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Detailed Table of Contents--The Future of Human Resource Management

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Edited by Mike Losey, Sue Meisinger, and Dave Ulrich

2005, 400 pages, Hardcover

ISBN: 0471677914

SHRMStore Item #: 61.15001

Order from SHRMStore or call (800) 444-5006


Introduction. The Future of Human Resources (Michael Losey, Sue Meisinger, and Dave Ulrich)

Section I: Understanding and Managing People

Chapter 1. Will There Really Be a Labor Shortage? (Peter Cappelli)

Chapter 2. The Motivator’s Dilemma (James G. Clawson and Douglas S. Newburg) 

Chapter 3. Anticipating Change: Will There Be a Labor Shortage? (Michael Losey)

Chapter 4. Get, Keep, Grow (Coleman Peterson) 

Chapter 5. The New Employment Relationship versus the Mutual Investment Approach: Implications for Human Resource Management (Anne S. Tsui and Joshua B. Wu)

Section II: Invest in the Next Generation of Human Resource Professionalism

Chapter 6. The Future Human Resource Professional’s Career Model (Katherine Barclay and Thomas Thivierge)

Chapter 7. Human Resource Education: A Career-Long Commitment (Debra J. Cohen) 

Chapter 8. Life after Outsourcing: Lessons Learned and the Role of Human Resources as a Strategic Business Partner (Mirian M. Graddick-Weir)

Chapter 9. The Four Cs of the HR Profession: Being Competent, Curious, Courageous, and Caring about People (Susan R. Meisinger)

Chapter 10. Differentiation through People—How Can HR Move beyond Business Partner? (Geoff Armstrong)

Section III: Learn to Master and Play New Roles

Chapter 11. The Chief Integrative Leader: Moving to the Next Economy’s HR Leader (Bruce J. Avolio)

Chapter 12. From Business Partner to Driving Business Success: The Next Step in the Evolution of HR Management (Wayne F. Cascio)

Chapter 13. Workforce Diversity: A Global HR Topic That Has Arrived (J. T. (Ted) Childs Jr.)

Chapter 14. "Not Just Any Seat at the Table" (Steve Darien)

Chapter 15. What Distinguishes the Outstanding HR Executives from the Others (Bruce Ellig)

Chapter 16. Evolution and Revolution in the Twenty-First Century: Revolutionary New Rules for Organizations and Managing Human Resources (Russ Roberts and Paul Hirsch)

Chapter 17. From Human Resources Management to Organizational Effectiveness (Edward E. Lawler III)

Section IV: Discern, Create, and Adapt Culture to Business Conditions

Chapter 18. HR as a Strategic Partner: Culture Change as a Case Study (Ursula F. Fairbairn)

Chapter 19. Changing Mental Models: HR’s Most Important Task (Jeffrey Pfeffer)

Chapter 20. Building a Market-Focused Culture (Hayagreeva Rao and Robert D. Dewar)

Chapter 21. Branding from the Inside Out: HR’s Role as Brand Builder (Libby Sartain)

Chapter 22. The Winning Team: A Strategic Imperative (Lea Soupata)

Section V: Rethink Organizations as Capabilities, Not Structures

Chapter 23. Workforce Strategy: A Missing Link in HR’s Future Success (Richard W. Beatty and Craig Eric Schneier)

Chapter 24. Connecting Strategy and HR: Establishing a New Logic of Partnership (Gordon Hewitt)

Chapter 25. What Really Works? HR’s Role in Building the 4+2 Organization (William Joyce, Nitin Nohria, and Bruce Roberson)

Chapter 26. Human Resources’ New ROI: Return on Intangibles (Dave Ulrich and Norm Smallwood)

Chapter 27. In Pursuit of Marketplace Agility: Applying Precepts of Self-Organizing Systems to Optimize Human Resource Scalability (Lee Dyer and Jeff Ericksen)

Chapter 28. Creating the Capability for Collaborative Entrepreneurship: HR’s Role in the Development of a New Organizational Form (Raymond E. Miles, Grant Miles, and Charles D. Snow)

Chapter 29. Partner or Guardian? HR’s Challenge in Balancing Value and Values (Patrick M. Wright and Scott A. Snell)

Section VI: See HR as a Decision Science and Bring Discipline to It

Chapter 30. Science Explodes Human Capital Mythology (Jac Fitz-enz)

Chapter 31. Human Resource Accounting, Human Capital Management, and the Bottom Line (Eric G. Flamholtz)

Chapter 32. Improving Human Resources’ Analytical Literacy: Lessons from Moneyball (Mark A. Huselid and Brian E. Becker)

Chapter 33. The Dual Theory of Human Resource Management and Business Performance: Lessons for HR Executives (David Lewin)

Chapter 34. Talentship, Talent Segmentation, and Sustainability: A New HR Decision Science Paradigm for a New Strategy Definition (John W. Boudreau and Peter M. Ramstad)

Section VII: Create Mutually Collaborative Ventures

Chapter 35. Teamwork: The New Emphasis on Two-Sided Accountability (Samuel A. Culbert and Jean-François Coget)

Chapter 36. Managing Cooperatively within Organizations (Lynda Gratton)

Chapter 37. Power, the Last Corporate Taboo (Patricia Seemann)

Section VIII: Responding to Social Expectations and Public Policy and the Renewed Importance of Ethics

Chapter 38. A Challenge to HR: Building the Company’s External Dimension (Richard A. Beaumont)

Chapter 39. Leading Change: An Imperative of Leadership (Frances Hesselbein)

Chapter 40. When Ethics Calls the HR Helpline (Patricia J. Harned)

Section IX: Live Globally, Act Locally

Chapter 41. Global and Local Balance in Human Resources Leadership (John Hofmeister)

Chapter 42. Global HR as Competitive Advantage: Are We Ready? (Vladimir Pucik)

Chapter 43. A New Paradigm for HR: Dilemmas in Employing and Managing the Resourceful Human (Fons Trompenaars and Peter Woollimas)

Chapter 44. Counterintuitive Findings in International HRM Research and Practice: When Is a Best Practice Not Best for Practice? (Mary Ann Von Glinow, Ellen A. Drost, and Mary B. Teagarden)

Chapter 45. Becoming Business Partners in Chinese Firms: Challenges and Opportunities (Arthur Yeung)

Conclusion: Reality, Impact, and Professionalism (Michael R. Losey, Susan R. Meisinger, and Dave Ulrich)


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