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Re-inventing Human Resources: Changing Roles to Create the High Performance Organization

Re-inventing Human Resources: Changing Roles to Create the High Performance Organization


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About the Book

This text gives advice on reinventing the human resources (HR) function to help create a high-performing organization, reduce costs, automate processes, improve communications, and improve levels of customer satisfaction, both internally and externally. It also shows how to measure both the effectiveness of the HR function itself as well as the effectiveness of employees in the business. Each chapter addresses specific emerging issues, provides tools and steps to create a plan for change, discusses how to maintain the area effectively, and includes case studies of companies that have successfully made changes to HR's role and processes. The text also features interviews with CEOs/Presidents and Vice-Presidents of HR in Canada and the US.

Table of Contents:
Acknowledgements Introduction Contributors PART 1: SENIOR EXECUTIVES ON THE ROLE OF HR IN TODAY'S ORGANIZATIONS Chapter 1: Human Resources in the Changing World by Margaret Butteriss PART 2: THE CHANGING ROLE OF HUMAN RESOURCES Chapter 2: The Changing Role of the Human Resources Function by Margaret Butteriss Appendix A: Human Resources Competencies Chapter 3: The Contribution of Human Resources to Change Management: A Case Study of KPMG Canada by Margaret Butteriss Chapter 4: Measuring Human Resources Effectiveness by Larry Morden Chapter 5: Redefining and Restructuring the Human Resources Function: A Case Study by Margaret Butteriss PART 3: MANAGING CHANGE Chapter 6: Moving from Machine to Network: A Practical Guide for Changing Our Organizational Metaphor by Robert Paterson Chapter 7: Effective Change Management by Sherrill Burns Chapter 8: Changing and Re-engineering the Information Systems at Nortel: An HR Case Study by Margaret Butteriss with material from Jan Graydon, Senior Manager, Change Management Chapter 9: Building Teamwork in a Unionized Workplace: A Case Study of Change at Noranda Inc.'s CCR Refinery by Margaret Butteriss PART 4: HUMAN RESOURCES SYSTEMS AND PROCESSES TO CREATE THE HIGH-PERFORMANCE ORGANIZATION Chapter 10: Executive Leadership Development by Nancie Evans Chapter 11: Escaping the Performance Management Trap by Anne Stephen and Tony Roithmayr Chapter 12: Achieving Strategy Through People: Integrated Competency-Based Human Resources Management by Rick Lash and Mark Jackson Chapter 13: Developing a Compensation Strategy by John Lewis Chapter 14: Paying for Competencies that Drive Organizational Success: The HB Group Insurance Story by Ellie Maggio Index

About the Author :
About the Editor Margaret Butteriss is a management consultant with over twenty years'' experience in organization effectiveness and human resource management. She manages her own consulting business which assists senior management teams to align their organizations and processes with business goals and strategy. Her clients include Fidelity Investments Canada Limited, Loblaw Companies Limited, and Nortel. Prior to setting up her own business, Margaret held senior human resource and organization effectiveness positions with Shell International in the U.K., Shell Canada, and Ontario Hydro. She has a B.Sc. (Econ) and a M.Sc. (Econ) from the U.K. and is the author of two other books, Job Enrichment and Employee Participation (Institute of Personnel Management U.K.) and New Management Tools (Prentice Hall Inc.).


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Product Details
  • ISBN-13: 9780471642473
  • Publisher: John Wiley and Sons Ltd
  • Publisher Imprint: John Wiley and Sons
  • Height: 235 mm
  • Returnable: N
  • Weight: 611 gr
  • ISBN-10: 0471642479
  • Publisher Date: 22 Jul 1998
  • Binding: Hardback
  • Language: English
  • Sub Title: Changing Roles to Create the High Performance Organization
  • Width: 160 mm


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Re-inventing Human Resources: Changing Roles to Create the High Performance Organization
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