Human Resource Planning: Solutions to Key Business Issues Selected Articles

296 Pages·1992·9.74 MB·German

by  Carol T. Schreiber (auth.)

Human Resource Planning
David M. Schweiger / Klaus PapenfuB (eds.)
Human Resource
Planning
Solutions to Key Business Issues
Selected Articles
GABLER
Die Deutsche Bibliothek - CIP-Einheitsaufnahme
Human resource planning: solutions to key business issues;
selected articles I David M. Schweiger; Klaus PapenfuB (eds.).
-Wiesbaden: Gabler, 1992
ISBN-13: 978-3-409-13860-4
NE: Schweiger, David M. [Hrsg.]
Copyright © Gabler Verlag, Wiesbaden 1992.
Gabler Verlag is a subsidiary company of the Bertelsmann Publishing Group International.
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any
means: electronic, magnetic tape, mechanical, photocopying, recording or otherwise, without permission in writing
from the publisher.
Printing and binding: Lengericher Handelsdruckerei, Lengerich/Westf.
ISBN-13: 978-3-409-13860-4 e-ISBN-13: 978-3-322-83820-9
DOl: 10.1007/978-3-322-83820-9
Contents
Preface .............................................................................................................................. X
Section 1
The Human Resource Function in Transition ............................................................. 1
Introduction
Carol T. Schreiber ............................................................................................................. 3
The Tie That Binds -Has Become Very, Very Frayed!
Kenneth P. DeMeuse and Walter W. Tornow .................................................................... 7
Human Resource Management: The Right Hand of Strategy Implementation
William E. Fulmer ............................................................................................................ 19
Human Resource Planning, 1990s Style
James W. Walker .............................................................................................................. 31
Section 2
The Strategic Human Resource Planning. ................................................................... 43
Introduction
Karen N. Gaertner ........................................................................................................... 45
Linking Human Resource and Business Strategies
Lee Dyer ........................................................................................................................... 49
The Challenge of Human Resource Management: Adding Value
Robert W. Eichinger ......................................................................................................... 55
Strategic Human Resource Planning: Why and How?
David Ulrich .................................................................................................................... 75
VI
Section 3
Mergers and Acquisitions .............................................................................................. 95
Introduction
Nancy K. Napier ............................................................................................................... 97
Stmtegies for Managing Human Resources During Mergers and Acquisitions:
An Empirical Investigation
David M. Schweiger and Yaakov Weber ........................................................................ 101
Communication During a Merger: The Experience of Two Banks
Nancy K. Napier, Glen Simmons and Kay Stratton ....................................................... 119
The Stmtegic Adaptation Process In International Human Resource Management
A Case Study
Peter J. Dowling and Denice E. Welch .......................................................................... 137
Section 4
Performance Appraisal and Performance Management. ......................................... 147
Introduction
Evelyn E. Rogers ............................................................................................................ 149
Competitive Human Resource Advantage Through the Stmtegic Management
of Performance
Richard W. Beatty .......................................................................................................... 153
Implementing Perfonnance Management and Recognition and Rewards
(PMRR) Systems at the Stmtegic Level: A Line Management-Driven Effort
Craig E. Schneier ........................................................................................................... 169
Section 5
Compensation ............................................................................................................... 185
Introduction
Nancy K. Napier ............................................................................................................. 187
Aligning Executive Total Compensation with Business Stmtegy
Timothy Haigh ............................................................................................................... 189
The Stmtegic Role of Compensation
Jan P. Muczyk ................................................................................................................ 197
VII
Section 6
Succession Planning and Executive Development... .................................................. 213
futroduction
Evelyn E. Rogers ............................................................................................................ 215
Developing Executives Through Work Experiences
Morgan W. McCall ........................................................................................................ 219
Crafting Competitiveness: Toward a New Paradigm for Executive Development
Albert A. Vicere and Kenneth R. Graham ...................................................................... 231
Middle and Late Career Problems: Causes, Consequences, and Research Needs
Benson Rosen and Tlwmas H. Jerdee ......................................................." .. ................... 247
Designing Career Development Systems: Principles and Practices
Zandy B. Leibowitz ......................................................................................................... 259
Section 7
Strategic Responses to Changing Work and Family Issues ..................................... 273
Introduction
Karen N. Gaertner ......................................................................................................... 275
Understanding Organizational Adaptation to Change: The Case of
Work-Family Issues
Frances J. Milliken, Jane E. Dutton and Janice M. Beyer ............................................ 279
Work and Family: The New Strategic Plan
Dana E. Friedman ......................................................................................................... 297
References ..................................................................................................................... 308
Preface
Due to escalating pressures from domestic and global competitors, and changes in so
cietal norms, laws, and the economy during the past decade, it has become clear to many
executives that people are increasingly important to the success and survival of their
companies, but also increasingly more complex to manage. Moreover, it is likely that
the complexity will increase even further in the Nineties as global and regional econ
omies continue to emerge. In Europe, entirely new political entities will contribute to
complexity and pose difficult problems in a multi-ethnic society.
While creating many challenges, these pressures are also creating excellent opportunities
for human resource (HR) executives to make substantial contributions to their organiza
tions. Whether such opportunities are realized, however, will depend upon how well
these executives develop, refme, and leverage both their business and human resource
management skills.
This book, which is a collaborative effort on the part of the editors of the Human Re
source Planning journal and Gabler Publishing, is intended for both line and HR ex
ecutives interested in more effectively managing their employees. It is a compilation of
selected cutting-edge articles published in the journal during the past five years. It is di
vided into the following seven sections which represent important HR issues facing ex
ecutives today (and in the near future):
Section 1. The Human Resource Function in Transition
Section 2. Strategic Human Resource Planning
Section 3. Mergers and AcquiSitions
Section 4. Performance Appraisal and Performance Management
Section 5. Compensation
Section 6. Succession Planning and Executive Development
Section 7. Strategic Responses to Changing Work and Family Issues
For easy use, each section begins with a brief overview of the topic area and summaries
of the articles contained in it This is followed by the articles, as they originally appeared
in the journal.
To better interpret the articles, it is helpful to understand the journal and its publisher, the
Human Resource Planning Society. The Society is a non-profit membership association
which works to increase the impact of human resource planning and management of
business and organizational performance. Founded in 1977, the Society is an inter
national organization with headquarters in New York City.
x
The Society has in excess of 2.100 senior level professionals and 115 corporate and re
search sponsors from leading organizations in business, industry, and academia. The So
ciety sponsors a broad range of professional development and research offerings - in
cluding workshops, conferences, research symposia, and the journal, which is premier
publication in the world for introducing edge practice, research, and theory in human re
source planning and management.
We are grateful to Karen N. Gaertner, Nancy K. Napier, Evelyn E. Rogers, and Carol T.
Schreiber who have contributed greatly to the selection of articles and who have written
the section introductions.
DAVID M. SCHWEIGER
KLAUS PAPENFUSS
Section 1
The Human Resource Function
in Transition
3
Carol T. Schreiber
Introduction
As we move into the last decade of the twentieth century, we are often reminded of how
rapidly our world is changing. Yesterday's political, social, economic, and technological
certainties seem frequently disrupted and reconfigured. While some changes, such as Ee
1993, have been antiCipated, others, such as the breakup of the U.S.S.R. have come
mostly by surprise. Whether foreseeable or unforeseen, enormous changes are transform
ing our institutions and how we operate in them. In this context, the editors of this vol
ume have elected to begin this book with a section on the HR function in transition. If
our institutions are changing so dramatically, then acknowledging that change becomes a
necessary starting point for all of our professional endeavors. Given that starting point,
the editors have selected three articles that address the HR function in transition. These
articles envision opportunities for effective HR pmctice in an unfamiliar world.
The articles by DeMeuse and Tornow, Fulmer, and Walker warn that change is taking
place. The authors focus on aspects of these changes that have direct impact on our abili
ty to be effective. Each article takes a slightly different view of the HR function in transi
tion. DeMeuse and Tornow look at the changing relationship between employers and
employees and the implications of this relationship for the HR professional. Fulmer ex
plores the changing role of the HR function in relation to the overall management and
leadership of an enterprise. Walker describes the revised approach and the discipline
needed within the HR function to ensure a meaningful role in stmtegy development and
implementation.
These articles share some basic commonalities. Moving from past assumptions of con
tinuing order and tidiness, the authors assume continuing conditions of disorder and un
predictability. As tidiness and order have disappeared from our spheres, so has the HR
function's role as the keeper of order (with the responsibility for maintenance and neat
ness). Each of the articles below prescribes its version of a new role, one that is no long
er administmtive, but instead strategic. The authors agree that the today's HR practitioner
is flexible, active, pmgmatic, and focused on implementation.
DeMeuse and Tornow's "The Tie That Binds - Has Become Very,Very Frayed" offers a
compelling argument for change in the role of the HR function based on a tmnsformed
relationship between employers and employees. As this relationship has become more
tenuous and temporary, the resulting "psychological contmct" between employer and
employee has changed as well. In the past, when employers offered promiseS of stable