The Future of Human Resource Management: 64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow

THE FUTURE OF HUMAN RESOURCE MANAGEMENT
64 Thought Leaders Explore the Critical HR Issues of Today and Tomorrow
Examining the issues and trends facing today′s human resources professional, this one–of–a–kind work presents a wide range of new, enlightening, and thought–provoking perspectives from sixty–four leaders of the field:
Geoff Armstrong
Bruce Avolio
Kathleen Barclay
Richard W. Beatty
Richard Beaumont
Brian Becker
John W. Boudreau
Peter Cappelli
Wayne F. Cascio
J.T. "Ted" Childs, Jr.
James G. Clawson
Debra J. Cohen
Jean–Fran¿ois Coget
Samuel Culbert
Steve Darien
Robert Dewar
Ellen A. Drost
Lee Dyer
Bruce Ellig
Jeff Ericksen
Ursula Fairbairn
Jac Fitz–enz
Eric Flamholtz
Mirian M. Graddick–Weir
Lynda Gratton
Patricia Harned
Frances Hesselbein
Gordon Hewitt
Paul Hirsch
John Hofmeister
Mark Huselid
William Joyce
Edward E. Lawler III
David Lewin
Mike Losey
Sue Meisinger
Grant Miles
Raymond Miles
Douglas S. Newburg
Nitin Nohria
Coleman Peterson
Jeffrey Pfeffer
Vladimir Pucik
Peter M. Ramstad
Hayagreeva Rao
Bruce Roberson
Russ Roberts
Libby Sartain
Craig Eric Schneier
Patricia Seemann
Norm Smallwood
Scott A. Snell
Charles D. Snow
Lea Soupata
Mary B. Teagarden
Thomas Thivierge
Fons Trompenaars
Anne S. Tsui
Dave Ulrich
Mary Ann Von Glinow
Peter Wooliams
Patrick M. Wright
Joshua B. Wu
Arthur Yeung

Spis treści:
Introduction.
The Future of Human Resources (Michael R. Losey, Sue Meisinger, and Dave Ulrich).
Section I: Understanding and Managing People.
Chapter 1: Will There Really Be a Labor Shortage? (Peter Cappelli).
Chapter 2: The Motivator’s Dilemma (James G. Clawson and Douglas S. Newburg).
Chapter 3: Anticipating Change: Will There Be a Labor Shortage? (Michael R. Losey).
Chapter 4: Get, Keep, Grow (Coleman Peterson).
Chapter 5: The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management (Anne S. Tsui and Joshua B. Wu).
Section II: Invest in the Next Generation of Human Resource Professionalism.
Chapter 6: The Future Human Resource Professional’s Career Model (Kathleen Barclay and Thomas Thivierge).
Chapter 7: Human Resource Education: A Career–Long Commitment (Debra J. Cohen).
Chapter 8: Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner (Mirian M. Graddick–Weir).
Chapter 9: The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People (Susan R. Meisinger).
Chapter 10: Differentiation through People—How Can HR Move beyond Business Partner? (Geof f Armstrong).
Section III: Learn to Master and Play New Roles.
Chapter 11: The Chief Integrative Leader: Moving to the Next Economy’s HR Leader (Bruce J. Avolio).
Chapter 12: From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management (Wayne F. Cascio).
Chapter 13: Workforce Diversity: A Global HR Topic That Has Arrived (J. T. (Ted) Childs Jr.).
Chapter 14: “Not Just Any Seat at the Table” (Steve Darien).
Chapter 15: What Distinguishes the Outstanding HR Executives from the Others (Bruce Ellig).
Chapter 16: Evolution and Revolution in the Twenty–First Century: Revolutionary New Rules for Organizations and Managing Human Resources (Russ Roberts and Paul Hirsch).
Chapter 17: From Human Resources Management to Organizational Effectiveness (Edward E. Lawler III).
Section IV: Discern, Create, and Adapt Culture to Business Conditions.
Chapter 18: HR as a Strategic Partner: Culture Change as a Case Study (Ursula F. Fairbairn).
Chapter 19: Changing Mental Models: HR’s Most Important Task (Jeffrey Pfeffer).
Chapter 20: Building a Market–Focused Culture (Hayagreeva Rao and Robert D. Dewar).
Chapter 21: Branding from the Inside Out: HR’s Role as Brand Builder (Libby Sartain).
Chapter 22: The Winning Team: A Strategic Imperative (Lea Soupata).
Section V: Rethink Organizations as Capabilities, Not Structures.
Chapter 23: Workforce Strategy: A Missing Link in HR’s Future Success (Richard W. Beatty and Craig Eric Schneier).
Chapter 24: Connecting Strategy and HR: Establishing a New Logic of Partnership (Gordon Hewitt).
Chapter 25: What Really Works? HR’s Role in Building the 4+2 Organization (William Joyce, Nitin Nohria, and Bruce Roberson).
Chapter 26: Human Resources’ New ROI: Return on Intangibles (Dave Ulrich and Norm Smallwood).
Chapter 27: In Pursuit of Marketplace Agility: Applying Precepts of Self–Organizing Systems to Optimize Human Resource Scalability (Lee Dyer and Jeff Ericksen).
Chapter 28: Creating the Capability for Collaborative Entrepreneurship: HR’s Role in the Development of a New Organizational Form (Raymond E. Miles, Grant Miles, and Charles C. Snow).
Chapter 29: Partner or Guardian? HR’s Challenge in Balancing Value and Values (Patrick M. Wright and Scott A. Snell).
Section VI: See HR as a Decision Science and Bring Discipline to It.
Chapter 30: Science Explodes Human Capital Mythology (Jac Fitz–enz).
Chapter 31: Human Resource Accounting, Human Capital Management, and the Bottom Line (Eric G. Flamholtz).
Chapter 32: Improving Human Resources’ Analytical Literacy: Lessons from Moneyball (Mark A. Huselid and Brian E. Becker).
Chap ter 33: The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives (David Lewin).
Chapter 34: Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition (John W. Boudreau and Peter M. Ramstad).
Section VII: Create Mutually Collaborative Ventures.
Chapter 35: Teamwork: The New Emphasis on Two–Sided Accountability (Samuel A. Culbert and Jean–François Coget).
Chapter 36: Managing Cooperatively within Organizations (Lynda Gratton).
Chapter 37: Power, the Last Corporate Taboo (Patricia Seemann).
Section VIII: Responding to Social Expectations and Public Policy and the Renewed Importance of Ethics.
Chapter 38: A Challenge to HR: Building the Company’s External Dimension (Richard A. Beaumont).
Chapter 39: Leading Change: An Imperative of Leadership (Frances Hesselbein).
Chapter 40: When Ethics Calls the HR Helpline (Patricia J. Harned).
Section IX: Live Globally, Act Locally.
Chapter 41: Global and Local Balance in Human Resources Leadership (John Hofmeister).
Chapter 42: Global HR as Competitive Advantage: Are We Ready? (Vladimir Pucik).
Chapter 43: A New Paradigm for HR: Dilemmas in Employing and Managing the Resourceful Human (Fons Trompenaars and Peter Woollimas).
Chapter 44: Counterintuitive Findings in International HRM Research and Practice: When Is a Best Practice Not Best for Practice? (Mary Ann Von Glinow, Ellen A. Drost, and Mary B. Teagarden).
Chapter 45: Becoming Business Partners in Chinese Firms: Challenges and Opportunities (Arthur Yeung).
Conclusion.
Reality, Impact, and Professionalism (Michael R. Losey, Susan R. Meisinger, and Dave Ulrich).
Index.
Selected Titles from the Society for Human Resource Management (SHRM®).