✦ LIBER ✦

Strategic human resource management at Lucent

✍ Scribed by Curtis R Artis; Brian E Becker; Mark A Huselid

Publisher: John Wiley and Sons
Year: 1999
Tongue: English
Weight: 151 KB
Volume: 38
Category: Article
ISSN: 0090-4848
DOI: 10.1002/(sici)1099-050x(199924)38:4<309::aid-hrm4>3.0.co;2-e

No coin nor oath required. For personal study only.

✦ Synopsis

Lucent's HR structure is organized around a client service model that focuses on the leaders in the major business units and the movement of as much of the HR infrastructure as possible to these business units. Key emphases include (1) HR operational excellence, (2) compensation and performance management that encourages employees to build a successful future with the firm, as well as to share in that success, and (3) building an operating style and culture that supports Lucent's mission and strategy. Key challenges for the future include (1) organizational renewal in a period of growth, (2) identifying and developing new HR competencies, (3) developing a unique HR structure to support the needs of HR at Bell Labs, and (4) effective labor relations in a rapidly changing industry.

📜 SIMILAR VOLUMES

Strategic human resource management at P

Strategic human resource management at Praxair

✍ Barbara R Harris; Mark A Huselid; Brian E Becker 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 152 KB 👁 1 views

This article describes the human resource management system in place at Praxair. Key emphases of Praxair's HRM infrastructure include (1) competency development and performance-management processes and (2) team-based performance systems, which include four levels of measurement: company-wide, busine

Strategic human resource management at Q

Strategic human resource management at Quantum

✍ Deborah Barber; Mark A Huselid; Brian E Becker 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 160 KB 👁 1 views

This article describes the HR Management system in place at Quantum. Key emphases of Quantum's HR management infrastructure include: (1) establishment and communication of the firm 's mission, vision, and values; (2) team-based product development and operations teams; (3) behaviorally based structu

Strategic human resource management at S

Strategic human resource management at Sears

✍ Steven P Kirn; Anthony J Rucci; Mark A Huselid; Brian E Becker 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 157 KB 👁 1 views

This article describes the HR Management System in place at Sears. Key emphases of Sears' HR management infrastructure include: (1) formulating and communicating a corporate mission, vision, and goals, (2) employee education and development through the Sears University, (3) performance management an

Strategic human resource management at H

Strategic human resource management at Herman Miller

✍ Rodney A McCowan; Ulli Bowen; Mark A Huselid; Brian E Becker 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 155 KB 👁 1 views

This article describes the Human Resource Management system in place at Herman Miller, Inc. (HMI). HMI's HR strategy is comprised of three primary goals: (1) building employee capabilities, (2) building employee commitment, and (3) improving the professional capabilities of the HR function itself. K

Overview: Strategic human resource manag

Overview: Strategic human resource management in five leading firms

✍ Brian E Becker; Mark A Huselid 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 227 KB 👁 1 views

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 manage

Who needs MBAs in HR? USC's strategic hu

Who needs MBAs in HR? USC's strategic human resource management MBA concentration

✍ Paul S. Adler; Edward E. Lawler III 📂 Article 📅 1999 🏛 John Wiley and Sons 🌐 English ⚖ 29 KB 👁 1 views

This article describes the MBA concentration in Strategic Human Resource Management offered by the Marshall School of Business at the University of Southern California. Very few MBA programs offer such a concentration. We discuss the genesis of USC's program, its rationale, and its components. Launc