Product Description

Sixty-three stellar academics, consultants, and practitioners look at the future of human resources

The follow-up to the bestselling Tomorrow's HR Management (0-471-19714-9), this book presents an international panel of expert contributors who offer their views on the state of HR and what to expect in the future. Topics covered include HR as a decision science, understanding and managing people, creating and adapting organizational culture, the effects of globalization, collaborative ventures, and investing in the next generation. Like its bestselling predecessor before it, The Future of Human Resource Management offers the very best thinking on the future of HR from the most respected leaders in the field.

Product Details

• Amazon Sales Rank: #410637 in Books
• Published on: 2005-05-02
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 448 pages

Features

• ISBN13: 9780471677918
• Condition: NEW
• Notes: Brand New from Publisher. No Remainder Mark.
• Click here to view our Condition Guide and Shipping Prices

Review
“…this book is ideal for the busy practitioner and the book-weary student alike…a one-stop study guide to the most up-to-date HR thinking…” (Personnel Today, 25^th October 2005)

“…This book provides a thought-provoking skim across the surface of HR…” (Public Servant, 29 July 2005)

From the Inside Flap
Professional human resources management is an increasingly vital area in any organization, given its responsibility for building talent and creating other organizational capabilities that create competitive advantage through hiring, training, and rewarding people, and designing and managing organization processes. As business pushes on into the future and adapts to new realities, the practice of HR must keep up, and practitioners must stay abreast of changes in the field in order to prepare for the future.

This follow-up to the bestselling Tomorrow's HR Management brings together a panel of noted international experts, each contributing to an article on the state of HR today and changes to expect in the coming years. Including academics, consultants, and practitioners, these sixty-four contributors examine a wide range of issues in HR—including HR as a decision science; understanding and managing people; organizational culture; the impact of HR on business results; the requirements of an HR professional; globalization and its effects; and collaborative ventures. Divided into nine sections organized by topic, The Future of Human Resource Management presents thoughtful ideas and fresh perspectives on almost every aspect of the field.

Inside you'll find thought-provoking essays you won't find anywhere else—Coleman Peterson reveals how Wal-Mart hires and keeps its people; Peter Cappelli and Mike Losey offer divergent views on the possibility of a labor shortage in America; Libby Sartain explores HR's role in brand development; Gordon Hewitt writes about HR's contribution to business strategy; and Frances Hesselbein applies her leadership expertise to HR governance issues.

No one can know what the future will bring, but it is clear that HR will continue to grow and change. With HR's increasing importance to the success of every business, practitioners and managers who can adapt to the future will determine the success or failure of their enterprises. The Future of Human Resource Management looks at the challenges, trends, and demands that will define the future of HR.

The Future of Human Resource Management is copublished by John Wiley & Sons, Inc. and the Society for Human Resource Management. The Society for Human Resource Management (SHRM) is the world's largest association devoted to human resource management. Representing more than 190,000 individual members, the Society's mission is to serve the needs of HR professionals by providing the most essential and comprehensive resources available. As an influential voice, the Society's mission is also to advance the human resource profession to ensure that HR is recognized as an essential partner in developing and executing organizational strategy. Founded in 1948, SHRM currently has more than 500 affiliated chapters and members in more than 100 countries. Visit SHRM Online at www.shrm.org.

From the Back Cover
THE FUTURE OF HUMAN RESOURCE MANAGEMENT

64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow

Examining the issues and trends facing today's human resources professional, this one-of-a-kind work presents a wide range of new, enlightening, and thought-provoking perspectives from sixty-four leaders of the field:

Geoff Armstrong
Bruce Avolio
Kathleen Barclay
Richard W. Beatty
Richard Beaumont
Brian Becker
John W. Boudreau
Peter Cappelli
Wayne F. Cascio
J.T. "Ted" Childs, Jr.
James G. Clawson
Debra J. Cohen
Jean-Fran¿ois Coget
Samuel Culbert
Steve Darien
Robert Dewar
Ellen A. Drost
Lee Dyer
Bruce Ellig
Jeff Ericksen
Ursula Fairbairn
Jac Fitz-enz
Eric Flamholtz
Mirian M. Graddick-Weir
Lynda Gratton
Patricia Harned
Frances Hesselbein
Gordon Hewitt
Paul Hirsch
John Hofmeister
Mark Huselid
William Joyce
Edward E. Lawler III
David Lewin
Mike Losey
Sue Meisinger
Grant Miles
Raymond Miles
Douglas S. Newburg
Nitin Nohria
Coleman Peterson
Jeffrey Pfeffer
Vladimir Pucik
Peter M. Ramstad
Hayagreeva Rao
Bruce Roberson
Russ Roberts
Libby Sartain
Craig Eric Schneier
Patricia Seemann
Norm Smallwood
Scott A. Snell
Charles D. Snow
Lea Soupata
Mary B. Teagarden
Thomas Thivierge
Fons Trompenaars
Anne S. Tsui
Dave Ulrich
Mary Ann Von Glinow
Peter Wooliams
Patrick M. Wright
Joshua B. Wu
Arthur Yeung

Customer Reviews

VALUABLE, VALID AND VIVID SNAPSHOT OF THE HR PROFESSION!
To create this collection the editors contacted thought leaders and asked them "What is the future of HR?" They responded with the essays that make up this work. Its 45 brief chapters, contributed by 64 HR gurus, cover a broad spectrum of issues confronting the field. The chapters were clustered into nine parts, with the springboard clause of "In the future, an effective HR professional must..." These nine parts focus on outcomes and results-not actions or activities. This non-tradition (i.e., not based on specialized functions) organization of the book's content captures a dynamic, value-generating spirit. The authors hope they have provided a "road map for the profession," spotlighting how HR practitioners can constantly reinvent themselves to continue being of value people, organizations, and societies.

The books' core value is that it encompasses so many key and leading-edge topics written by so many people who are at the forefront of forging the field's future. But each chapter has its own stand alone merit; quite a few have considerable originality and 'push the envelop.' For example, in Chapter 14, "Changing Mental Models: HR's Most Important Task," Jeffrey Pfeffer argues that aside from being keepers and analysts of organization culture, HR needs to be concerned with the mental models and mindsets of the people of the company, particularly its leaders. Page-forward to chapter 30; there, Jac Fitz-Enz has a slightly different take; he concludes that to be a strategic business partner, HR leaders must become more culture managers than anything else-"there is no better place to start than with the organization's culture." Such thought-provoking views are typical of this book and distinguish it as lively, varied and ambitious collection of substantive thinking. Clearly, this is not a fast-read; given its agenda and scope-that's a virtue.

As an HR consultant and practitioner (HRconsultant.com, Partner, Stern & Associates), as well as a reviewer, I find this book to be a valuable, valid, and vivid snapshot of where the HR field is, where it's likely to be heading, and the many challenges it's confronting. No question about it, there's a lot of rewarding reading in this book.

The Future Role of HR Function
While HR literature is replete with threats of redundancy for HR department due to variegated reasons, the book is optimistic that HR will continue to grow and play a critical role as a strategic business partner and leader in attracting and retaining talent. It has examined the trends and challenges that will define the future of HR. One of the biggest strengths of this book is its unity in diversity i.e. despite some 45 chapters expressing different perspectives, it goes remarkably well as a coherent whole. That reflects very astute editing. The book succeeds well in identifying the strategic HR themes for the morrow that HR professionals would have to master and nurture in order to deliver value in the present turbulent times. No doubt, the book will prove to be of immense use in expounding an articulate understanding of the dimensions in which the HR interventions are heading.

The book is a fine addition to readings meant for management professionals and CEOs. The publication of such books has been labeled as the emergence of an era of "Heathrow Management Theory." It contains discussion on some of the most-talked-about themes in people management in which some of the best possible names in the HR profession have participated. It will be particularly appreciated by the busy practitioner and the graduate HR students who are tired of reading hard core researches while searching simple answers to some of the most intriguing HR questions. I must however add that since the book has considered the importance of India and China as markets for western goods and technology as also the emerging economies, a chapter each on the state of HR in these economies would have added tremendous value from the reader's point of view. That would have met the needs of a large number of big companies who are looking for operations in these countries. It is to be admitted that the realities of these economies are indeed not the same as those of the industrially-advanced world, and the new global manager would like to acquaint herself with the nuances of the prevailing practices in these new locales of entrepreneurial focus.

Debi S. Saini
MDI, Gurgaon, India.

The Future of Human Resource Management by Ulrich et al.
The authors describe human resource management as both an art and
a science. It is an art because we are required to motivate,
build alliances, assume new roles, adopt to the corporate culture
and collaborate on mutually beneficial ventures.

Human Resource management issues range from functional experience
to talent management in an organization. An HR advisor is
knowledgable on core competencies . Generally, such a team member
is trusted by superiors to provide the talent necessary to
accomplish corporate goals. Often, it is necessary to adapt the
corporate culture to take full advantage of business conditions.
Employees must focus on building markets of customers locally
and globally. This task requires both new skills and a considerable technical analysis. The HR management process
is a science in that there are reams of statistical data to
sort and interpret for senior management, customers and governmental units at every level.

This work is a good primer for the Human Resource function in
an organization both large and small.