TITLE

Talentship and the New Paradigm for Human Resource Management: From Professional Practices to Strategic Talent Decision Science

AUTHOR(S)
Boudreau, John W.; Ramstad, Peter M.
PUB. DATE
April 2005
SOURCE
Human Resource Planning;2005, Vol. 28 Issue 2, p17
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
The article discusses a new paradigm for human resource management. As HR strives to gain greater strategic influence, human resource and business leaders must look beyond the HR profession. They must learn how the strategic "decision sciences" of finance and marketing evolved from the professional practices of accounting and sales. Today's HR is focused mainly on its professional practice, which, like accounting and sales, is important but incomplete. Full strategic partnership requires a "decision science" that enhances decisions about talent resources; finance and marketing enhance decisions about money and customers.
ACCESSION #
17635682

 

Related Articles

  • PRINCIPAL-AGENT AS AN EXPLANATION OF NONSANCTIONED ORGANIZATIONAL BEHAVIORS: IS THE THEORY USEFUL? Carr, Jared B.; Brower, Ralph S. // Academy of Management Best Papers Proceedings;1996, p323 

    Drawing upon a broad ethnographic study, this paper uses episodes of bureaucratic resistance to test the usefulness of principal-agent theory as an explanation for Nonsanctioned behaviors in public organizations. We identify three limitations of the model and suggest implications for...

  • Consistent Human Resource Practices. Baron, James N.; Kreps, David M. // California Management Review;Spring99, Vol. 41 Issue 3, p29 

    This article explores the role of consistency in human resource practices. It explores and explains different forms of consistency and why they are valuable in managing human resources: consistency among different aspens of human resource policy, such as integrating compensation, recruitment,...

  • Ä°NSAN KAYNAKLARINA BAKIÅž AÇISININ SAPTANMASINA YÖNELÄ°K BÄ°R ARAÅžTIRMA. KEÇECİOĞLU, Tamer; Kemal YILMAZ, Mustafa // Balikesir University Journal of Social Sciences Institute;haz2012, Vol. 15 Issue 27, p129 

    When we look at the development of human resources management, operational, technical, and activity-based approach, an evolution towards the formation of strategic decision-making structures, we see that affect. Most of this evolution of human resource management to create business value, impact...

  • The Human Resource Factor In Small Business Decision Making. Rocha, Jr., Joseph R.; Khan, M. Riaz // American Journal of Small Business;Fall85, Vol. 10 Issue 2, p53 

    Activities of a group of small firms were studied over a six-year period to determine the manner in which their performance reflected the results of a counseling program. The effects of counseling in a number of functional areas were explored. Findings of the investigation suggest that while...

  • The Credible Journey.  // People Management;10/1/1998, Vol. 4 Issue 19, p30 

    Presents a panel discussion of five leading human resources professionals in Great Britain on how they influence their top management teams. Ward Griffiths; Carmel Flatley; Don Beattie; Ron Collard; Nickie Fonda; How can human resource professionals contribute to business strategy; Qualities...

  • Don't try to turn the tide. Gratton, Lynda // People Management;6/3/2004, Vol. 10 Issue 11, p22 

    Discusses ways for the human resource function to deal with changes and factors that affect its organization and practice. Comprehension of the nature, momentum and force of each changes; Suggestion on modelling the impact brought by the changes to the company; Construction of trials to test...

  • FACING FACTS HELEN FRANCIS AND ANNE KEEGAN. Francis, Helen; Keegan, Anne // People Management;2/23/2006, Vol. 12 Issue 4, p9 

    The article comments on the efforts being done by human resource (HR) professionals in Great Britain in 2006 to make their function more strategic. It offers information on an issue concerning the role of a line manager to care for staff. It also provides information on the employee-facing role...

  • The People Manager. Gopalan, Krishna; Sachitanand, Rahul; Bajaj, Kapil; Mukherjee, Ritwik; Kumar Sharma, E. // Business Today;2/25/2007, Vol. 16 Issue 4, p194 

    The article presents views and insights of the author concerning the factors influencing the practice of line managers handling human resource (HR) functions in India. Line managers in industries like information technology, consulting and knowledge process outsourcing usually have to handle...

  • Innovations in job analysis: Development and application of metrics to analyze job data. McEntire, Lauren E.; Dailey, Lesley R.; Osburn, Holly K.; Mumford, Michael D. // Human Resource Management Review;Sep2006, Vol. 16 Issue 3, p310 

    Abstract: Job analysis is an integral part of any human resource function. Recent advancements in technology and changing worker environments have drastically altered the means by which job analysis data are collected and stored. These changes have led to an increase in the amount of data that...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics