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Offers a fundamentally new conceptual model for the human resource function to meet the challenges of the knowledge economy Provides concrete suggestions for implementing this model, including numerous examples of effective practices from leading-edge firms Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront…mehr
Offers a fundamentally new conceptual model for the human resource function to meet the challenges of the knowledge economy Provides concrete suggestions for implementing this model, including numerous examples of effective practices from leading-edge firms Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment. Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge. The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage.
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Mark L. Lengnick-Hall, Ph.D., is a Professor of Management in the College of Business at the University of Texas at San Antonio. He has human resource management experience in both private industry and state government. Dr. Lengnick-Hall has also consulted with and provided training for numerous organizations. His articles have been published in journals such as the Academy of Management Review, Human Resource Management Review, Human Resource Management, Personnel Psychology, Personnel, Journal of Organizational Behavior, Organization Development Journal, HR Magazine, Training and Development, Employee Responsibilities and Rights Journal, Health Progress, Public Personnel Management, and the Journal of Management Education. He has co-authored two books: Compensation Decision Making: A Computer-Based Approach, published by Dryden in 1994, and Interactive Human Re- source Management and Strategic Planning, published by Quorum in 1990. Dr. Lengnick-Hall has also contributed chapters to other books. Cynthia A. Lengnick-Hall, Ph.D., is a Professor of Management in the College of Business at the University of Texas at San Antonio. She has consulting and management experience in both private industry and higher education administration. Dr. Lengnick-Hall has consulted with and provided executive education for a number of organizations.
Inhaltsangabe
List of Tables Preface Chapter 1: A New Imperative for Human Resource Management Build Strategic Capability Expand Boundaries Manage New Roles Summary Chapter 2: Human Resource Management in the Knowledge Economy What s Different in the Knowledge Economy? How Do Organizations Compete in the Knowledge Economy? Human Resource Management s Opportunity in the Knowledge Economy Why Human Resource Management Roles? New Roles and New Challenges for Human Resource Management Conclusion Chapter 3: Human Capital Steward What is Human Capital? Human Capital Steward: A New Role for Human Resource Management Human Capital Investments Human Capital Flexibility Human Capital Leveraging Why Human Capital Stewardship Is Essential Chapter 4: Knowledge Facilitator Why Manage Knowledge? What Is Knowledge Management? Human Resource Management as Knowledge Facilitator Human Resource Management Challenges for the Knowledge Facilitator Role Conclusion Chapter 5: Relationship Builder Anatomy of Relationships Human Resource Management as Relationship Builder Conclusion Chapter 6: Rapid Deployment Specialist Obtain the Right Human Talent Be in the Right Place Act at the Right Time Do What Is Needed Orchestrating Rapid Deployment Chapter 7: New Roles, New Solutions Human Resource Management and the Resource-Based View of the Firm New Human Resource Management Roles for New Human Resource Management Contributions From Human Resources to Strategic Capabilities Unit References Index About the Authors
List of Tables Preface Chapter 1: A New Imperative for Human Resource Management Build Strategic Capability Expand Boundaries Manage New Roles Summary Chapter 2: Human Resource Management in the Knowledge Economy What s Different in the Knowledge Economy? How Do Organizations Compete in the Knowledge Economy? Human Resource Management s Opportunity in the Knowledge Economy Why Human Resource Management Roles? New Roles and New Challenges for Human Resource Management Conclusion Chapter 3: Human Capital Steward What is Human Capital? Human Capital Steward: A New Role for Human Resource Management Human Capital Investments Human Capital Flexibility Human Capital Leveraging Why Human Capital Stewardship Is Essential Chapter 4: Knowledge Facilitator Why Manage Knowledge? What Is Knowledge Management? Human Resource Management as Knowledge Facilitator Human Resource Management Challenges for the Knowledge Facilitator Role Conclusion Chapter 5: Relationship Builder Anatomy of Relationships Human Resource Management as Relationship Builder Conclusion Chapter 6: Rapid Deployment Specialist Obtain the Right Human Talent Be in the Right Place Act at the Right Time Do What Is Needed Orchestrating Rapid Deployment Chapter 7: New Roles, New Solutions Human Resource Management and the Resource-Based View of the Firm New Human Resource Management Roles for New Human Resource Management Contributions From Human Resources to Strategic Capabilities Unit References Index About the Authors
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