Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions

By Edward E. Lawler Iii; John W. Boudreau | Go to book overview

TABLES AND EXHIBITS
TABLES
Table 2.1HR generalists and specialists15
Table 2.2Organizational structure17
Table 2.3Strategic focuses19
Table 2.4Management approaches20
Table 3.1Percentage of time spent on various human resources roles (2007)21
Table 3.2Percentage of time spent on various human resources roles (2004)22
Table 3.3Percentage of time spent on various human resources roles (2001)22
Table 3.4Percentage of time spent on various human resources roles (1998)23
Table 3.5Percentage of time spent on various human resources roles (1995)23
Table 3.6Relationship of strategic focuses to HR roles24
Table 3.7Relationship of management to HR roles25
Table 3.8corporate boards27
Table 3.9Relationship of strategic focuses with corporate boards27
Table 3.10Relationship of management with corporate boards27
Table 4.1HR's role in strategy28
Table 4.2Strategic focuses and HR's role in strategy29
Table 4.3Management approach and HR's role in strategy30
Table 4.4Business strategy activities31
Table 4.5Relationship of business strategy activities to strategic focuses32
Table 4.6Relationship of business strategy activities to management approach33
Table 4.7HR strategy34
Table 4.8Relationship of current HR strategy to strategic focuses36
Table 4.9Relationship of current HR strategy to management approach37
Table 5.1HR decision making39
Table 5.2Relationship of HR decision making to strategic focuses44

-vii-

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