The Encyclopedia of Human Resource Management: Thematic Essays

344 Pages·2012·3.741 MB·English

ABOUT VOLUME THREE
Why is this volume important?
Volume Three focuses on a number of issues that are increasingly important to HRD
professionals in today’s competitive environment. As human resources becomes more of
a strategic partner with the business, the topics addressed in this volume relate to the con-
cerns of most C-level executives, for example, where are our leaders coming from and how
do we develop our people for leadership positions? What is the role of HRD in helping
us achieve our long-term business strategy? What are some of the major challenges that
HRD professionals have to deal with in today business environment?
What can you achieve with this volume?
The articles in Volume Three were written to give the reader a more in-depth analysis of
some of today’s critical HR issues. Some of the articles provide an in-depth discussion of
a current topic, while others introduce a new way of approaching a familiar challenge.
In all cases, they have been designed to stimulate critical thinking and refl ection. The
articles should stimulate the reader to explore a topic more extensively, and the references
included with each article provide a path for this investigation.
How is the volume organized?
This volume is divided into three categories. Part One: Leadership and Learning provides
thought-provoking information on a variety of topics associated with identifying and develop-
ing leaders as well as innovative approaches to leadership development and learning. Part Two:
Strategy and Measurement refl ects on human resources’ role in becoming a strategic corporate
partner. This section also tackles the issue of assigning metrics to what an HR professional does
and using those metrics to measure the outcomes of our initiatives. Finally, Part Three: The
Evolution of Human Resources reviews various aspects of our professional evolution that has
brought us to where we are today. The continuing need to evolve as HR professionals is also
addressed.
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THE ENCYCLOPEDIA OF HUMAN
RESOURCE MANAGEMENT
Y
THE ENCYCLOPEDIA
OF HUMAN RESOURCE
MANAGEMENT
Thematic Essays
VOLUME THREE
Executive Editor
William J. Rothwell, Ph.D., SPHR
Volume Three Editor
George M. (Bud) Benscoter, Ph.D.
Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved.
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Library of Congress Cataloging-in-Publication Data
The encyclopedia of human resource management / executive editor, William J. Rothwell.
p. cm.
Includes bibliographical references and index.
ISBN 978-0-470-25773-9 (v. 1)—ISBN 978-0-470-25772-2 (v. 2)—
ISBN 978-0-470-25771-5 (v. 3)—ISBN 978-0-470-59134-5 (set)
1. Personnel management—Encyclopedias. I. Rothwell, William J.
HF5549.A23E53 2012
658.3003—dc23
2011043163
Volume 3 ISBN: 978-0-470-25771-5
Acquiring Editor: Matthew Davis
Director of Development: Kathleen Dolan Davies
Production Editor: Dawn Kilgore
Editor: Rebecca Taff
Editorial Assistant: Michael Zelenko
Manufacturing Supervisor: Becky Morgan
Printed in the United States of America
HB Printing 10 9 8 7 6 5 4 3 2 1
PB Printing 10 9 8 7 6 5 4 3 2 1
CONTENTS
Introduction to Volume Three xi
PART ONE: LEADERSHIP AND LEARNING 1
1. Best Practices in Leadership Development 3
Curtis D. Curry
2. Applying Learning and Organization Development Principles
to Specifi c Organizational Contexts: The Higher Education
Development Experience 23
Shelda Debowski
3. Improving the Customer Learning Experience with
Web-Interactive Guides 34
Kaliym Islam
4. Leadership Is Going Global 43
Rainhart Lang and Irma Rybnikova
5. Web 2.0 Applications in Corporate Training 54
M.J. Hall and Manuel London
vii
viii Contents
6. High-Octane Leadership: An Essay to HR Professionals
for Leading with Impact 66
Craig M. McAllaster and Lisa Lobao Junkerman
7. The Social Construction of Productive Organizations:
Understanding the Leadership Moments of Everyday Talk 75
Thomas J. Yannuzzi
8. Leadership Versatility 90
J. Preston Yarborough and Michael A. Beitler
PART TWO: STRATEGY AND MEASUREMENT 99
9. Aligning Stakeholder Goals in a Measurement Project 101
Boyce Byerly
10. Strategic Business Partner Role: Defi nition, Knowledge,
Skills, and Operating Tensions 112
David W. Jamieson, Sue Eklund, and Bob Meekin
11. Human Resource Metrics: A Contemporary Approach
to Managing Human Capital 129
Tracy H. Porter and Sharon E. Norris
12. The Eight Ps of Healthy Workplace Design 137
Kimberly S. Scott
PART THREE: THE EVOLUTION OF HUMAN RESOURCES 159
13. The HR Transition to Strategic Partner:
The Rarely Discussed Identity Challenges 161
John Sherlock
14. Reorganization of HRM—Past, Present, and Future 173
Peter M. Wald and Rainhart Lang
15. Workplace Bullying: What Can Be Done
to Prevent and Manage It? 181
Sara Branch, Jane Murray, and Sheryl Ramsay
Contents ix
16. Myths and Realities in Human Capital Development:
Generation Gaps in the Workplace 197
Scott Cody, Wendy Green, and Doug Lynch
17. Lost Wisdom, Lost ROI: Causes, Consequences, and
Strategies to Mitigate Failed Global Mobility Programs 210
Edwina R. Haring
18. The Role of HR in Fostering Innovation in Organizations 226
James M. Higgins
19. Overtime Addiction: Causes, Consequences, and Cures 238
Eric C. Jackson and Peg Thoms
20. The Convergence and Divergence of HRM Across Nations:
Cultural and Institutional Infl uences 252
Rainhart Lang and Peter M. Wald
21. Closing Critical Skills Gaps: The Case for Engagement
in Regional Workforce Development Initiatives 264
Pamela Loughner
22. Employee Engagement and Corporate Social
Responsibility (CSR) 274
Philip H. Mirvis
23. Human Resource Transformation: The Internal
Consulting Role 287
Dayle A. Savage
24. The Implications of Situational Strength for HRM 298
Reeshad Dalal and Rustin Meyer
Contributors 307
Name Index 317
Subject Index 329
INTRODUCTION TO VOLUME THREE
“Everybody has accepted by now that change is unavoidable. But that still implies that
change is like death and taxes: It should be postponed as long as possible and no change
would be vastly preferable. But in a period of upheaval, such as the one we are living in,
change is the norm.”
—PETER F. DRUCKER
It’s diffi cult to argue with Peter Drucker’s point of view. As HR professionals,
we’ve lived through some very turbulent times in the past few years, and it seems
unlikely that the landscape will ever return to what it was in the past.
While this may be seen as a threat by some, it can also be viewed as an oppor-
tunity by others. A report released by the Boston Consulting Group and the World
Federation of People Management Associations (2010) featured 5,561 online
responses from human resource and business-unit executive from 109 countries in a
variety of industries along with 150 interviews with human resource executives
worldwide. The respondents highlighted four HR topics that are critical today:
1. Identifying, attracting and retaining talent
2. Improving leadership development
3. Employee engagement
4. Strategic workforce planning
xi
xii Introduction to Volume Three
The questions that these challenges pose are numerous and varied, but they
need to be addressed by today’s HR professionals. They include:
1. With so many workers about to retire in many of the developed countries,
including the United States, how do we fi nd suitable replacements without
losing valuable institutional and process knowledge?
2. How do we identify the leaders of the future, particularly among our mid- and
senior-level management corps?
3. With so many recent layoffs, reorganizations, and mergers, how do we posi-
tively affect employee morale and commitment to our organizations?
4. With new and younger employees coming up, how do we get an accurate
picture of our workforce and what they will need in the future?
5. How do we take advantage of technological advances in the fi eld of learning
in order to provide just-in-time information and training for this new and
diverse workforce?
Volume Three of The Encyclopedia of Human Resource Management contains
twenty-four articles that begin to get to the heart of some of these questions.
The volume is organized around three main topics:
1. Leadership and Learning
2. Strategy and Measurement
3. The Evolution of Human Resources
Let’s take a sneak peek at each section.
Leadership and Learning
In a recent study (2011) conducted by the Southern Methodist University Cox
School of Business, 98 percent of respondents indicated that spending levels for
management training in 2011 would either stay the same as the previous year
or increase, even though their organizations face economic uncertainty. This
and other similar fi ndings underscore the importance placed on developing our
leaders to meet the challenges of the future. Training magazine’s 2010 Training
Industry Report data shows that, of the responding organizations, 27 percent
indicated that they intend to spend more on management/supervisory training
than was spent in 2009. The next highest category for increased spending was
interpersonal skills, with only 16 percent indicating an increase in spending.