizational effectiveness. Moreover, the book identifies best practices in areas such as the design of the HR organization and HR metrics. It clearly points out how the HR function can and should change to meet the future demands of a global and dynamic labor market.

For the first time, the study features comparisons between U.S.-based firms and companies in China, Canada, Australia, the United Kingdom, and other European countries. With this new analysis, organizations can measure their HR organization against a worldwide sample, assessing their positioning in the global marketplace, while creating an international standard for HR management.

Note on electronic editions: This book contains large tables that may not display clearly on a small

screen. To easily read some of the tables, you may wish to use the desktop version of your selected reading system.

Excerpt

This is a report of the results from the Center for Effective Organizations’ (CEO’s) sixth study of the human resources (HR) function in large corporations. Like the previous studies, it measures whether the HR function is changing and whether it is effective. All of our research studies have focused on whether the HR function is changing to become an effective strategic partner. The present study also analyzes how organizations can more effectively manage their human capital. It gathered data on many of the same topics that we studied in 1995, 1998, 2001, 2004, and 2007. Thus it allowed us to compare data from our earlier studies to data we collected in 2010. For the first time we collected data from multiple countries so that we can determine how corporations in the U.S. and other countries differ.

We are deeply indebted to Walt Cleaver and the Human Resource Planning Society for its support of all six of our studies. Thanks also go to Jay Jamrog, Kevin Oakes, and the Institute for Corporate Productivity (i4cp) for its support of our 2007 and 2010 surveys. A number of individuals and organizations helped us with international data collection. Special thanks go to the following: Sherry Benjamins, Vicki Culpin, Anne-Marie Dolan, Mike Dulworth, Dana Grgas, Sophie Gross, Mike Haffendon, Chunhui Huo, Volker Jacobs, Andrew Lambert, Chaoping Li, Mindy Meisterlin, Russell Morris, Katie O’Brien, Serge Sardo, Eric St-Jean, Anne Tsui, Mark Vickers, Jeff Webb, and Ruth Wright.

We would also like to thank Lois Rosby for her help in preparing the manuscript. Alice Yee Mark, Aaron Griffith, and Beth Neilson helped with the data collection and did terrific work analyzing the data.

The Marshall School of Business of the University of Southern California deserves special thanks and recognition for its continuing support of the activities of CEO. In addition, we would like to thank the corporate sponsors of CEO for their support of the Center and its mission; their support is vital to the overall success of the Center and is directly responsible for enabling us to do the kind of research reported here.

The Center has been and continues to be focused on doing research that improves how organizations are managed. During 2009, the Center celebrated its thirtieth anniversary.

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