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Publications (69)
[Excerpt] Human Resource Planning Society’s (HRPS) annual State of the Art/Practice (SOTA/P) study has become an integral contributor to HRPS’s mission of providing leading edge thinking to its members. Past efforts conducted in 1995, 1996, 1997, 1998, and 1999 have focused on identifying the issues on the horizon that will have a significant impac...
Organizations competing in hypercompetitive marketplaces have two possible paths to potential success. They can attempt to transform traditional bureaucracies into more nimble, adaptable, and resilient entities, which clearly is the path most traveled. Or they can try pathbreaking, which involves adopting a completely different organizational parad...
Clearly, HRS research is in its infancy. We have only begun to make progress toward a better understanding of OHRS content, while FHRS content remains uncharted. Some research has been done in organizations with formal strategic human resource planning processes (e.g., Rush, 1983; Dyer, 1984), but much remains to be done here, as well. And the more...
Human Resource (HR) researchers have a tendency to generalize their results and prescriptions across a wide range of organizations without regard to possible contingencies. This can be dangerous. This article demonstrates the nature of the difficulties that can arise in two ways. First, by comparing hypotheses concerning the relationships between H...
[Excerpt] Strategic human resource management (SHRM) has emerged as a, if not the, major paradigm among scholars and practitioners in many parts of the world. This is apparent from the recent literature on international human resource management (e.g., Schuler, Dowling, and De Cieri, 1993), as well from recent reviews of trends in the U.S. (Dyer an...
Presented here is an in-depth look at human resources scalability—an organization's capacity to get the right numbers of the right types of people to the right places at the right times. The authors pose Guiding Principles to Promote Freedom and Flexibility and Guiding Principles to Promote Discipline and Order, and discuss how HR and other busines...
Although strategic human resource management began to emerge as a domain of study around 1980, many of the field's major theoretical and empirical strides have occurred during the last decade or so. By and large these have emanated from communities of scholars operating within specific countries or, in some cases, regions of the world. The next gen...
In this article, we extend strategic human resource management (SHRM) thinking to theory and research on high reliability organizations (HROs) using a behavioral approach. After considering the viability of reliability as an organizational performance indicator, we identify a set of eight reliability-oriented employee behaviors (ROEBs) likely to fo...
This study contributes to the team development and effectiveness literatures by exploring the activities and outputs of three high performing and three low performing ad hoc project teams from initiation to project completion. While, all six teams progressed through four common phases of development, the high and low performers exhibited several st...
A decade ago, the Chief Executive Officer of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacement to one that was agile, "nimble, and change-hardy." This case study, while briefly addressing AE...
Driven by dynamic competitive conditions, an increasing number of firms are experimenting with new, and what they hope will be, more dynamic organizational forms. This development has opened up exciting theoretical and empirical venues for students of leadership, business strategy, organizational theory, and the like. One domain that has yet to cat...
A decade ago, the CEO of Albert Einstein Healthcare Network (AEHN), anticipating a tumultuous and largely unpredictable period in its industry, undertook to convert this organization from one that was basically stable and complacent to one that was agile, “nimble, and change-hardy”. This case study briefly addresses AEHN’s approaches to business st...
The Human Resource Planning Society’s 1999 State of the Art/Practice (SOTA/P) study was conducted by a virtual team of researchers who interviewed and surveyed 232 human resource and line executives, consultants, and academics worldwide. Looking three to five years ahead, the study probed four basic topics: (1) major emerging trends in external env...
As a field of study and practice, strategic human resource management (SHRM) has come a long way in recent years. Still, at this point, the domain incorporating and connecting human resource strategy (HRS) and organizational effectiveness (OE) is essentially a theoretical and empirical "black box". Here we use our ongoing research on people in agil...
As human resource organizations transform, staff competency requirements alter significantly. The question is: to what? The present study attempts to answer this question using data gathered within a single firm and employing a unique future-oriented, role-focused methodology. The results suggest a competency model with three parts: a relatively sm...
This report summarizes the results of research conducted with support from the U.S. Army Research Institute for the Behavioral and Social Sciences Office of Basic Research, Contract MDA 903-87-K-0001. This research was undertaken to develop and explore the effects of cost-benefit or 'utility' models for evaluating the consequences of personal decis...
This article examines fairness perceptions associated with alternative dispute resolution systems. Collaborating with seven Center for Advanced Human Resource Studies sponsors, data collected from 450 non-union, non-management employees were analyzed. The major finding is that alternative dispute resolution systems that are regarded as credible, ac...
As human resource organizations transform, staff competency requirements after significantly. The question is: to what? The present study attempts to answer this question using data gathered from knowledgeable observers within a single firm and employing a unique future-oriented, role focused methodology. The results suggest a competency model with...
[Excerpt] Can the United States maintain its traditional position of economic leadership and one of the world's highest standards of living in the face of increasing global competition? Concerned observers cite the following negative news: lagging rates of productivity growth, non-competitive product quality in key industries, structural inflexibil...
[Excerpt] For business it's a tough world that's getting tougher. The reasons are familiar enough: global competition, deregulation, finicky and tough customers, concerned and demanding stockholders, and a dizzying pace of constant change. Rare indeed is the company which has found a comfortable niche in this chaotic world.
[Excerpt] An empirically-derived classification (taxonomy) of human resource "departments", based on a few fundamental roles played in organizations, was developed as an alternative to the mostly speculative existing typologies. Four types emerged: the strategic partner, the strategic advisor, the operational partner, and the operational administra...
Cette recherche concerne un sujet peu etudie dans la litterature en gestion des ressources humaines. Il s'agit des roles de base d'un «service» de ressources humaines. Theoriquement, un certain nombre de roles fondamentaux lui sont attribues par divers auteurs, aussi bien aux Etats-Unis, au Canada, en France qu'en Grande-Bretagne. Cependant, il n'e...
In preparing for this talk, I tried to recall the number of speeches I have heard on this subject. I probably missed a few along the way but 1 came up with 13; seven at HRPS conferences and six elsewhere. So I said to myself, “What on earth can I possibly add to what those other 13 already have said without offending the people who gave the previou...
[Excerpt] The current decade has brought yet another transformation in the practice and study of human resource management (HRM). The field, for better or for worse, has discovered, and indeed begun to embrace, a strategic perspective. The intellectual energy currently being invested in discussions of the nature, extent, and desirability of this de...
Today’s organizations are continually being challenged to become more strategic in their management of human resources. But, what does this mean? How is it done?
This article is a report of efforts to simultaneously conceptualize and measure the dimensions of project performance and their determinants. The context of the study was a larger organizational development (OD) effort intended to increase the effectiveness of project groups in a high technology matrix organization. The location of the study was th...
Cette etude a pour but de repondre aux questions suivantes: premierement, est-ce qu'il existe des differences significatives selon les cadres dans les criteres utilises pour determiner leurs augmentations de salaire et ceux qu'ils desirent? Deuxiemement, est-ce qu'il existe des differences entre les criteres utilises et ceux desires par les cadres...
Conducted a study to test empirically (a) the utility of a model of the determinants of pay satisfaction developed by E. E. Lawler (1971) and (b) the value of adding to this model a category of variables not previously included: perceptions of pay-system administration. The study was conducted among 180 US, 133 French-Canadian, and 79 English-Canad...
The purpose of this study was to test the validity of a within-person behavioral choice model of expectancy theory using as a criterion career Naval Officers' decisions to retire or not retire at the end of 20 years' service. Several conceptual and methodological refinements of the model were tested among the 702 officers using a retrospective rese...
Since ABS has had little to say about the role of unions and the part they play in OD, this paper takes a first step in developing a model of change involving union-management relations, which takes into consideration the special issues of goals, power, and conflict peculiar to each party. A set of testable propositions having to do with stimuli an...
Recently, students of expectancy theory have begun to urge that the theory be tested as a within-person behavioral choice model. In these discussions, and in the research thus far conducted, it has been assumed that single measures of valence perceptions are adequate, presumably because these perceptions are not expected to vary much (if at all) ac...
A lack of agreement exists in the motivation literature concerning appropriate definitions of the terms intrinsic and extrinsic outcomes and inconsistencies are prevalent when specific outcomes are classified as of one or the other type. This situation led to the hypothesis that the concepts of intrinsic and extrinsic are unclear and confusing to i...
This study examines the relationships between selected characteristics of an MBO program and the motivational perceptions (expectancies and instrumentalities) and motivation levels of 39 top managers is the corporate headquarters of a large manufacturing organization. The results show that some characteristics of the MBO program are positively rela...
Pressures to improve the "quality of work" in the U.S. are opening up a new frontier for the OD field. The field, however, seems unprepared to cross this frontier, especially where labor unions are involved. In this paper, the authors explore some of the essential differences between organizational change situations involving only one organization...
Using expectancy theory as a frame of reference, a review of the literature indicated that the impact of perceptions about compensation systems on employee performance has not been adequately tested. Through the design and analysis employed in the present study, an effort was made to more appropriately examine this issue. Objective performance data...
[Excerpt] Is there a new human resource management? Yo. That is, yes and no. A new perspective -- strategic human resource management -- emerged during the 80s to take its place alongside the more traditional operational and programmatic perspectives as a major influence on the field. This perspective has rapidly progressed in terms of theory and r...
[Excerpt] The present study examines which competencies will be necessary to perform key human resource roles over the next decade at Eastman Kodak Company. This project was a critical component of an ongoing quality process to improve organizational capability. The results establish a platform that will enable Kodak to better assess, plan, develop...
[Excerpt] Prognosticate and one thing is certain: you are likely to be wrong. Then why speculate about Workplace 20001 Because Boulding is right; as the future unfolds, surprise is preferable to astonishment. Informed speculation enhances anticipation and understanding, the bases of informed decision-making. It produces a vision with which to agree...
[Excerpt] The purpose of this paper is to develop a theoretical framework for research in a broadened and redefined field of international human resource studies. Interest in international aspects of human resource management (HRM) and policy has increased markedly in recent years'. This should not be surprising, given the growing importance of int...
Dynamic organizations (DOs) operate in business environments characterized by frequent and discontinuous change, They compete on the basis of marketplace agility; that is on their ability to generate a steady stream of both large and small innovations in products, services, solutions, business models, and even internal processes that enable them to...
As part of a larger study, this analysis, first, uncovers a previously alluded to, but heretofore un-explicated, phase of project team development (PTD) -- dubbed mobilization and launch -- and, then, explores the ways in which activities and outputs of this phase relate to project team effectiveness (PTE) by comparing them across three high and th...
[Excerpt] The authors postulate that workforce scalability is the key competency necessary for ongoing marketplace success. Workforce scalability encompasses two factors: alignment and fluidity. The former is an ideal target that calls for the right number of the right type of people in the right place at the right time doing the right thing. The l...
[Excerpt] Increasingly, firms find themselves, either by circumstances or choice, operating in highly turbulent business environments. For them, competitiveness is a constantly moving target. Many, it appears, are satisfied to enjoin the struggle with patched up business models and warmed over bureaucracies. But some, convinced that this is a losin...
