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Several individuals have written articles relevant to this topic and their ideas have been incorporated here. They include: F. K. Foulkes, Strategic Human Resource Management (Englewood Cliffs, NJ: Prentice-Hall, 1986); J. Butler, G. R. Ferris, and N. K. Napier, Strategy and Human Resource Management (Cincinnati: South-Western, 1990); and R. Cootie and M. Armstrong, “The Search for Strategic HRM,” Personnel Management
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For an insightful discussion of the impact of strategic intent and its implications for strategic human resource management, see G. Hamel and C. K. Prahalad, “Strategic Intent,” Harvard Business Review, May–June 1989, pp. 63–76; and C. K. Prahalad and G. Hamel, “The Core Competence of the Corporation,” Harvard Business Review, May–June 1990, pp. 79–91.
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For how strategy and strategic directions determine various aspects of human resource management, see D. C. Hambrick and C. C. Snow, “Strategic Reward Systems” in C. C. Snow, ed., Strategy, Organization Design and Human Resource Management (Greenwich, CT: JAI Press, 1989); E. E. Lawler III, “The Strategic Design of Reward Systems,” in R. S. Schuler and S. A. Youngblood, eds., Readings in Personnel and Human Resource Management, 2d ed. (St. Paul, MN: West Publishing, 1984); and J. J. Sherwood, “Creating Work Cultures with Competitive Advantage,” Organizational Dynamics, Winter 1988, pp. 5–27.
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Comments about Pepsi-Cola International are based upon numerous discussions with J. Fulkerson, vice president of HR for PCI. Some of these comments are expanded upon in J. Fulkerson and R. S. Schuler, “Managing Worldwide Diversity at Pepsi-Cola International,” in S. E. Jackson, ed., Working Through Diversity: Human Resources Initiatives (New York: Guilford Publications, 1992). For further descriptions of international HR issues, see D. Lei and J. W. Slocum, Jr., “Global Strategic Alliances: Payoffs and Pitfalls,” Organizational Dynamics, Winter 1991, pp. 44–62.
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For further examples of people-related business issues, see R. S. Schuler and J. W. Walker, “Human Resources Strategy: Focusing on Issues and Actions,” Organizational Dynamics, Summer 1990, pp. 5–19.
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Descriptions of the HR activities at the Forest Products Company are from conversations with Horace Parker, director of strategic education, and Bill Maki, director of human resources, Weyerhaeuser Company, July 1990; and from J. F. Bolt, Executive Development: A Strategy for Competitiveness (New York: Harper & Row, 1989), pp. 139–158. Descriptions of leadership and managerial roles are also in J. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990). Comments on Nissan and Honda from interviews with Peter Wickens, director of personnel and information systems, Nissan UK, February 1991; and from interviews reported in R. S. Schuler and S. E. Jackson, “Linking Competitive Strategies and Human Resource Management Practices,” Academy of Management Executive, August 1987, pp. 207–219.
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The material describing the Grand Union is based on interviews with Bill Reffett, senior vice-president of human resources, during March 1989 and July 1991. The material here refers only to HR management-related changes; changes, of course, were also made in purchasing, merchandising, and operations. For more detail on using human resource management service organizations, see D.. E. Brwen, R. B. Chase, and T. G. Cummings & Associates, Service Management Effectiveness (San Francisco, CA: Jossey-Bass, 1990); and S. W. Brown, E. Gummesson, B. Edvardsson, and B. Gustavsson, Service Quality (Lexington, MA: Lexington Books, 1991).
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A final, but important note: As times change so do companies and individuals. The Forest Products Company was recently divided into two equal-sized groups, Wood Products and Timberland. Bill Reffett is now with Korn Ferry International.
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