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Human resources and labor relations

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Key competencies for a transformed human resource organization: results of a field study

Article Abstract:

A field study was conducted to determine the changes in staff competency requirements that accompany human resource organization transformations. A unique future-oriented, role-focused methodology was used to analyze data which were obtained from a single firm, specifically the Eastman Kodak Co. The result was an HR competency model with three components: core competencies, leverage competencies and role competencies. The 11 core competencies are grouped into three clusters: personal integrity, ambition and drive, and team skills. These should be evaluated in employee selection and employee development. The six leverage competencies are also applicable in employee selection and development but are more useful in particular role sets. The 23 role-specific competencies identified are beneficial for more detailed selection, placement, development and career management activities.

Author: Dyer, Lee, Blancero, Donna, Boroski, John
Publisher: John Wiley & Sons, Inc.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1996
Research, Human resource departments, Employee development, Job evaluation

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Human resource management innovations: determinants of their adoption and implementation

Article Abstract:

A human resource management innovation (HRMI) is a concept, initiative, practice or system associated with the HRM function that is new to the organization that embraces it. Based on previous studies, HRMI contributes to such functions as recruiting and selection, appraisal, training and development, rewards and benefits, organizational design, and communication. A proposed HRMI model suggests that its implementation depends on the power of an innovation champion, on organizational context, and on an interaction of champion power and organizational context. Three studies of HRMI implementation show that champion power does not determine the success of implementation if there is congruency between organizational context and the HRMI. On the other hand, champion power influences implementation success if context is not congruent with the HRMI.

Author: Wolfe, Richard A.
Publisher: John Wiley & Sons, Inc.
Publication Name: Human Resource Management
Subject: Human resources and labor relations
ISSN: 0090-4848
Year: 1995
Innovations, Human resource management

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