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Overview: Strategic human resource management in five leading firms
Author(s) -
Becker Brian E,
Huselid Mark A
Publication year - 1999
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199924)38:4<287::aid-hrm2>3.0.co;2-l
Subject(s) - operational excellence , business , function (biology) , human resource management , excellence , competitive advantage , value (mathematics) , human resources , service (business) , human capital , line management , strategic management , marketing , knowledge management , process management , operations management , management , economics , computer science , evolutionary biology , machine learning , political science , law , biology , economic growth
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.