The future of HR and effective organizations

Organizational Dynamics

Volumn 40, Issue 4, 2011, Pages 255-266

  Boudreau, John W ^a   Ziskin, Ian ^b  

^a UNIVERSITY OF SOUTHERN CALIFORNIA   (United States)

^b EXec EXcel Group LLC   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 80054832563     PISSN: 00902616     EISSN: None     Source Type: Journal    
DOI: 10.1016/j.orgdyn.2011.07.003     Document Type: Article

References (8)

1. An interesting treatment of the connections between HR management and corporate social responsibility is available in E. Cohen's CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices (Greenleaf Publishing, 2010).
2. An in-depth case study showing how HR can use principles from other management disciplines is IBM's use of supplychain principles to design and implement a global workforce inventory system, available at the Society for Human Resource Management website
3. see J. W. Boudreau, IBM's Global Workforce Initiative (Washington, D.C.: Society for Human Resource Management, 2010).
4. Other management tools for managing risk and optimizing investments, such as market segmentation, portfolio analysis and engineering tolerance analysis can be applied to HR as well, as Boudreau describes in Retooling HR: Using Proven Business Tools to Make Better Decisions about Talent (Boston: Harvard University Press, 2010).
5. Techniques for data and analysis that involve measures beyond numbers, including qualitative input such as focus groups, are described by Catherine Marshall and Gretchen B. Rossman in Designing Qualitative Research (4th ed., London: Sage Publications, 2006). An interesting treatment of how work is becoming more collaborative and less bounded by organizations is in Paul S. Adler, Seek-Woo Kwon, and Charles Heckscher's "Perspective-Professional Work: The Emergence of Collaborative Community," Organization Science, 2008, 19(2), March-April, 359-376.
6. An insider's look at how GE integrates people, strategy and some innovative approaches to connecting talent and social responsibility, including assigning the former head of the Crotonville learning center to GE's "Developing Health Globally" initiative, can be found in the book by William Conaty (formerly the Chief HR Officer of GE) and Ram Charan, The Talent Masters: Why Smart Leaders Put People Before Numbers (New York: Random House, 2010).
7. The idea that future leadership may come from anywhere in the organization, and will be collectively shared is nicely described in the chapter, "The Promises and Pitfalls of Shared Leadership," by James O'Toole, Jay Galbraith and Ed Lawler, among several interesting chapters in the book edited by C. L. Pierce and Jay Conger, Shared Leadership: Reframing the Hows and Whys of Leadership, (Thousand Oaks, CA: Sage Publications, 2003), and in the chapter by Susan Albers Mohrman and Arienne McCracken, "A Physician Turned Leader Commits to Building an Award Winning Organization," among others in the forthcoming compilation edited by D. Warrick and J. Mueller, Lessons in Leadership: Learning from Real World Cases (Chicago: Rossi-Smith, 2011). The connection between HR and sustainability is discussed in several articles in the journal HR People & Strategy (see issue #1, volume 33, 2010)
8. including two in particular: J. Harmon, K. D. Fairfield, and J. Wirtenberg's "Missing an Opportunity: HR Leadership and Sustainability," and R. Sroufe, J. Liebowitz, and N. Sivasubramaniam's "Are You a Leader or a Laggard? HR's Role in Creating a Sustainability Culture."