The “New HR” and the new HR consultant: developing human resource consultants at Andersen Consulting

This article deals with the manner in which Andersen Consulting trains its HR consultants. In the face of the new complexity of HR, where new executive buyers are demanding HR solutions with business value, new ways must be found to bring professionals to high performance levels. Consultants must be armed with a broader and deeper set of competencies—not just in HR skills but in general business and interpersonal skills, and in technology. The article addresses new kinds of delivery philosophies and mechanisms—finding the right delivery for the right kind of training. It then presents an overview of the general curriculum for Andersen's consulting professionals and the specialized curriculum for those concentrating on HR delivery. © 1999 John Wiley & Sons, Inc.     

Transforming Human Resources in the New Economy: Developing the Next Generation of Global HR Managers at Deutsche Bank AG

This article illustrates how global player, Deutsche Bank, has managed to achieve a change of direction for its HR function: becoming a strategic partner to the business. Follow the authors step by step in this transformational process to see how this change management program developed from strategy to action, making every HR professional at DB a change agent. Find out how strategic competency definition, human resource development, and state‐of‐the‐art information technology acted as levers to engage Deutsche Bank's HR community on this journey. © 2001 John Wiley & Sons, Inc.     

Menopause and the workplace: New directions in HRM research and HR practice

This paper offers two key arguments. The first is that HRM scholars and HR practitioners need to pay a good deal more attention to the bi‐directional relationship between menopause and the workplace—how menopausal symptoms can affect women's experience of work and how work can exacerbate a woman's symptoms. We outline the social responsibility, demographic, legal and business cases which explain the urgency of more research and more concerted practice in this area. Our second argument concerns the importance of future research and practice adopting an intersectional political economy approach, in order to better understand the considerable differences between how women going through menopause transition experience work. Here, we offer arguments ranging from the macro‐ through the meso‐ down to the micro‐level of these differences, in so doing setting an agenda for the work to come on this very significant issue.     

High‐performance work system implementation in small and medium enterprises: A knowledge‐creation perspective

While it is well established that high‐performance work systems (HPWSs) affect firm‐level outcomes within large, complex organizations, less is known about how they create benefits for firms within the small‐business sector. Using a knowledge‐creation perspective, this study examines the impact of HPWSs in small and medium enterprises and examines whether the impact observed depends on the small‐business leader's capacity to obtain additional HR knowledge from an external expert, as well as the leader's HR background and knowledge. Archival and survey data were obtained from 294 small‐business organizations, with survey responses obtained from both the small‐business leader and an HR consultant assigned to the small business. Findings suggest that leader perceptions of HR effectiveness are positively related to the use of HPWSs and that this relationship is moderated both by the communication patterns between the small‐business leader and the HR consultant assigned to the firm and the small‐business leader's HR knowledge. © 2012 Wiley Periodicals, Inc.     

Building a quality HR organization at GE

This article examines how the General Electric Company builds and develops its human resource organization. The Company believes that the HR function is a critical player in driving GE's business agenda and therefore must be staffed by very high quality individuals. The article presents the three‐prong approach that GE takes to build its HR Team and provides a model for other organizations wishing to enhance the quality of their HR function. © 1999 John Wiley & Sons, Inc.     

Subterranean Commodification: Informal Housing and the Legalization of Basement Suites in Vancouver from 1928 to 2009

This article draws on Margaret Radin's theorization of ‘contested commodities' to explore the process whereby informal housing becomes formalized while also being shaped by legal regulation. In seeking to move once‐informal housing into the domain of official legality, cities can seldom rely on a simple legal framework of private‐law principles of property and contract. Instead, they face complex trade‐offs between providing basic needs and affordability and meeting public‐law norms around living standards, traditional neighbourhood feel and the environment. This article highlights these issues through an examination of the uneven process of legal formalization of basement apartments in Vancouver, Canada. We chose a lengthy period—from 1928 to 2009—to explore how basement apartments became a vital source of housing often at odds with city planning that has long favoured a low‐density residential built form. We suggest that Radin's theoretical account makes it possible to link legalization and official market construction with two questions: whether to permit commodification and how to permit commodification. Real‐world commodification processes—including legal sanction—reflect hybridization, pragmatic decision making and regulatory compromise. The resolution of questions concerning how to legalize commodification are also intertwined with processes of market expansion.     

An exploratory study of gender in project management: Interrelationships with role,location, technology,and project cost

This study explores whether gender differences in project managers are related to gender differences in their team members. Gender differences are explored in the context of project managers' and team members' location to one another, the project team's use of technology, and the cost and size of the project teams. Using log‐linear analysis of 563 project team members' responses, several significant findings are reported—including the likelihood of same‐gender project manager and team member dyads as well as gender differences in project contextual factors. Implications for organizational and project management researchers and decision makers conclude the article.     

The role of project management maturity and organizational culture in perceived performance

This study investigates whether project management maturity (PMM) relates to perceived organizational performance and how an organization's cultural orientation is a contributing factor. Perceived organizational performance is defined as project effectiveness and efficiency followed by resulting business performance. A survey‐based research was conducted with 86 project professionals from various U.S. service and manufacturing organizations. The study revealed that PMM is significantly related to business performance but not to project performance. Furthermore, while clan organizational culture is a sole contributing factor for project and business performances, PMM interacts with market culture in improving business performance. This study shows that in order to deal with project time, budget, and expectations issues, an organizational culture change toward sharing, collaboration, and empowerment is a must. Furthermore, an increasing project management maturity along with a results‐oriented organizational culture improves an organization's competitiveness, resulting in cost savings and increased sales. PMM efforts are therefore crucial. PMM accompanied by an understanding of cultural orientation is a best strategy for today's project‐based organizations.     

Exploring the link between organizational values and human resource certification

We contribute to the discussion of human resource (HR) certification by identifying organizational values as a key antecedent to (1) an organization's use of HR certification and (2) whether organizational members choose to pursue HR certification. Building on research which has looked at the influence of organizational values on the behavior and attitudes of the organization and its employees, we propose that key organizational values will influence the extent to which an organization and its members value HR certification. Specifically, we explore the relationship between the organizational values of innovation, people orientation, and stability and the extent to which an organization uses HR certification for selection purposes. In addition, we propose that these key organizational values will also influence whether the organization's members pursue HR certification. Exploring the link between key organizational values and HR certification is critical to our understanding of an organization's HR practices and the behavior of its employees. By taking a more organization focused perspective, we highlight the top-down effects of organizational values on the value of HR certification and call for additional research on the antecedents of the value of HR certification.     

How Subordinate Financialization Shapes Urban Development: The Rise and Fall of Warsaw's Służewiec Business District

This article studies the development of Warsaw's S?u?ewiec neighbourhood, Poland's largest business district, as a case of real estate financialization. We argue that the neighbourhood's chaotic ‘de‐contextualized’ growth was shaped by Poland's semi‐peripheral position in the global economy on the one hand—enabling a process of subordinate financialization—and legacies of state socialism on the other. In so doing, we mobilize research on peripheral financialization and global economic hierarchies, and studies of post‐socialism to enhance debates about real estate financialization. Commercial real estate—and office development in particular—is a crucial domain in which contemporary core–periphery structures are produced and negotiated. A key function of subordinate financialization is to absorb globally mobile capital—the product of financialization in the core. The case of S?u?ewiec shows that only by considering the interplay of global hierarchies (Poland's position as capital absorbent), local dynamics (fragmented urban development, which was characterized by competition among these unequal municipalities, with local growth coalitions in some municipalities, but not in others) and specific historical legacies (Warsaw's socialist‐time functional organization and its transformation, which weakened the city) can we fully understand the specific dynamics that shape real estate financialization in different places.     

Lisbon After the Crisis: From Credit‐fuelled Suburbanization to Tourist‐driven Gentrification

This article examines Lisbon's post‐crisis transition from a once dominant process of suburban expansion enabled by abundant credit to one of ongoing gentrification of its historic centre. In my research, I draw on quantitative and qualitative data to illustrate the remarkable growth of the metropolitan area's population and dwelling stock until the global financial crisis—which affected the Portuguese economy in the course of a process of financialization that relied heavily on the housing industry—and the intensity of urban rehabilitation in subsequent years. However, there is evidence that the latter has not halted nor reduced the loss of long‐term residents in the historic centre, as tourists and other international gentrifiers occupy the upgraded dwelling stock amid an escalation of house prices and rents. The specific contribution of this research lies in the link that it establishes between Lisbon's ongoing process of inner‐city gentrification and the lack of suburban expansion after 2007. By showing that the credit crunch triggered a shift in the geographic location of real‐estate capital that materialized in a new urban development model, this research adds an empirical layer to the study of the spatial effects of the crisis and contributes to the literature on the subsequent restructuring of southern European housing markets.     

Metrics: HRM's Holy Grail? A New Zealand case study

What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long‐term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business.     

Employee retention: The secrets behind Wal‐Mart's successful hiring policies

One of the major concerns of any corporation, particularly a high‐growth business, is employee retention. Without minimizing the importance of roles such as compliance, diversity, compensation, and benefits, if the basic exercise of getting, keeping, and growing a company's talent is done well, the other HR functions will reflect this excellence. This article demonstrates Wal‐Mart's exceptional program for obtaining and retaining its employees and helping them grow within the company. © 2005 Wiley Periodicals, Inc.     

How HR measures support risk management: The Deutsche bank example

Are there concrete examples of how the “soft” HR factors can be made tangible and, what's more, meaningful to the business? In this article we give an answer to this frequently asked question. We show how Deutsche Bank's HR function consistently developed the range of employee surveying instruments to become pivotal to the Group's success. This is part of a wider effort in recent years to achieve a change of direction for the HR function, making it a strategic partner to the business. © 2002 Wiley Periodicals, Inc.     

Overview: Strategic human resource management in five leading firms

This article synthesizes findings from five case studies conducted in firms known to be leaders in the management of people. We drew three broad conclusions:

• 1 The foundation of a value‐added HR function is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief;
• 2 A value‐added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers, and delivery of these services at the lowest possible cost; and
• 3 A value‐added HR function requires HR managers that understand the human capital implications of business problems and can access or modify the HR system to solve those problems.

© 1999 John Wiley & Sons, Inc.     

The changing face of HRM: in search of balance

Current models of HRM suggest that expectations about HR roles are changing as organisations are striving to make the HR function leaner and more ‘strategic’. In our article we explore the changing roles of HRM as they are perceived by different stakeholder groups within the HR profession through the medium of a study examining the diffusion of the concept of ‘the thinking performer’ launched by the Chartered Institute of Personnel and Development in 2002. We explain how the concept of business partnering dominates respondents' talk about HR policy and practice and raise questions about the impact of this in terms of HRM's relationship with employees, employee well‐being and the career paths of HR professionals. We argue that the profession needs to reflect seriously on the consequences of a dominant business/strategic partner framing of HR work, which fails to address the duality that has historically always been inherent in HR practice. We conclude that there is a need for a more balanced HR agenda addressing human and economic concerns in current and future models of HRM.     

A framework for strategic decision making and performance among Chinese managers

This study develops an integrative model that explains the relationship between Chinese culture, managers' strategic decision making (SDM) processes, and organizational performance. For the study 1200 participants were randomly selected from a business club's company register, resulting in 204 valid respondents. The results highlighted two significant SDM paths used by managers: (1) the cognitive-speed path, which suggested that Overseas Chinese managers (the Chinese who live outside of Mainland China) focus on the big picture, draw analogies from past experiences, and use extensive networks to reduce the duration of the decision process; and (2) the social-political path which shows that Overseas Chinese managers focus on collective interests, strive to maintain harmony, and to save face while using a collaborative style to handle conflict; this approach reduces dysfunctional political behavior, while reinforcing the decision team's focus on common goals. From these results we concluded that a speedier decision making process (based on intuition, experience, and networks) accompanied by the appropriate use of political behavior (that created harmony, through a hierarchical structure, during conflict management) in the Overseas Chinese managers' strategic decision making process could positively influence organizational performance.     

The British Home Stores pension scheme: privatised looting?

On entering administration, British Home Stores owed its pension scheme £571 million—a significant employment relations issue of historical wage theft by investor–owner managers. The article locates ‘lawful’ looting of business assets in a framework that builds on Ackerlof and Romer's theory of bankruptcy for profit and connects this to an empirical narrative on business re‐structuring at British Home Stores towards administration.     

Strategic alliances,organizational learning,and competitive advantage: The HRM agenda

In the context of strategic alliances that involve competitive collaboration, the competitive advantage of a firm can be protected only through its capability to accumulate invisible assets by a carefully planned and executed process of organizational learning. As this process is embedded in people, many of the necessary capabilities are closely linked to HRM strategies and practice. The article advocates that the transformation of the HR system to support the process of organizational learning is the key strategic task facing the HR function in firms engaged in international cooperative ventures.     

Evolution and current status of university HR programs

Current‐day university human resource educational programs had their beginnings in the late 1910s and early 1920s when textbooks and courses in personnel management first appeared, an event that occurred in tandem with the emergence of personnel management/industrial relations as a new functional area of business practice. Over the next eight decades, both the practice of HR management and the university programs that train people for it have evolved and grown in a number of important and interesting ways. This article provides a brief overview of this evolution in university HR education, summarizes the structure and curriculum of contemporary HR degree programs, and briefly describes the strengths and weaknesses of HR management as an intellectual subject area. © 1999 John Wiley & Sons, Inc.