Abstract
During the past five years, many authors have questioned the role of human resource (HR) executives in business (Ulrich, 1987, 1989; Manzini, 1988). In particular, they have argued that many HR executives have failed to become respected and effective strategic partners in the business planning process — i.e., they have not become integrally involved in strategic decision-making. Many reasons have been offered for this failure. Primary among them has been the inability of HR executives to demonstrate the contributions that human resources can make in developing competitive advantages and thus supporting business strategies.
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References
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© 1991 Springer Science+Business Media New York
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Koster, R.S., Schweiger, D.M. (1991). Developing the Human Resource Executive as a Strategic Partner: Turning Concept into Reality. In: Niehaus, R.J., Price, K.F. (eds) Bottom Line Results from Strategic Human Resource Planning. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-9539-4_4
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DOI: https://doi.org/10.1007/978-1-4757-9539-4_4
Publisher Name: Springer, Boston, MA
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