论文信息 - A diagnostic framework for building HR capability in organizations

A diagnostic framework for building HR capability in organizations

This paper examines some of the key factors that influence the impact of strategic HRM on organizational capability and performance. Particular attention is given to the factors that contribute towards the increasingly important capability of attracting and keeping talent in organizations and the practical implications of these factors for the way in which human talent is managed in knowledge-intense firms. The questions addressed here are: What are the key factors that increase organizational capability to get and keep the right types of people? How can these factors be managed in order to create and sustain competitive advantage? What are the implications for the HR strategy and effective people management? Copyright © 2006 John Wiley & Sons, Ltd.

Jean M. Hiltrop | J. Hiltrop

[1] S. Jackson,et al. Linking Competitive Strategies with Human Resource Management Practices , 1987 .

[2] Arie P. de Geus,et al. The Living Company , 1997 .

[3] R. E. Miles,et al. Designing strategic human resources systems , 1984 .

[4] L. Gratton,et al. Living Strategy: Putting People at the Heart of Corporate Purpose , 2000 .

[5] David Ulrich,et al. Organizational Capability: Competing from the Inside Out , 1990 .

[6] Mary Anne Devanna,et al. Strategic Human Resource Management , 1984 .

[7] Paul Sparrow,et al. European human resource management in transition , 1995 .

[8] David Ulrich,et al. The HR Value Proposition , 2005 .

[9] J. Pfeffer. Competitive Advantage Through People , 1994 .

[10] Brian E. Becker,et al. The HR Scorecard: Linking People, Strategy, and Performance , 2001 .

[11] Jean M. Hiltrop,et al. Creating HR capability in high performance organizations , 2005 .

[12] Mark A. Huselid. The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .