What really works: HR's role in building the 4 + 2 organization and an introduction to the case studies in the HR leadership forum
✍ Scribed by William Joyce
- Publisher
- John Wiley and Sons
- Year
- 2005
- Tongue
- English
- Weight
- 79 KB
- Volume
- 44
- Category
- Article
- ISSN
- 0090-4848
No coin nor oath required. For personal study only.
✦ Synopsis
What really works? For firms that are doing well, ensuring continued success is on everyone's mind. For a company in trouble, the challenges are even more critical. Many critical issues facing organizations today are human issues, and HR must lead in addressing these issues. Leading means building organizations that consistently and predictably outperform their competitors. But what are these organizations like, and how can HR professionals contribute?
Literally thousands of books and papers have been published attempting to answer these questions. And most have failed. We learn, too late, that many of the "excellent" companies are no longer excellent, that "best" practices are "worst" practices when used in different contexts, and that today's fad may be tomorrow's ticket to oblivion. What really works, consistently and predictably in different situations and industries, remained a mystery-until now.
In 1997, my coauthors-Nitin Nohria and Bruce Roberson-and I began a study to determine what would really work to obtain and ensure continued high levels of economic performance. There was some degree of hubris in our search for the answer to the question that has eluded management consultants, researchers, and authors for decades. But there also was the reassurance that we were going to approach the problem differently and in a manner that would be likely to really produce an