Developing the Human Resource Executive as a Strategic Partner: Turning Concept into Reality

  • R. S. Koster
  • D. M. Schweiger

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.

Keywords

Human Resource Strategic Planning Senior Executive Strategic Partnership Strategic Planning Process 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Manzini, A. “Integrating Human Resource Planning and Development: The Unification of Strategic, Operational, and Human Resource Planning Systems,” Human Resource Planning, 11, 2, 79-94.Google Scholar
  2. Ulrich, D. (1989) “Assessing Human Resource Effectiveness: Stakeholder, Utility, and Relationship Approaches.” Human Resource Planning, 12, 4, 301–316.Google Scholar
  3. Ulrich, D. (1987) “Organizational Capability As a Competitive Advantage: Human Resource Professionals as Strategic Partners”. Human Resource Planning, 10, 4, 169–184.Google Scholar
  4. Fifer, Robert M. “Beating the Competition: A Practical Guide to Benchmarking” Kaiser Associates Publication, 1986.Google Scholar
  5. Fitz-enz, Jac. “How to Measure Human Resources Management.” Saratoga Institute, McGraw Hill Book Co., 1984.Google Scholar
  6. Cassell, Juris, Roomkin. “Strategic HR Planning: An Orientation to the Bottom-line” Management Decision (UK), Vol:v23n3, pgs.16–28, 1985.CrossRefGoogle Scholar

Copyright information

© Springer Science+Business Media New York 1991

Authors and Affiliations

  • R. S. Koster
    • 1
  • D. M. Schweiger
    • 2
  1. 1.Boehringer Ingleheim CorporationRidgefieldUSA
  2. 2.College of Business AdministrationUniversity of South CarolinaColumbiaUSA

Personalised recommendations