|
American Management
Association (AMA) |
|
|
World's leading membership based
management development organization. Offers a full range of
business education and management development programs for
individuals and organizations in Europe, the Americas and Asia.
Through a variety of seminars and conferences, assessments and
customized learning solutions, books and online resources, more
than 700,000 AMA members and customers a year learn superior
business skills and best management practices from a faculty of
top practitioners. :Association |
|
|
SHRM Society for Human
Resource Management |
|
|
The leading voice of the human
resource profession. SHRM provides education and information
services, conferences and seminars, government and media
representation, online services and publications to more than
165,000 professional and student members throughout the world.
The Society, the world's largest human resource management
association, is a founding member of the North American Human
Resource Management Association (NAHRMA) and a founding member of
the World Federation of Personnel Management Associations
(WFPMA). :Association |
|
|
Technical and strategic human
resources management effectiveness as determinants of firm
performance |
|
|
Evaluates the impact of human resource
(HR) managers' capabilities on HR management effectiveness and
the latter's impact on corporate financial performance. For 293
U.S. firms, effectiveness was associated with capabilities and
attributes of HR staff. Also found relationships between HR
management effectiveness and productivity, cash flow, and market
value. Findings were consistent across market and accounting
measures of performance and with corrections for biases.
:Huselid, Mark A.; Jackson, Susan E. :Academy of Management
Journal :2/1/1997 :Article |
|
|
The Real Keys to High
Performance |
|
|
Compelling evidence suggests that
organizational success comes more from managing people
effectively than from attaining large size, operating in a
high-growth industry, or becoming lean and mean through
downsizing -- which, after all, puts many of your most important
assets on the street for the competition to employ. What can you
actually do to implement high-performance management practices
and enjoy the benefits that will almost certainly accrue?
Unfortunately, there are no easy answers, but there are things
that high-performing organizations do that can spur new thinking
about the question. :Jeffrey Pfeffer :Ch. 28, Leader to Leader,
Peter F. Drucker Foundation for Non-Profit Management
:Article |
|
|
The Council of Human
Resources Executives |
|
|
Hosted by the Conference Board, is
open to the most senior human resource executives responsible for
the Canadian operations of large organizations. Purpose is to
help members be more effective in meeting the central needs of
their organizations by providing them a unique and dynamic forum
to network with peers, exchange ideas and best practices, learn
from experts, and discuss issues in the area of human resources
that support strategy and key operating decisions.
:Association |
|
|
|
|
|
|
American Society for Training
and Development (ASTD) |
|
|
World's leading association of
workplace learning and performance professionals forming a
world-class community of practice. 70,000 members come from more
than 100 countries and 15,000 organizations. Large range of
products and services. Research projects are workplace-based and
focused on several key themes: The ways in which individuals and
organizations learn; the links between workplace learning and
individual and organizational performance; the organizational
interventions that best improve performance and enhance workplace
learning and the systems dimension of performance.
:Association |
|
|
The Human Equation:
Building Profits by Putting People First |
|
|
Pfeffer explores why smart
organizations and managers sometimes do "dumb" things when
managing employees, and what might be done to overcome these
problems. He offers ideas for how to implement high-performance
work arrangements and offers a diagnostic process for assessing
the alignment between what an organization does and what it needs
to do to be successful. :Jeffrey Pfeffer :Harvard Business School
Publishing :1/1/1998 :Book |
|
|
A New Mandate for Human
Resources |
|
|
Mention "human resources" and most
line and operating managers groan. Simply put, HR has a
reputation for inefficiency and incompetence. The challenges of
today's competitive environment mean that HR must refocus its
work away from activities that sap value from the organization
and instead focus its efforts on achieving outcomes that improve
company performance. :David Ulrich :Harvard Business Review
:1/1/1998 :Article |
|
|
Competency-Based HR
Applications: Results of a Comprehensive Survey |
|
|
The primary goals of this survey were
to clarify key trends in the use of competencies and to provide
insights into the practices that lead to more successful
outcomes. The data from the study generated a range of
interesting findings about the structure of competency models,
reasons for implementing competency programs, the relationship
between the experience level of practitioners and outcomes and
best practices for maximizing impact. :Schoonover Associates,
Inc., Arthur Andersen, Society for Human Resource Management
(SHRM) :Schoonover Associates, Inc., Arthur Andersen, Society for
Human Resource Management (SHRM) :6/1/2000 :Article |
|
|
The War for
Talent |
|
|
Companies are about to be engaged in a
war for senior executive talent that will remain a defining
characteristic of their competitive landscape for decades to
come. Yet most are ill prepared, and even the best are
vulnerable. You can win the war for talent, but first you must
elevate talent management to a burning corporate priority.
Surveys nearly 400 corporate officers and 6,000 executives from
the top 2000 ranks of 77 large US companies in a variety of
industries, plus case studies of 20 companies regarded rich in
talent. :Elizabeth G. Chambers, Mark Foulon, Helen
Handfield-Jones, Steven M. Hankin, and Edward G. Michaels III
:The McKinsey Quarterly :6/1/1998 :Article |
|
|
Academy of Management (AoM)
Human Resources (HR) Division |
|
|
As one of the Academy of Management's
largest divisions with over 2600 members, they serve as a
gathering place for academics and practitioners to create
networks aimed at discovering and disseminated state-of-the-art
HR knowledge. That is, they are interested in understanding,
identifying, and improving the effectiveness of HR practices
(whether in the U.S. or in other countries) in the various
functions and activities carried out as part of HR, and
determining the optimal fit between these practices and
organizational strategies, cultures, and performance. Major
topics include acquisition, allocation, development, utilization,
maintenance, and evaluation of humans as resources in work
organizations. :Centre |
|
|
Retaining Talent: A
Benchmarking Study |
|
|
This study examines the challenges
that organizations face with employee retention in an
increasingly competitive labor market. The objectives were to:
Benchmark retention rates, costs, and outcomes; Identify the
reasons that employees leave; Determine which practices for
improving retention are most effective; Understand how retention
affects organizational outcomes. Report based on 745 employee
responses to a retention survey submitted to 118 organizational
members. Almost one-third of all employees surveyed expect to
leave for another job within the next year. :Paul R. Bernthal,
Ph.D., and Richard S. Wellins, Ph.D. :Development Dimensions
International HR Benchmark Group :Article |
|
|
HR Competencies and
Professional Standards |
|
|
This project developed a worldwide
definition of what an HR professional is and does in terms of a
'global set of core competencies'. The approach taken was to
consider the range of practices in different countries'
professional standards and certification programmes by means of a
literature review and worldwide surveys. A HR competency model is
advocated and a summary is provided of the common core
competencies. Variations in these core competencies are discussed
against national, organisational and time contexts. :Dr. Chris
Brewster, Elaine Farndale, Dr. Jos van Ommeren :World Federation
of Personnel Management Associations :Article |
|
|
Holding On to High
Performers: A Strategic Approach to
Retention. |
|
|
This article outlines a strategic
approach that focuses on the three elements research shows are
critical to retention today: hiring and orientation practices
that promote a cultural fit; development opportunities that align
employee interests with company goals; and motivation and
compensation techniques that help employees balance work and
family life and ensure long-term commitment. :Drake Beam Morin
:6/1/2002 :Article |
|
|
Strategic Human
Resource Management: A Reader. |
|
|
This well received overview contains
24 articles that describe the field of managing human resources
strategically. The articles assembled here represent the work of
authors throughout the world, all of whom have been writing in
the field of strategic human resource management since its
inception. The authors represented here have been the prime
movers and shapers of Strategic HRM. :Randall S. Schuler, Susan
E. Jackson (Editors) :Blackwell :1/1/1999 :Book |
|
|
A New Vision for
Human Resources: Defining the Human Resources Function by Its
Results. |
|
|
As organizations realize that their
human resources are their only dynamic asset, HR professionals
must evaluate their goals and potential contribution. Authors
offer ten measurements of human resources effectiveness. They
prefer the term "management of human capital" to the old HR roles
such as personnel management and HR. :Jac Fitz-enz, Jack J.
Phillips :Crisp Publications, Inc. :6/1/1999 :Book |
|
|
Seven common misconceptions
about human resource practices: Research findings versus
practitioner beliefs. |
|
|
Recent research suggests that HR
practices can have considerable impact on both individual and
organizational performance. These findings strongly suggest that
not knowing this HR research can be costly to organizations. This
article pinpoints areas where HR practitioners seem to be most
unaware of research findings related to effective HR practices,
based on responses by a large sample of HR managers. The seven
questions that exhibited the greatest disagreement between
current research findings and respondents' beliefs are explored,
along with their management implications and suggestions for
implementing the findings. :Rynes, Sara L.; Brown, Kenneth G.;
Colbert, Amy E. :Academy of Management Executive :8/1/2002
:Article |
|
|
Workplace.ca |
|
|
Workplace Today's Management Reference
Library. Complete the registration form and get access to the
most comprehensive collection of articles, features and how to's
available anywhere. See the list of the expert and professional
contributors to this library and you'll agree that the Library is
your first source of workplace information. Links to IPM
Management Training and Development. :Archive |
|
|
Human resource management
outsourcing: The make or buy decision |
|
|
Just-in-time human resource
management, sell and lease-back human resource programs, and
do-it-yourself HR - all of these phrases characterize how
companies manage outsourced HR functions. Results of interviews
conducted with senior HR executives and professionals in 25
organizations are reported to identify outsourcing rationales and
consequences. :Charles R Greer; Stuart A Youngblood; David A Gray
:Academy of Management Executive :6/1/1999 :Article
|
|
|
Tests and Other
Assessments: Helping You Make Better Career
Decisions |
|
|
This guide is to help managers and
human resource (HR) professionals use assessment practices that
are the right choices for reaching their organizations' HR goals.
It conveys the essential concepts of employment testing in
easy-to-understand terms so that managers and HR professionals
can evaluate and select, administer and score, interpret, and
understand the professional and legal standards to be followed
when conducting personnel assessment. :U.S. Department of Labor
Employment and Training Administration :U.S. Department of Labor
Employment and Training Administration :3/1/1999 :Article |
|
|
Canadian Council of Human
Resources Associations (CCHRA) |
|
|
Result of the collaborative efforts of
ten provincial and specialist Human Resources Associations that
currently represent the interests of more than 18,000
professionals across Canada. The mission of CCHRA is to:
establish national core standards for the human resources
profession; promote communication among participating
associations; serve as the recognized resource on equivalency for
human resources qualifications across Canada; provide a national
and international collective voice on human resources issues.
:Association |
|
|
The Human Resources
Benchmarking Association |
|
|
Conducts benchmarking studies of
important business processes; create a cooperative environment
where full understanding of the performance and enablers of "best
in class" business processes can be obtained and shared at
reasonable cost; to use the efficiency of the consortium to
obtain process performance data and related best practices and to
support the use of benchmarking to facilitate process improvement
and the achievement of total quality. :Association |
|
|
The Alliance of Work/Life
Professionals |
|
|
The Alliance of Work/Life
Professionals is a membership organization for professionals who
work in business, academia, or at the public sector to promote a
healthier balance between work and personal life. Its efforts
unite, support and provide strategic direction in the promotion
of work/life balance through thought leadership, enhancing
connections and providing access to cutting-edge resources and
information. :Association |
|
|
Developing
Dimension/Competency Based Human Resource
Systems |
|
|
This monograph discusses the
development and proven efficacy and effectiveness of a
dimension/competency based systems approach to human resource
activities. Both competencies and dimensions can be defined as:
Descriptions of clusters or groupings of behaviors, motivations,
and knowledge related to job success or failure under which data
on motivation, knowledge, or behavior can be reliably classified.
:Development Dimensions International, Inc. :Development
Dimensions International, Inc. :6/1/2000 :Article |
|
|
Consultant Resource
Center (CRC) |
|
|
Network of senior, external
consultants who frequently work as part of a multidisciplinary
consulting team. The disciplines include: organization and
leadership development, training, quantitative sciences,
manufacturing engineering, quality, logistics, and information
systems and technology. Not a consulting organization. Its role
is to provide a framework within which consultants who have had
prior experience working with each other in client settings are
able to dialogue, exchange thoughts and provide provocative ideas
and notions about the issues faced by their clients and by
consultants alike. :Centre |
|
|
The Human Resource Planning
Society |
|
|
Mission is to improve organizational
performance by creating a global network of individuals who
function as business partners in the application of strategic
human resource management practices. Serves as a global forum for
presenting the latest thinking and information on the HR
implications of key business issues and strategic HR practices,
provides a comprehensive publications program and archive, offers
a broad range of professional development programs, identifies
and sponsors innovative research studies. :Association |
|
|
World Federation of Personnel
Management Associations (WFPMA) |
|
|
Founded in 1976, a global network of
professionals in people management. Aids the development and
effectiveness of professional people management all over the
world. Its members are predominantly the continental federations
which are made up of more than 50 national personnel associations
representing over 300,000 people management professionals.Member
representatives meet regularly, commission research projects,
publish a quarterly newsletter, 'WorldLink' and run an
international congress every two years. The official languages
are English, French, German and Spanish. :Association |
|
|
International Association for
Human Resource Information Management (IHRIM) |
|
|
Founded in 1980, comprises over 4,000
members from around the globe. A central network for its members
to gain access and in-depth knowledge about HR information
management and systems issues, trends, and technology. Features
bulletin boards, chat groups, listservers, plus articles from the
association's many publications. Personal and professional global
networking is accomplished through the conferences, forums,
chapter programs and vendor fairs. :Association |
|
|
International Personnel
Management Assessment Council (IPMAAC) |
|
|
Formed in 1976, is the leading
organization of applied personnel assessment professionals with
more than 600 members actively engaged in practice, research, and
training in personnel assessment to meet the needs of both public
and private organizations. Interests and activities cover the
full range of assessment methods and applications, from use of
personnel tests and interviews for employee selection to
measurement of the productivity of organizations as a component
of productivity and customer service improvement programs.
:Association |
|
|
Harvard
Newsletters |
|
|
The Balanced Scorecard Report: each
issue delivers the latest research and front-line implementation
news from organizations using the BSC strategic management
system. Harvard Management Update: helps you generate ideas,
understand management trends, and solve current business
problems. Harvard Management Communication Letter. Helps you use
all the tools of management communication effectively and
persuasively to increase your impact and advance your career.
:Newsletter |
|
|
Separation Practices For Easy
Transitions |
|
|
Most say that notifying employees
about the loss of their jobs is the task they will do almost
anything to avoid. Keeping the separation notification meeting
brief is a prudent tactic. But if it's the only strategy managers
bring to the meeting, short is not always sweet. It only takes a
second to make the comment, promise, or even apology that may
eventually tarnish the organization's image, lead to a wrongful
termination lawsuit, or serve as the catalyst for the worst of
all possible outcomes - workplace violence. :Drake Beam Morin
:6/1/2000 :Article |
|
|
Workforce: HR Tools and
Trends for BusinessResults. |
|
|
Portal published by Workforce
Magazine. Strong collection of HR resources covering most topic
areas and including newsletter, education and development
courses, magazine, member forums, articles, editorials, decision
guides and more. :Portal |
|
|
The National Association of
Personnel Services (NAPS) |
|
|
Established in 1961, the association
represents 1,800 member companies encompassing more than 100,000
staffing professionals globally. There are approximately 8,500
Certified Personnel Consultants (CPC) and 2,500 Certified
Temporary-Staffing Specialists (CTS) with approximately 1,000
professionals becoming certified annually through the nationally
recognized certification program. :Association |
|
|
Families and Work
Institute (FWI) |
|
|
Founded in 1989, a non-profit center
for research that provides data to inform decision-making on the
changing workplace, changing family and changing community. FWI
is known for ahead of the curve, non-partisan research into
emerging work-life issues; for solutions-oriented studies
addressing topics of vital importance to all sectors of society;
and for fostering connections among workplaces, families, and
communities. FWI's rigorous data are highly respected. Business
and community leaders, policy-makers, individual families,
educators and the media seek out its research, which has
influenced decisions across the nation. :Association |
|
|
HRWorld |
|
|
Launched in 1985, is a pioneer
publication on information technology for human resources
management. Provides information about how organizations are
using information technology in human resources. Contents include
articles from leading-edge experts in the corporate, academic and
consulting environments, covering strategies and solutions,
hands-on computer applications, product information, and more.
:Web Site |
|
|
The Center for Advanced Human
Resource Studies (CAHRS) |
|
|
A pivotal center of research
initiatives in HR, leads partnerships between industry and
academia, devoted to global human resource management. CAHRS
sponsors represent over 50 of the world's premier companies.
Provides sponsors with unique opportunities to participate in
university classes and executive education, exploit the
world-class resources of the Catherwood Library and sustain their
leading edge through unique interactions with the network of
sponsors. :Centre |
|
|
BC Human Resources Management
Association |
|
|
Founded in 1942, a registered
non-profit society dedicated to advancing professional people
practices. BC's largest association for professionals with an
interest in human resources management, issues and practices.
Programs and services provide leadership to people working in all
areas of human resources management in British Columbia. A
democratic organization governed by a volunteer Board of
Directors elected by the membership. :Association |
|
|
Academy of Management
(AoM) Divisions and Interest Groups |
|
|
Business Policy & Strategy,
Careers, Conflict Management, Entrepreneurship, Gender and
Diversity in Organizations, Healthcare Management, Human
Resources, International Management, Management Education &
Development, Management History, Management Consulting,
Management, Spirituality and Religion, Managerial &
Organizational Cognition, Operations Management, Organization
Development & Change, Organization & Management Theory,
Organizational Behavior, Organizational Communication &
Information Systems, Organizations & the Natural
Enviromnment, Public & NonProfit Division, Research Methods,
Social Issues in Management, Technology & Innovation
Management :Association |
|