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Toward A Strategic Perspective Of Human Resource Management, Lee Dyer, Gerald W. Holder
Toward A Strategic Perspective Of Human Resource Management, Lee Dyer, Gerald W. Holder
Lee Dyer
[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 development is a clear indication that something of significance is afoot. Understand it or not, believe in it or not, like it or not, strategy is well on its way to becoming an important paradigm behind much of what HR professionals do and think.
The Restructuring Of Industrial Relations In The United States, Harry C. Katz
The Restructuring Of Industrial Relations In The United States, Harry C. Katz
Harry C Katz
This paper discusses the extent to which a new industrial relations system including greater participation in decision making by workers and unions has diffused in the American economy. The paper uses the automobile as an illustrative case. The paper includes examination of the factors that have limited the diffusion of new industrial relations in the auto industry and elsewhere.
Human Resource Management, Service Quality, And Economic Performance In Call Centers, Rosemary Batt, Lisa M. Moynihan
Human Resource Management, Service Quality, And Economic Performance In Call Centers, Rosemary Batt, Lisa M. Moynihan
Rosemary Batt
This paper examines the relationship between human resource practices, operational outcomes, and economic performance in call centers. The study draws on a sample of 64 call centers serving the mass market in a large telecommunications services company. Surveys of 1,243 employees in the 64 centers were aggregated to the call center level and matched to archival data on service process quality, as measured by customer surveys; call handling time, revenues per call, and net revenues per call. Our path analysis shows that human resource practices emphasizing employee training, discretion, and rewards lead to higher service quality, higher revenues per call, …
Leading For The Bottom Line: A View Of Leadership In A Bottom-Line Context, Gary S. Fields , Cory Stern
Leading For The Bottom Line: A View Of Leadership In A Bottom-Line Context, Gary S. Fields , Cory Stern
Gary S Fields
This paper sets out to establish and describe a new approach to leadership called Bottom Line Leadership. The essence of Bottom Line Leadership is that a leader’s most critical responsibility is to clearly identify, communicate and gain buy-in for the ultimate bottom-line objective of the organization he/she leads, subject to constraints imposed by the market and by the organization itself. In comparison to other leadership models that focus on the general attributes or behaviors characterizing effective leaders, Bottom Line Leadership emphasizes the link between an organization’s purpose and a leader’s behavior. The philosophy that serves as the foundation for this …