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Module 8: Organizational Development and Human Resource Factors
PROGRAMME : EXECUTIVE DIPLOMA in PROJECT MANAGEMENT
MODULE : MODULE 8:Organizational Development and Human Resource Factors
FACILITATOR : Mr. Vigneshwaran
MATRIX ID : JX78946HP702
DATE OF SUBMISSION : October 9, 2008
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Module 8: Organizational Development and Human Resource Factors
Table of Contents
1 Introduction Summary..............................................................................................32 Human Capital Management...................................................................................4
2.1 Basic Functions of Human Capital Management................................................42.2 Human Capital Management as a growing importance factor in an organization’s growth......................................................................................................5
2.2.1 Adhering and adapting to employee’s needs...............................................52.2.2 Increasing responsibility in the evolution of a Manager.............................62.2.3 Legal matters...............................................................................................62.2.4 Consistency..................................................................................................72.2.5 Expertise......................................................................................................72.2.6 Increasing cost of Human Capital Management..........................................8
3 Human Capital Management moves from operational to strategic......................83.1 Human Capital Management Challenges..........................................................10
3.1.1 Economic and Technological Change.......................................................113.1.2 Workforce Availability and Quality..........................................................113.1.3 Demographics and Diversity.....................................................................123.1.4 Organizational Restructuring.....................................................................12
4 Human Capital Management and the Organizational Culture..........................134.1 Organization/ Industry Life-Cycle Stages and HCM Strategy explaining Appendix 1.....................................................................................................................14
5 HCM as a strategic business contributor to improve the organization..............165.1 Strategies to improve the organization..............................................................175.2 Linking the HCM Strategies and Plans to the Organization for Effective Strategic Contribution....................................................................................................19
6 Final Summary.........................................................................................................227 Appendixes...............................................................................................................238 Bibliography.............................................................................................................249 References..................................................................................................................25
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1 Introduction Summary
Human Capital Management is regarded as an important function in your organization. How would you use the theories learnt to improve this resource- capital management in your organization?
There are three key enablers to have an effective management: people, process
and technology. Out of these key three enablers, the most important component is people.
With people, your organization’s key strategic capital would always be its human capital
because people capital defines the organization as well as it is also a reflection of either a
performance of positives or negatives. In focusing this enabler called people capital to
excel in organizations, organizations endure high budgetary expenditures to ensure
success which does not necessarily guarantee success. However, the combination of an
effective strategy and sound investment of human capital management does serve as the
catalyst of an organization’s positive market competitive performance.
Human capital management is regarded as important in an organization because
without it, a company would cease to exist. This paper on Human Capital Management
which we will cover on at matters of recruitment, compensation, training and
development, will show how HCM has moved from an administrative role to a strategic
contributor to an organization. Weak human capital management can be caused by many
factors such as hierarchical management, focus intensive on processes, and too inward
organizational focused.
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In ensuring the competitive success of an organization, Human Capital
Management must look beyond the administrative activity role and more into
contributing as a strategic role in an organization. By formulating strategies, you would
then have a formalized design of a human capital management system that is meant to
manage effectively the use of human talent from the aspect of recruitment, compensation,
training and personnel development. Having a formalized human capital management
system, an organization is then able to bring in the necessary human capital resources for
the work required by the organization and compensate them for their task. In addition,
should problems arise, they would be able to meet the challenges in managing human
capital with the proper planning and measure put in place as a result of proper strategic
planning.
2 Human Capital Management
2.1 Basic Functions of Human Capital Management
Human Capital Management is a set of strategies or a formalized system that
focuses on the policies and practices in managing the people resource activity in a work
environment. Within the organization, the Human Capital Management functions as a
internal organization that focuses on the policies and strategies in managing people
resource activity. Their functions cover these roles:
• Staffing (human resources planning, recruitment and selection)
• Human resource development
• Compensation and benefits
• Safety and health
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• Employee and labor relations
• Records maintaining
• Research (providing a human resources information base, designing and implementing
employee communication system)
• Interrelationship of human capital functions. (Virtual University of Pakistan
2006)
2.2 Human Capital Management as a growing importance factor in an
organization’s growth
Human capital management is viewed today as becoming more and more critical
to an organization’s success in today’s corporate world. They play an important role in
creating the organization because human capital management talks about the
management of human resources in terms of recruitment, compensation, training and
development. Success of an organization today is dependant on its people because
without it, no organization can provide competitive advantage in today’s business world.
The factors below will illustrate the dynamic growing importance of human
capital management in today’s organization:
2.2.1 Adhering and adapting to employee’s needs
The employee today faces a lot of personal responsibilities like health care, family care
including child and elderly care as well as family vacation planning. The today’s worker
also seeks to balance between the working life and individual personal pursuits. As such,
the HCM is central to planning, controlling and executing such policies designed to
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accommodate the demands of the employee’s needs as well as balancing the employer’s
needs and requirement.
2.2.2 Increasing responsibility in the evolution of a Manager
The role of management today has evolved from not only just managing the work activity
of the human capital and processes but has gone beyond. The today’s manager looks at
the complexities and demands in challenges to businesses such as local and foreign
enterprise competition, evolving new technologies and new major improvement in
scientific research and development. As a result, HCM is tasked with developing and
executing strategic business decisions relating to the organization’s objectives and
matching that with the competency of the human capital. This results in strategic
decisions being made with concern to matters of recruitment, compensation, training and
personnel development.
2.2.3 Legal matters
The introduction of fair and proper legislation has increased the importance of human
capital functions today. Some policies are listed below:
Social Security benefits (employee’s provident fund and social medical security)
Observance to a country’s national holiday
Family and sick leave
Labor relations
Compensation
Work safety
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The points above are some of the policies that has entrenched the importance of having a
proper HCM in not performing administrative but also in a strategic role in managing
today’s human capital. However, should these policies be infringed, this would result in
costly back-pay awards, class action legal suits, and legal penalties.
2.2.4 Consistency
Managers need to be consistent when making certain decisions such as compensation,
because it can be viewed as either unfair or uneven. Without the consultation of the
HCM, the compensation structure can be viewed as uneven and unfair. HCM keeps the
level of consistency equal because they ensure the stability of fairness when it comes to
matters of promotion, compensation and personnel development.
2.2.5 Expertise
In today’s organization they face many challenges, many of which are external in nature,
for example, competition. As a result, HCM is tasked with coming up with new ideas in
response to those challenges. Challenges such as compensation and candidate selection
are one of those responses. Compensation packages developed with attractive benefits
such as allowances on transport travel, meals, entertainment and gadget, telecommuting
and bonuses, and organization’s stock purchase plan or given stock options to employees,
loans for housing, academic and training. HCM also looks into the employee matching
and selection process. They have to look into subjective and objective interviews,
providing tests to potential candidates such as psychometric testing (the measurement of
knowledge, abilities, attitudes, and personality traits). This is for HCM to evaluate a
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candidate’s ability to solve problems under pressure must have team spirit, logical
analytical thinking, excellent communication skills, negotiation skills and
creativity.These methods have added on the commonplace traditional matching and
selection of potential employees. With this regard, the knowledge base of the skilled
human capital department is needed to ensure the ongoing advancement in human capital
management.
2.2.6 Increasing cost of Human Capital Management
The largest contributor of organizational cost today is the cost of human capital. With the
increasing demand for businesses globally and advancement in technology, the highly
skilled employee today has become a valuable asset. As a result, budgetary expense for
managing human capital is considered the highest in budgetary expenditure of an
organization. (Virtual University of Pakistan 2006)
3 Human Capital Management moves from operational to strategic
The traditional role of HCM has today been increased to not look only at
administrative and daily operations but to a more strategic role. HCM has now moved to
being a strategic partner in contributing to the success of an organization by developing
and executing the human capital management strategies and practices. For HCM to
execute the new role in strategy, they must look into developing their skills and attitudes.
As such, the human capital development would be able to lead change, facilitate business
growth and enhance innovation across the organization. In doing so, the human capital
department would start a changes process strategically executing at the same time the role
of a strategic partner and change agent. (Norman and Powell 2004)
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The role of the change agent here is to manage the transformation of the
employee. HCM is regarded as the vanguards and the vehicle of an organization’s culture
and are also the main contributors to identification and implementation of change
processes. In Figure 1, Ulrich (Ulrich 1998) differentiates four roles for the up-to-date
HCM derived from two dimensions. The first dimension represents the focus of HCM
and it ranges from operational to strategic. The second dimension reflects the human
capital activities and distinguishes between managing human capital processes and
managing people. Crossing these axes we arrive at the four roles of HCM: strategic
partner, change agent, administrative expert and employee champion.
Figure 1 : Human Capital role framework (Ulrich 1998)
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For HCM to excel in a new role, strategy, the HCM professional has to be
developed and be transformed. Not only will HCM take on the operational role but they
will also undertake a strategic role in leading change, augment innovation and assist the
organization growth and success. Thus, the change transformation happens for HCM at a
strategic level enabling HCM to be a change agent as well as a strategic partner. For
example, in Accenture, a technology management consulting company, the HCM
professionals have to develop new skills such as guiding and supporting. These skills are
then used to add value to building the competence skills at senior director level. This
program is called “High impact Program for HR People”. Central to this program are
coaching, mentoring, problem sharing, networking and exchanging support (Norman and
Powell 2004).
3.1 Human Capital Management Challenges
In today’s competitive business world, the role of HCM has
become very challenging as well. Not only does the HCM professional
have to play an operational role, the person has to be able to
contribute at a strategic level towards the organization’s growth and
success. According to a study by the Hudson Institute, entitled
Workforce 2020, the study has indicated issues concerning the labor
workforce. (Judy and D’Amico 1997) In that study, the challenges
facing HCM are:
Economic and technological change
Workforce availability and quality concerns
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Demographics and diversity issues
Organizational restructuring
3.1.1 Economic and Technological Change
Economic changes can alter employment patterns due to increasing
demand in a particular occupational skill or an industrial shift. For
example, Malaysia’s current industrial focus has moved from
manufacturing and agriculture to service and information
communications technology industries.
As a result of this shift, organizations have had to lay off a number of
employees. At the same time, with a growing global marketplace,
organizations have been forced to also increase productivity and
decrease labor costs in order to become more competitive. With the
growing influence of information communications technology related to
the global commerce, organizations now faced with a different set of
challenges to recruitment and retention of employees.
3.1.2 Workforce Availability and Quality
In most parts of the world today, there is significant labor demand due
to the lack of supply of workers with the necessary skills. This is a
result of the growing use of information communication technology
and its correlation to global business because with technology, this
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decreases the challenges to global commerce. As a result, HCM is
being challenged to recruit and train new employees. At the same
time, the quality of hiring of an employee is also a concern because
employers in many organizations today seek to recruit employees who
have technical competencies in engineering or information
communications technology, skills which are considered niche.
3.1.3 Demographics and Diversity
In the past where men were supposed to work with retirement
package, now it is not the case. Today, the workplace is a more diverse
environment with peoples of different ethnic background, both male
and female as well. HCM today has had to adapt to a different working
environment.
In the current workplace today, you would have dual-career couples
and working single parents. With the decline of the traditional family,
where there is only a single income earner and usually male, the
concept of balancing family and work poses a challenge to human
capital management. For example, matters relating to employment
relocation and transfer which some employees maybe less than willing
to accept. Also, the balance of work and family life comes to a
challenge especially for employees who have families as the employee
faces a decision between child rearing and employment. In order to
alleviate this situation, important HCM legislation are put in place that
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ensures that employers provide up to 2 weeks of unpaid parental/
family leave to employees.
3.1.4 Organizational Restructuring
Organizations today are differently structured than it was the past few
years as it strives to achieve market competitiveness. Today with
mergers and acquisitions of organizations, organizations seek to
become more competitive to succeed in business. However, this could
result in drastic and sudden organizational changes, which could
sometimes have a negative effect. Examples of negative effects are
employee redundancies, facilities closing and out-placing workers. As a
result, jobs are redesigned and this affects the employee. As an agent
of change, the HCM professional has to manage this human
consequence of change.
4 Human Capital Management and the Organizational Culture
The culture of an organization is based on the professionally
accepted norms and common values the working place in an
organization. Basing firmly on the on the vision and mission objective
of the organization, the employees would be able to share values and
beliefs which allows the employee to be able to define the necessary
work opportunities and plan strategies. In doing so, the organizational
culture would be defined by the different characteristic of each
employee that contributes to a norm of expected behaviors, values,
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philosophies, rituals, and symbols used by the organization’s
employees. However, organizational culture takes time to evolve as it
takes time for shared experiences to evolve as an organizational
culture.
The correlation between organization culture and human capital
management is the recruitment and retention of employees. In being
able to attract talent to organizations, employee prospects look at the
internal organizational culture of the organization that would set apart
from another. However, where organizations that supports a working
culture that values the employee or view business situations such as
risks and changes thereby requiring immediate responses can a
positive differential factor when it comes to attracting new talent.
With that in mind, the evolution of organizational culture starts
with the different life cycle of an organization from the view of a start
up to firmly established organization. Each different stage of an
organization’s growth affects the human capital management strategy.
For example, the human capital management strategy will differ from
an Information Communications Technology company that is three
years old vs. a company that is like IBM or HP. If you look at Appendix
1, this will explain the relationship between the life cycle of an
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organization and the Human Capital Management activities. (Coff
1997)
4.1 Organization/ Industry Life-Cycle Stages and HCM Strategy explaining
Appendix 1
Embryonic
At this stage is where the entrepreneurial character exists in the organization. As the
organization is still at infancy and starting, the amount of resources in terms of capital
finance, compensation packages are modest. Recruitment of candidates is based on
individuals who already have the necessary skill-sets. Personnel training and
development is based on ad-hoc demand basis and is usually on the job.
Growth
At this stage, where an organization is growing at a pace rate, so does
the need for stability to sustain its growth. This juncture is where
necessary additional capital investments are needed to expand
facilities, marketing, and human resources to take advantage of the
growth rate of business demand of the organization’s business. It is
important to have human capital management plans to oversee
necessary attracting and recruiting talent and not just deal with
immediate business demand pressures. Human capital management
efforts have to be expanded to ensure career planning, compensation
practices and retention plans so that an organization is able to ensure
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the organization has the necessary employee staff and is able to
attract and recruit talent.
Shakeouts
At this level as the industry reacts to rapid growth, not all organization
will survive. At the stage, most organizations will be acquired, merged
or cease to continue in operations.
Human capital management is very focused at this level of the
organization because it to ensure that the necessary human capital is
retained whilst reorganizing and reducing labor to manage costs
efficiently. However, a balance is needed at this level by using short
term and long term inducements targeting high potential and niche
skilled employees who will ensure the organization’s survivability.
Maturity
At this stage of the cycle, the organization should be stable and thus
its culture are stabilized as well. As a result, stability of the
organization will allow human capital management to be developed
further in having formalized plans, policies and procedures. Also, at the
maturity stage of the organization, this would also the human capital
management to allow plans for new compensation plans for
recruitment as well as reward incentives for the retention. Personnel
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training and development plans would also be executed at this stage
for the benefit of the employee.
Decline
At this stage, where the organization has grown beyond stabilization, it
sometimes would face resistance to change. As an organization
diversifies or decides to seek in another direction, human capital
management faces a challenge in order to execute the organization
strategy. This is because employees or organized employees would
demand no decrease in pay as well as better employment security. At
this level, plans such as productivity enhancement and cost reduction
programs are introduced such as layoffs, early retirement programs or
simply facility closure or transfer.
5 HCM as a strategic business contributor to improve the organization
Over the years, human capital management has been gaining
recognition in its effort as a strategic business contributor to the
organization. With the ever growing market competition amongst
enterprise in business so does the demand for attracting and retaining
talent. Even organizations that are not-for-profit must be able to
manage their human capital and in an organized business oriented
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style. As such, today not only has the human capital professional has
have to manage administrative human capital tasks, they now also
have contribute to the strategic success of the organization. (Ulrich
1997)
. The points below will state the different strategic of HCM in
contributing to the organization:
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5.1 Strategies to improve the organization
Enhancing Organizational Performance
The HCM professional can contribute to the strategic success of the
organization by establishing activities by enhancing organizational
performance. Through planning and development, as well as delivery
of organization activities this will enhance organizational performance.
(Forbringer and Oeth 1998)
Involvement in Strategic Planning
In the past where human capital managers play a more supporting
back end role in administration and operations now they are needed as
past of a strategic planning team. The HCM professional is now viewed
as a strategic partner alongside other strategic roles such as finance,
technology, production, sales and other business department
concerns. The HCM professional is able to provide input by providing
information on the labor workforce by staffing availability, employee
cost and necessary staffing requirement and staffing specifications.
Decision Making on Mergers, Acquisitions, And Downsizing
When companies are acquired, merged or even downsized, they must
take into account the HCM issues they have to face. HCM professionals
are needed to be part of the discussions as you look into matters such
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as merged organizational cultures and operations. According to
studies, its has been found that less than one-third
of those involved in mergers surveyed have adequately considered
HCM issues. (Wall Street Journal 1997)
Redesigning Organizations and Work Processes
Organizational structure follows the strategic planning set by HCM.
According to Ulrich, it is the HCM that is the architect of the
organization structure. He feels that the HCM professionals would look
into new ways to align the organization and its work with the strategic
thrust of the organization. The HCM professional would analyze the
internal strengths and weaknesses of the human capital in an
organization in order to gain strategic competitiveness for the
organization by working with the organizational managers and
executives in coming up with the analysis.
(Ulrich 1998)
Ensuring Financial Accountability for HCM results
In the past, HCM was seen as an activity of an organization, now it is
seen as contributing to the organizational performance by looking at
its financial cost and benefit of the HCM effort. For example, to reduce
costs in employment vacancies and high employment turnover rate in
certain departments, the HCM professional can introduce high wages
as well as program incentives in departments where there are high
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employment turnover rates. (Davidson 1998) This shows that HCM
does more than its typical activity and task performance but it also
looks at contributing to the organizational strategy by looking at the
returns of investment of human capital. In addition, with effective and
efficient HCM programs, it also contributes to better financial
performance of the organization rather than being a cost activity
center. (Huselid 1995)
Outsourcing HCM Activities
Nowadays, most organizations seek to outsource activities that can be
handled in a cost effective manner. HCM is no exception. The activities
in outsourcing HCM activities are payroll, shift activity planning,
system maintenance, specialist HCM external expertise consulting and
recruitment. In this manner, the organization’s HCM is able to be more
flexible and able to adapt in changes to the organizational structure.
The advantages in outsourcing is that the HCM does not have to be
saddled with operational costs such system maintenance of its HCM
processes, some HCM professionals in the organization may not have a
certain level of expertise an external HCM professional has.
(Outsourcing Guide 1998) However, there are concerns such as the
competency of the vendor, loss of control of data as well as risk of
information loss of HCM data and the negative performance of the
outsourcing vendor selected. In order to alleviate the concerns of
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outsourcing, the service level contract must define the activity clearly
indentifying the outsourcing relationship. The organization’s HCM must
come up with a detailed analysis and must have periodic key
performance indicators to provide key reporting to ensure service
levels are met. (Mitchell III 1998)
5.2 Linking the HCM Strategies and Plans to the Organization for Effective
Strategic Contribution
In order to be an effective strategic contributor, the
organization’s HCM must link the HCM strategy to the organization’s
plans. Figure 3 will show the relationship among variables that will
determine the HCM plans an organization will develop.(McKee, Hill,
Jones 1998 and Kochan and Barocci 1985)
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Figure 3
Business strategy affects strategy and HCM plans as well. When an organization
decides to further improves itself or decides on a different business strategy, the HCM
must be able to support the strategy by coming up with adequate HCM planning so that it
can well coordinated with the organization’s business strategy if there is any
organizational human capital deficiency that must be remedied. (Barney 1997)
To show the relationship between the relationship between strategy and
HR,
two basic business strategies can be identified: cost-leadership and
differentiation. (Porter 1980) Figure 2-4 will show the different HCM
needs under each strategy and the appropriate HCM measures
suggestions. (Ragburam and Arvey 1994)
The differential strategy is a HCM strategy in dynamic
environments where there are rapid changes in an organization
such as ICT companies. This is because companies as seek to
continuously find new products and new segments. When certain
specific skills are needed for a new market or product, it is a
challenge to develop internally the resources. With this
challenge, using this strategy, the HCM would be able to shorten
the time frame and would use external resource to adequately
staff the organization.
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The cost-leadership strategy requires the HCM to be able to plan
and develop employees to fit the specialized needs of
organization. However, this requires a long term planning, which
maybe challenging if niche skills are needed internally. On the
other hand, by using this strategy, the HCM would be able to
contribute strategically by focusing on developing internal
resources for the long term.
Figure 2-4
6 Final Summary
In project management, it is important for a project manager to take note of the
matters of human capital management. The right incentive and the right planning would
allow the project manager to have the necessary resources in order to complete the task
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set forth by the project manager. Over the years, human capital management has moved
from the administrative and operational aspect of an organization and now has become a
strategic contributor to the organization. The right strategic plan for the organization and
different stages of organization growth allows the HCM professional to plan and execute
accordingly to the organizational objectives. Being part of a providing strategy, HCM is
now viewed as more of a profit center and away from its past view as an activity based
cost center. By being a strategic contributor, human capital management would be able to
see good returns to the organization such as in reduction of unnecessary costs on
activities that can be outsourced such as payroll and data management, better returns of
investment on labor with proper recruitment planning and avoiding other large costs
thereby allowing the HCM professional deployed to other more important and strategic
tasks.
“The most effective project managers are developed day-to-day, not year-to-year or
project mistake-to-project mistake. Mistakes will happen, even with the best of mentoring,
however, project managers with strong mentors should find their people effectiveness
continually improving. The benefit is that the company and everyone connected to the
project shares in those gains.” Neal Whitten (Whitten 1999)
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7 Appendixes
Appendix 1
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8 Bibliography (information not used directly but used to supplement information)
1. Management (MGT) 501: Human Resource Management (2006) Virtual University of Pakistan, Nov 2006
2. Ulrich D (1998) A New Mandate for Human Resource. Harvard Business Review January- February 1998, pp.125-134
3. Norman C, Powell A (2004) Transforming HR to Deliver Innovation at Accenture. Strategic HR Review 3 (3), pp.32-35
4. Russell W. Coff, “Human Assets and Management Dilemmas: Coping with Hazards on the Road to Resource-Based Theory,” Academy of Management Review, 22(1997), 374—402.
5. Louis R. Forbringer and Carol Oeth, “Human Resources at Mercantile Bancorporation, Inc.,” Human Resource Management, Summer 1998, 177—189.
6. “The Missing M & A Link,” TheWall Street Journal, October 7, 1997, A1.
7. Linda Davidson, “Measure What You Bring to the Bottom Line,” Workforce, September 1998, 34—40.
8. Mark Huselid, “The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance,” Academy of Managemen Journal, 38 (1995), 635—672.
9. “The Ongoings of Outsourcing,” Outsourcing Guide, August 1998, 2—5.
10. Howard R. Mitchell III, “A Moving Issue: To Outsource or Not to Outsource,” HR Magazine, May 1998, 59—68.
11. Neal Whitten 1999, PM Network Magazine.
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9 References (text you actually used but not entirely)
1. Richard W. Judy and Carol D’Amico, Workforce 2020: Work and Workers in the 21st Century (Indianapolis: Hudson Institute, 1997).
2. Dave Ulrich, Human ResourceChampions (Boston: Harvard Business School Press, 1997).
3. Figure 2—2 are based on ideas suggested by Kathryn D. McKee, SPHR, CCP; Charles W. L. Hill and Gareth R. Jones, Strategic Management (Boston: Houghton Mifflin, 1998), 92—96; and Thomas A. Kochan and Thomas A. Barocci, Human ResourceManagement and IndustrialRelations (Chicago: Scott, Foresman, 1985), 105.
4. Jay B. Barney, Gaining and Sustaining Competitive Advantage (Reading, MA: Addison-Wesley, 1997), Chapter 1.
5. Michael E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Competitors (New York: Free Press, 1980).
6. Figure 2—4, as adapted, is based on ideas suggested in S. Ragburam and R. Arvey, “Business Strategy Links with Staffing and Training Practices,” Human Resource Planning 17(1994), 58.
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