Implementing strategies for human resources

Zabriskie, Noel B.; Huellmantel, Alan B.

doi:10.1016/0024-6301(89)90125-8

Cited by 8 publications

(3 citation statements)

References 1 publication

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“…Se observa cómo a partir de este enfoque se puede considerar la dirección estratégica de recursos humanos como un proceso complejo que es necesario plasmar en una metodología. Para que dicho proceso pueda ser realizado con éxito y se ajuste a la estrategia corporativa de la empresa, es recomendable que el responsable de recursos humanos sea un miembro regular de los comités de planificación corporativa y de negocio, así como de los equipos de planificación de cada unidad estratégica de negocio (ZABRISKIE y HUELLMANTEL, 1989).…”

Section: Implantación De Las Estrategiasunclassified

El enfoque estratégico en la dirección de recursos humanos

Sastre Castillo,

Aguilar Pastor

2000

RTSS

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Accésit Premio Estudios Financieros 1999 En este trabajo se ponen de manifiesto las distintas aproximaciones metodológicas al estudio de la dirección estratégica de recursos humanos (DERH) y se presenta un esquema válido para clasificar los trabajos existentes en esta área. En este sentido, a partir de la revisión de la literatura realizada, se identifican tres enfoques en los que se pueden encuadrar las aportaciones de los distintos autores. En los trabajos clasificados en el primero de los enfoques, el económico, el objetivo de la DERH es definir las prácticas que le son propias de forma que apoyen la creación y desarrollo del capital humano considerado como una fuente potencial de ventaja competitiva. Por su parte, los trabajos enmarcados en el enfoque del proceso consideran que la función de la DERH debe ser la de establecer y aplicar una metodología para la formulación e implantación de una estrategia de recursos humanos que permita alcanzar los objetivos de la organización. Por último, los trabajos enmarcados en el enfoque del ajuste consideran de vital importancia que la DERH consiga alinear las dimensiones de los recursos humanos con la estrategia en sus distintos niveles.

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Section: Implantación De Las Estrategiasunclassified

El enfoque estratégico en la dirección de recursos humanos

Sastre Castillo,

Aguilar Pastor

2000

RTSS

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“…Rather these help create horizontal linkages and synergies within a traditional vertical structure. Zabriskie and Huellmantel (1989) discussed the way that many organizations were converting their planning structure to the strategic business unit (SBU) concept for gathering their strategic information. To successfully develop the right information, strategic planning must have inputs from both the corporate managers and the SBUs' planners.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategic planning, risk‐taking and reward systems for managers in multi‐divisional companies ‐ an empirical study

Sirpal

1998

Marketing Intelligence &Amp; Planning

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Every year, new development projects are recommended to be undertaken by various divisional management to corporate management in different multi‐divisional companies. The corporate managements in such companies face a challenging task of understanding and approving these projects. Moreover, divisions’ performance in a particular year may depend upon the short‐term outcome of such projects. Divisional managers may avoid undertaking new projects, especially those with low probabilities of success, but with extremely high rewards, if successful. Thus, risk‐taking attitudes among divisional managers may be affected in such companies. This paper examines these issues. The results were compiled after surveying 30 multidivisional companies in various industries. Results highlight the various strategic decisions found being conducted at the head office level vs divisional level of such companies. Most of the companies were found to place moderate to fairly strong emphasis on a division’s past performance while evaluating the division’s current year performance. The results highlight project failure allowance, type of reward systems used, and corresponding risk‐taking attitude among divisional managers in such companies.

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“…These measures are additional to ROI which focuses only on the higher near-term revenues, heightened awareness of cash management, and cost-sensitive procurement and material management practices. Zabriskie and Huellmantel (1989) indicated that many organizations were converting their planning structure to the strategic business unit (SBU) concept for gathering their strategic information. To develop the right information successfully, strategic planning must have inputs from both the corporate managers and the SBUs' planners.…”

Section: Literature Reviewmentioning

confidence: 99%

Strategy formulation and divisional performance judgement in companies

Sirpal

1995

Marketing Intelligence &Amp; Planning

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Examines strategic planning process in relation to a selection of new projects in various divisions of multidivisional companies among different industries in Singapore. Studies and analyses topics such as types of yardstick used by management for selection of such projects, acceptable level of profits and manner for setting profit goals for various divisions, and the corresponding performance judgements on those divisions by such companies. Results highlight the various strategic decisions conducted at head office level as opposed to divisional level. Results also indicate that satisfaction of corporate goals with no inter‐divisional comparison is the most important criterion for performance judgement of the various divisions in such companies. Also highlights the prime methods employed by such companies for evaluating future profitability.

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Implementing strategies for human resources

Cited by 8 publications

References 1 publication

El enfoque estratégico en la dirección de recursos humanos

El enfoque estratégico en la dirección de recursos humanos

Strategic planning, risk‐taking and reward systems for managers in multi‐divisional companies ‐ an empirical study

Strategy formulation and divisional performance judgement in companies

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