Mark A. Huselid

Northeastern University | NEU · International Business and Strategy

This special issue of Human Resource Management is focused on the latest thinking, research, and practical advances in the emerging field of Workforce Analytics. The eight diverse papers in this issue present new theoretical developments, methodological and statistical tools, and examples of innovative workforce analytics in practice. Taken as a wh...

For many organizations, effectively managing a global workforce is complex, difficult, and perhaps the single most important executive accountability and responsibility. Keywords: human resource

A human resource audit is a series of systematic, formal procedures designed to evaluate the efficiency and effectiveness of the firm's human resource management (HRM) system, compare its performance to relevant internal and external benchmarks, evaluate the appropriateness of this system for implementing the firm's strategic and operational object...

In this article, the authors focus on the challenges and opportunities associated with integrating the macro and macro domains of the strategic human resource (HR) management literature. Their specific focus is on the development of a differentiated HR architecture in support of strategy execution as a key organizing theme. A focus on strategic cap...

The authors identify the key challenges facing strategic human resource management (SHRM) going forward and discuss several new directions in both the scholarship and practice of SHRM. They focus on a clearer articulation of the “black box” between HR and firm performance, emphasizing the integration of strategy implementation as the central mediat...

Un interés decidido en buscar y desarrollar a los jugadores "A" puede llevar a equivocaciones. Un enfoque mejor consiste en primer lugar en identificar estratégicamente los puestos críticos y a continuación invertir de forma desproporcionada para asegurarse de que las personas adecuadas ocupan esas posiciones y realizan el trabajo adecuado

Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions, and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions....

Recursos humanos como herramienta estratégica: el reto de la medición -- Clarificar y medir la influencia estratégica de recursos humanos: presentación del proyecto en siete pasos -- Crear un cuadro de mando de recursos humanos -- Los principios de la buena medición -- Medir la alineación de recursos humanos -- Competencias para los profesionales d...

Many managers are frustrated by a bewildering array of advice about what works in the workplace. This volume contributes to a growing consensus about effective workplace practices. The collection combines detailed studies of single industries (automobile assembly, apparel, and machine tools) with cross-industry studies of financial performance. Com...

This article synthesizes findings from five case studies conducted in firms known to be leaders in the management of people. We drew three broad conclusions:1The foundation of a value-added HR function is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief;2A value-added...

This article describes the Human Resource Management system in place at Herman Miller, Inc. (HMI). HMI's HR strategy is comprised of three primary goals: (1) building employee capabilities, (2) building employee commitment, and (3) improving the professional capabilities of the HR function itself. Key emphases of HMI's HR management infrastructure...

This article describes the HR Management system in place at Lucent Technologies, Inc. Lucent's HR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (...

As a postscript to this HRM Special Issue on HR strategy in five leading firms, three preeminent experts in the field of human resources provide their reactions and comments. Mike Losey is President and Chief Executive Officer of the Society for Human Resource Management (SHRM), Tony Rucci is Dean of the College of Business Administration at the Un...

This article describes the human resource management system in place at Praxair . Key em-phases of Praxair's HRM infrastructure include (1) competency development and perfor-mance-management processes and (2) team-based performance systems, which include four levels of measurement : company-wide, business-unit, cross functional teams within busines...

This article describes the HR Management System in place at Sears. Key emphases of Sears' HR management infrastructure include: (1) formulating and communicating a corporate mission, vision, and goals, (2) employee education and development through the Sears University, (3) performance management and incentive compensation systems linked closely to...

This article describes the HR Management system in place at Lucent Technologies, Inc. Lucent's NR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (...

As a postscript to this HRM Special Issue on. HR strategy in five leading firms, three preeminent experts in the field of human resources provide their reactions and comments. Mike Losey is President and Chief Executive Officer of the Society for Human Resource Management (SHRM), Tony Rucci is Dean of the College of Business Administration at the U...

this paper, these recommendations must also be considered as a system composed of mutually reinforcing elements; they can not be implemented in isolation

We estimate the impact of the presence of a High Performance Work System and its effectiveness and alignment with firm competitive strategy on shareholder wealth in 702 firms. We find that a one standard deviation increase in these factors is associated with a $42,000 per employee increase in market value. The nature and pace of recent changes in t...

We evaluated the impact of human resource (HR) managers' capabili- ties on HR management effectiveness and the latter's impact on corpo- rate financial performance. For 293 U.S. firms, effectiveness was asso- ciated with capabilities and attributes of HR staff. We also found rela- tionships between HR management effectiveness and productivity, cash...

In 590 for-profit and nonprofit firms from the National Organizations Survey, we found positive associations between human resource management (HRM) practices, such as training and staffing selectivity, and perceptual firm performance measures. Results also suggest methodological issues for consideration in examinations of the relationship between...

Because companies differ in factors such as management ability that may lead to both high performance work systems and enhanced firm performance, conventional estimates of the effects of human resource (HR) management practices on firm performance may be biased upward. Alternatively, if HR management practices are measured with error, estimates of...

Abstract The purpose of this paper is to extend the emerging empirical literature on the firm-level impact of organizationalHigh Performance Work Systems. We refer to this relationship as the strategic impact of human resources (HR) and our results suggest that the impact of such systems on firm performance is both economically and statistically si...

This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and lon...

Utility analysis suggests that human resources policies can have an economically significant impact on business organizations. Confidence in such conclusions, however, requires an accurate estimate of SDy. This article provides a validity check on prevailing subjective methods of SDy estimation by directly estimating SDy from unique field data....

Utility analysis suggests that human resources policies can have an economically significant impact on business organizations. Confidence in such conclusions, however, requires an accurate estimate of SDy. This article provides a validity check on prevailing subjective methods of SDy estimation by directly estimating SDy from unique field data. Usi...

Tournament models have developed into an important component of the theoretical literature on organizational reward systems. However, with one exception there have been no empirical tests of the incentive effects of tournament models in a field setting. Drawing on a panel data set from auto racing, we show that the tournament spread (prize differen...

This study was conducted to examine the hypothesis that organizational commitment and job involvement interact in the prediction of turnover (G. J. Blau and K. B. Boal, 1987). Prior work in this area has not incorporated a sufficiently broad definition of commitment, has omitted relevant covariates, and has utilized inappropriate estimation procedu...

Because companies differ in factors such as management ability that may lead to both high performance work systems and enhanced firm performance, conventional estimates of the effects of human resource (HR) management practices on firm performance may be biased upward. Alternatively, if HR management practices are measured with error, estimates of...

Los autores consideran al recurso humano como un activo estratégico empresarial que por lo general se mantiene rezagado y sin atención por parte de los directivos, debido a la ausencia de indicadores claros con los cuales poder describir, prospectar y promover su desarrollo. La creación de valor está dominada por el capital humano y otros bienes in...

Los tres retos de la valoración y gestión de plantilla -- Diferenciar la estrategia de la plantilla -- Construcción del cuadro de mando del capital humano -- Relación entre el cuadro de mando del capital humano y el de recursos humanos (ejecución de la estrategia mediante sistemas de gestión de los recursos humanos) -- Recopilación e interpretación...