Human Resource StrategyHuman Resource Strategy is a book by George Dreher and Thomas W. Dougherty. The two authors of the book are extremely talented and potential writers of the century. They have discussed various aspects of Human Resource Management and the strategies that can lead to successful outcomes. This book is a new kind of human resource management text because it is written with the general manager in mind. The text provides a base of key organizational behavior material on why employees behave as they do and how to promote behavior required implementing a focused business strategy using staffing, development and reward systems.
Organized around the concept of creating integrated HRM systems, students first learn about the processes that explain work behaviors. Students are then acquainted with key issues such as linking HRM systems to a firm's business strategy. That knowledge is then used to design an integrated set of HRM practices promoting the behaviors needed for a particular organization. The text provides detailed and practical examples of the entire process of assessing an organization and designing integrated staffing, development and reward practices.
As a result, students become better informed "consumers" of the specialized services provided by in-house human resource professionals and outside consultants and gain insight into how to translate theory into practice. http: //www. amazon. com/Human-Resource-Strategy-George-Dreher/dp/0071181113This is a book about the reality of people management in large, complex companies. Some of the companies in the research project on which this book is based are considered to be world class in their management of people, others are not. All are commercially successful, generally one of the top five performers within their business sector.
In their diversity, they represent the type of large companies found throughout the Western world and face the challenges which are discussed in executive boardrooms from London to Stockholm to Cincinnati. The many hundreds of thousands of people these companies employ voice concerns and aspirations you can hear in the local bar or on the evening news (Becker, B. E., Huselid, M. A., and Ulrich, D., 2001). This book represents the culmination of a collaboration between academics and senior managers to study, analyse, reflect, and discuss the challenges they face in people management.
It also represents an attempt to reflect the experience, concern, and aspirations of people at all levels in these companies. The authors of the book have discussed various aspect surrounding Human Resource. First, that strategic human resource management is undoubtedly a concept of fundamental interest to both practitioners and academics alike, but research carried out to date had been very inconclusive. At that time there were few empirical studies and as a consequence the commentary was highly prescriptive and presented an idealized view of how people should be managed.
Secondly, they identified several questions which arose from the existing literature which they believed needed to be answered if they were to improve their knowledge of how human resource strategy works within organizations, and how to assess best practice. These included the following questions: what are the features of the external and internal contexts which impact on the human resource strategy process? What is the link between intended business strategy, intended human resource strategy, and the realized interventions? What is the impact of human resource strategies at an individual and an organizational level?
And finally, how does human resource strategy influence everyday managerial behaviour? To answer these questions they began to map the HRS process which was aimed to test empirically. The authors were aware that there are a number of influences on HRS formulation and implementation, which include the external environment, the strategy pursued by the organization, and what they termed leverage factors such as structure and culture. They concluded early in their investigation that the methodology they pursued would be central to the success of the endeavor (BNA, 2001).