Sample Human Resources Management Articles from People & Strategy
|Surveys consistently show that the human resources management articles in the highly-respected People & Strategy quarterly journal are among the top benefits of HRPS membership. These articles, by many of the top practitioners and academics in the human capital management profession help them stay abreast of the latest thinking and shape the HR strategy within their organizations.
Yet it’s one thing to hear how insightful they are; it’s another to see for yourself. The articles below provide a selected sample of the type of quality and forward-thinking you’ll receive with each issue. We’re confident you’ll see how this exclusive, valuable content can help you improve organizational excellence as well as your own career.
Connecting People Investments and Business Outcomes at Lowe's: Using Value Linkage Analytics to Link Employee Engagement to Business Performance (2011, Volume 34, Issue 2)
By Cedric T. Coco, Lowes Companies Inc., Fiona Jamison and Heather Black, Spring International
Aligning strategy and execution is a difficult task for most businesses. Research indicates that 70 to 90 percent of organizations fail to realize success from their strategies. Human resource leaders, in particular, often find it difficult to strategically align and integrate their HR functional strategies, outputs and measures to business priorities.
Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes (2011, Volume 23, Issue 2)
By Scott Mondore, Shane Douthitt and Marisa Carson, Strategic Management Decisions
The topic of HR analytics has been given a lot of press lately—and rightfully so. It affords HR leaders an opportunity to show the direct impact of their processes and initiatives on business outcomes. Unfortunately, as with many concepts that were once new to HR (e.g. engagement,quality circles, etc.), the definitions and process details associated with doing analytics the right way have not been well-articulated.
Walker Award Winning Articles
The Board and HR
By David Creelman and Andrew Lambert
Boards are discovering that they need HR for two reasons. First,
increased demand for better governance. Boards are now expected to take their
own selection, performance, development and teamwork seriously. Second,
human capital is a key driver of organizational performance. Boards have a
responsibility to understand this strategically and in practice, and oversee
top executives’ performance as people leaders. This paper outlines the
implications for board capabilities, how the board should work with HR, and
what is required of HR to operate effectively at board level. It is based inter
alia on interviews with CHROs and board members in the United States and the
Building Agility, Resilience and Performance in Turbulent Environments
(2009, Volume 32, Issue 3)
McCann (Jacksonville University), John Selsky (University of South Florida Polytechnic) and James Lee (The University
This study on human capital management makes
three contributions: First, it provides multi-industry research into the levels
of perceived turbulence being experienced by managers. Second, it derives
operational measures of agility and resiliency, and then directly links these
to measures of environmental turbulence and two measures of organization performance.
Third, the study provides clear design guidelines for building and applying interventions
to increase agility and resiliency.
(Re)Designing the HR Organization (2008, Volume 29, Issue 2)
By Amy Kates (Downey Kates Associates)
Many HR functions have
gone through the process of transformation over the past decade. This
redefinition of the work of HR is intended to allow a more strategic focus on
human capital management and organizational development while systematizing and
controlling the cost of transactional work. Little formal consideration has
been given, however, to how these new complex HR organizations should be
configured to best achieve these goals. This article highlights the operational
challenges created by the most common organization design used by HR
departments—the business partner model—and presents an emerging model— the
solutions center—that is intended to address these flaws. Kates describes and
discusses each model and a set of considerations for the HR leader is offered
in order to maximize the effectiveness of the chosen organization design.
Evolution of HR: Developing HR as an Internal Consulting Organization
(2007, Volume 30, Issue 3)
By Richard Vosburgh (MGM MIRAGE)
Together and now, business
leaders and HRM professionals have the opportunity to understand the history that
brings us to our current situation, to be informed by predictable trends, and
to make the transformation necessary to result in organizational competitive
advantage and HR functional viability. Over the last hundred years, the HR
profession evolved dramatically, usually in response to external conditions.
Unquestionably we are changing—the issue in front of us is whether we will
define that future or simply react to the changes that continue to occur in the
economy and in our business models.
What Drucker Means Around the World (2009, Volume 32, Issue 4)
By Richard Straub (Austria) with
Counterpoints by Guido Stein (Spain); Thomas Sattelberger (Germany); Chuck Ueno
(Japan); Vaibhav Manek (India); Shuming Zhao (China); Danica Purg (Slovenia);
and Bob Buford & Rick Wartzman (USA)
Redesigning Your Organization for the Future of Work (2008, Volume
31, Issue 4)
By Tamara Erickson with
Counterpoints by Beverly Kaye; James Ware & Charles Grantham; Sherry
Benjamins; Lawrence Clark; W. Warner Burke; Kevin Rubens; and featuring Global
The Chinese Context by Arthur Yeung
- The Singapore Context by Alison Eyring
- The Indian Context by Geetanjali Parmar
- The European Context by Pam Hurley