Human resources in a changing society: balancing compliance and development
Williams begins by calling the human resource function a bogged-down process. He identifies the problems this causes, and articulates a need for a new set of synergistic processes that will pull HR people out of the past and into the future he envisions for them. In Part II he digs into specific str...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Westport, Conn. [u.a.]
Quorum Books
1995
|
| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Zusammenfassung: | Williams begins by calling the human resource function a bogged-down process. He identifies the problems this causes, and articulates a need for a new set of synergistic processes that will pull HR people out of the past and into the future he envisions for them. In Part II he digs into specific strategies to accomplish the HR makeover. He identifies a new role for HR, traces a process of change, and illustrates the effects of technological advances on the entire HR restrategizing effort. Part III tells HR professionals how to do it. In what he calls a series of "workshop" chapters, Williams helps HR people reassess their position in their own organizations, determine whether they are on the wrong paths and if so how to get off them, and then provides ways to reinstate the development function to its rightful place as equal in importance to compliance With compliance now its main goal, human resource management has become a hodgepodge of unconnected functions and tasks. Williams argues persuasively that lost in the day-to-day effort is another, equally important goal: employee and organizational development. One result is that human resource management has lost credibility as a profession and in its own way, much like many of the organizations it serves, has become dysfunctional. To correct this imbalance - compliance over development - and in fact to salvage the HR profession itself, Williams challenges HR people to abandon their search for "power and money in organizational life," and instead to redirect their efforts to helping, truly helping, employees realize their potential in organizational settings With surveys, checklists, advice, and revealing anecdotes drawn from his own extensive academic and consulting experiences, Williams provides a provocative, controversial analysis of the new crisis in human resource management, and a workable set of strategies to help HR professionals emerge from it |
| Beschreibung: | XVIII, 202 S. graph. Darst. |
| ISBN: | 0899308813 |
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| 520 | |a Williams begins by calling the human resource function a bogged-down process. He identifies the problems this causes, and articulates a need for a new set of synergistic processes that will pull HR people out of the past and into the future he envisions for them. In Part II he digs into specific strategies to accomplish the HR makeover. He identifies a new role for HR, traces a process of change, and illustrates the effects of technological advances on the entire HR restrategizing effort. Part III tells HR professionals how to do it. In what he calls a series of "workshop" chapters, Williams helps HR people reassess their position in their own organizations, determine whether they are on the wrong paths and if so how to get off them, and then provides ways to reinstate the development function to its rightful place as equal in importance to compliance | ||
| 520 | 3 | |a With compliance now its main goal, human resource management has become a hodgepodge of unconnected functions and tasks. Williams argues persuasively that lost in the day-to-day effort is another, equally important goal: employee and organizational development. One result is that human resource management has lost credibility as a profession and in its own way, much like many of the organizations it serves, has become dysfunctional. To correct this imbalance - compliance over development - and in fact to salvage the HR profession itself, Williams challenges HR people to abandon their search for "power and money in organizational life," and instead to redirect their efforts to helping, truly helping, employees realize their potential in organizational settings | |
| 520 | |a With surveys, checklists, advice, and revealing anecdotes drawn from his own extensive academic and consulting experiences, Williams provides a provocative, controversial analysis of the new crisis in human resource management, and a workable set of strategies to help HR professionals emerge from it | ||
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Figures and Tables ix
Foreword by Cheryl Austin Brown xi
Preface xv
Introduction xvii
Part I: The Issues
1 The Bogged Down Process: Human Resources as a Tangled Web 3
2 The Imbalances in Human Resources: Problems with the Web 13
3 Creating a Synergistic Process: The Challenge to Change 21
4 A Look at Ineffective Human Resource Management:
Gazing into Our Past and Present 39
Part II: The Strategy
5 The Search for Blended Skills—Describing the Balance in
Compliance and Development: The New Role
of Human Resources 49
6 The Process of Change: How an Organization
Prepares for the Future 61
7 Restructuring Human Resource Functions: Putting
Thoughts and Words into Action 69
8 Embracing Technological Advances 77
9 A Step by Step Approach to Human Resources Culture Change 87
viii Contents
Part III: The Changes
10 A Workshop for Change: Walking the Path toward
Development and Compliance 101
11 A Case Study in Culture Change: Creating a
New Human Resources Department 149
12 The Courage to Be: Embracing Compliance and Development
in a Human Resources Department 161
Appendix: Human Resource Changes for the Twenty First
Century: A Qualitative Research Study 181
Bibliography 193
Index 195
Figures and Tables
FIGURES
3.1 Outcome Analysis 36
3.2 Scope Definition 37
3.3 Influence Modeling 38
4.1 Structures of Change 45
7.1 Traditional Human Resource Structure 70
7.2 Suggested Structure 71
7.3 Human Resource Structure Changes 73
9.1 Organizational Systems Design Model 89
9.2 Launching 90
9.3 Analysis 90
9.4 Design 91
9.5 Strategy Development 91
9.6 Implementation 93
9.7 Renewal 93
9.8 Personal Change Model 94
10.1 Lloyd C. Williams Associates Six Box Theory 104
10.2 Lloyd C. Williams Associates Dysfunctional
Communication Process 106
10.3 Lloyd C. Williams Associates Belief Systems Model 107
10.4 Balanced Model for Styles of Management 124
10.5 Balanced Maturity Model 126
10.6 Tri Dimensional Leader Effectiveness Model 127
10.7 Situational Leadership 130
10.8 Lloyd C. Williams Associates Congruence Strategy Model 130
10.9 Lloyd C. Williams Associates Strategic Direction Model 131
10.10 Lloyd C. Williams Associates Influence Model 132
10.11 Lloyd C. Williams Associates Strategic Planning Process 133
10.12 Stages of Group Development 137
x Figures and Tables
12.1 Human Resources Circular Team Management System 164
12.2 Human Resources Organizational Change Timeline 165
12.3 Human Resources Current Structure 1 167
12.4 Human Resources Current Structure 2 168
12.5 Human Resources Current Structure 3 169
12.6 Human Resources Current Structure 4 169
12.7 Human Resources Current Structure 5 170
12.8 Human Resources Current Structure 6 171
12.9 Human Resources Current Structure 7 172
12.10 Employee Development Process 173
12.11 Employee Development System 174
TABLES
10.1 Styles of Management 125
10.2 Appropriate Style for Various Maturity Levels 126
10.3 Characteristics of Individuals Who Require Greater Freedom
in Selecting Problem Solving Strategies 128
10.4 Low and High Flexibility Demands 129
10.5 Examples of Cultural Changes 144
10.6 Stages of People Involvement 146
11.1 Organizational Change Technologies 152
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| id | DE-604.BV010821261 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T17:59:28Z |
| institution | BVB |
| isbn | 0899308813 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-007231833 |
| oclc_num | 31167739 |
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| physical | XVIII, 202 S. graph. Darst. |
| publishDate | 1995 |
| publishDateSearch | 1995 |
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| publisher | Quorum Books |
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| spelling | Williams, Lloyd C. Verfasser aut Human resources in a changing society balancing compliance and development Lloyd C. Williams 1. publ. Westport, Conn. [u.a.] Quorum Books 1995 XVIII, 202 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Williams begins by calling the human resource function a bogged-down process. He identifies the problems this causes, and articulates a need for a new set of synergistic processes that will pull HR people out of the past and into the future he envisions for them. In Part II he digs into specific strategies to accomplish the HR makeover. He identifies a new role for HR, traces a process of change, and illustrates the effects of technological advances on the entire HR restrategizing effort. Part III tells HR professionals how to do it. In what he calls a series of "workshop" chapters, Williams helps HR people reassess their position in their own organizations, determine whether they are on the wrong paths and if so how to get off them, and then provides ways to reinstate the development function to its rightful place as equal in importance to compliance With compliance now its main goal, human resource management has become a hodgepodge of unconnected functions and tasks. Williams argues persuasively that lost in the day-to-day effort is another, equally important goal: employee and organizational development. One result is that human resource management has lost credibility as a profession and in its own way, much like many of the organizations it serves, has become dysfunctional. To correct this imbalance - compliance over development - and in fact to salvage the HR profession itself, Williams challenges HR people to abandon their search for "power and money in organizational life," and instead to redirect their efforts to helping, truly helping, employees realize their potential in organizational settings With surveys, checklists, advice, and revealing anecdotes drawn from his own extensive academic and consulting experiences, Williams provides a provocative, controversial analysis of the new crisis in human resource management, and a workable set of strategies to help HR professionals emerge from it Personnel - Direction Personnel management Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Humanvermögen (DE-588)4240300-5 gnd rswk-swf Humanvermögen (DE-588)4240300-5 s Personalentwicklung (DE-588)4121465-1 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007231833&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Williams, Lloyd C. Human resources in a changing society balancing compliance and development Personnel - Direction Personnel management Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| subject_GND | (DE-588)4121465-1 (DE-588)4240300-5 |
| title | Human resources in a changing society balancing compliance and development |
| title_auth | Human resources in a changing society balancing compliance and development |
| title_exact_search | Human resources in a changing society balancing compliance and development |
| title_full | Human resources in a changing society balancing compliance and development Lloyd C. Williams |
| title_fullStr | Human resources in a changing society balancing compliance and development Lloyd C. Williams |
| title_full_unstemmed | Human resources in a changing society balancing compliance and development Lloyd C. Williams |
| title_short | Human resources in a changing society |
| title_sort | human resources in a changing society balancing compliance and development |
| title_sub | balancing compliance and development |
| topic | Personnel - Direction Personnel management Personalentwicklung (DE-588)4121465-1 gnd Humanvermögen (DE-588)4240300-5 gnd |
| topic_facet | Personnel - Direction Personnel management Personalentwicklung Humanvermögen |
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