Achieving Strategic Excellence

An Assessment of Human Resource Organizations

Business & Finance, Human Resources & Personnel Management
Cover of the book Achieving Strategic Excellence by Edward E. Lawler, John W. Boudreau, Susan Albers Mohrman, Alice Yee Mark, Neilson, Beth Neilson, Nora  Osganian, Stanford University Press
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Author: Edward E. Lawler, John W. Boudreau, Susan Albers Mohrman, Alice Yee Mark, Neilson, Beth Neilson, Nora Osganian ISBN: 9780804767958
Publisher: Stanford University Press Publication: April 13, 2006
Imprint: Stanford Business Books Language: English
Author: Edward E. Lawler, John W. Boudreau, Susan Albers Mohrman, Alice Yee Mark, Neilson, Beth Neilson, Nora Osganian
ISBN: 9780804767958
Publisher: Stanford University Press
Publication: April 13, 2006
Imprint: Stanford Business Books
Language: English

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.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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.

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