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Positioning human resource as a value‐adding function: The case of rockwell international
Author(s) -
Galbraith Jay
Publication year - 1992
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/hrm.3930310402
Subject(s) - corporation , diversification (marketing strategy) , human resources , value (mathematics) , business , rockwell scale , resource (disambiguation) , function (biology) , management , corporate social responsibility , human resource management , business model , economics , marketing , public relations , computer science , finance , political science , computer network , materials science , machine learning , evolutionary biology , composite material , biology
One of the biggest challenges facing multibusiness corporations is to add value to the businesses that they own. Diversification by itself is no longer seen as a value to share‐holders or to the businesses. This article presents a description of how a diverse corporation, Rockwell International, is trying to add value to its businesses. The corporate office and the Human Resources (HR) function are singled out for their roles in leading this effort at Rockwell. The first section of the article describes the value‐adding corporation as a type of corporation that is u combination of the classical divisionalized structure and the holding company model. Next Rockwell lnternational and its new CEO, Don Beall, are presented and discussed; the strategy used is also described. The Human Resources Strategy that complements the business strategy is then identified. Thefinal section describes the role of the human resource function itself. © 1993 by John Wiley & Sons, Inc.