Re-inventing HR : changing roles to create the high-performance organization
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Bibliographic Information
Re-inventing HR : changing roles to create the high-performance organization
Wiley, c1998
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Includes index
Description and Table of Contents
Description
This text gives advice on reinventing the human resources (HR) function to help create a high-performing organization, reduce costs, automate processes, improve communications, and improve levels of customer satisfaction, both internally and externally. It also shows how to measure both the effectiveness of the HR function itself as well as the effectiveness of employees in the business. Each chapter addresses specific emerging issues, provides tools and steps to create a plan for change, discusses how to maintain the area effectively, and includes case studies of companies that have successfully made changes to HR's role and processes. The text also features interviews with CEOs/Presidents and Vice-Presidents of HR in Canada and the US.
Table of Contents
Acknowledgements Introduction Contributors PART 1: SENIOR EXECUTIVES ON THE ROLE OF HR IN TODAY'S ORGANIZATIONS Chapter 1: Human Resources in the Changing World by Margaret Butteriss PART 2: THE CHANGING ROLE OF HUMAN RESOURCES Chapter 2: The Changing Role of the Human Resources Function by Margaret Butteriss Appendix A: Human Resources Competencies Chapter 3: The Contribution of Human Resources to Change Management: A Case Study of KPMG Canada by Margaret Butteriss Chapter 4: Measuring Human Resources Effectiveness by Larry Morden Chapter 5: Redefining and Restructuring the Human Resources Function: A Case Study by Margaret Butteriss PART 3: MANAGING CHANGE Chapter 6: Moving from Machine to Network: A Practical Guide for Changing Our Organizational Metaphor by Robert Paterson Chapter 7: Effective Change Management by Sherrill Burns Chapter 8: Changing and Re-engineering the Information Systems at Nortel: An HR Case Study by Margaret Butteriss with material from Jan Graydon, Senior Manager, Change Management Chapter 9: Building Teamwork in a Unionized Workplace: A Case Study of Change at Noranda Inc.'s CCR Refinery by Margaret Butteriss PART 4: HUMAN RESOURCES SYSTEMS AND PROCESSES TO CREATE THE HIGH-PERFORMANCE ORGANIZATION Chapter 10: Executive Leadership Development by Nancie Evans Chapter 11: Escaping the Performance Management Trap by Anne Stephen and Tony Roithmayr Chapter 12: Achieving Strategy Through People: Integrated Competency-Based Human Resources Management by Rick Lash and Mark Jackson Chapter 13: Developing a Compensation Strategy by John Lewis Chapter 14: Paying for Competencies that Drive Organizational Success: The HB Group Insurance Story by Ellie Maggio Index
by "Nielsen BookData"