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Product Description
Sixty-three stellar academics, consultants, and practitioners look at the future of human resources
The follow-up to the bestselling Tomorrow's HR Management (0-471-19714-9), this book presents an international panel of expert contributors who offer their views on the state of HR and what to expect in the future. Topics covered include HR as a decision science, understanding and managing people, creating and adapting organizational culture, the effects of globalization, collaborative ventures, and investing in the next generation. Like its bestselling predecessor before it, The Future of Human Resource Management offers the very best thinking on the future of HR from the most respected leaders in the field.
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Average Customer Review:
0 of 0 people found the following review helpful:
 Future of Human Resources, 2008-03-25
A lot of authors (64), touch an important range of HR issues. Every chapter provides tips and advise on how can we face each HR issue, adding value to the organization.
0 of 0 people found the following review helpful:
 Business Imperative/Business Critical, 2007-07-12
If you are interested in the critical issues facing Human Resources today and business leadership in general, this text is a must. This book is for the HR practitioner and corporate leaders. The strategic business partner role is the future of Human Resources as the tactical and transactional basics of HR are either being exported outside of HR departments or outsourced. The HR role today is business focused, business critical and business imperative. All the critical isses facing HR are discussed in this anthology - from the strategic national issues, regional issues and globalization. I highly recommend. I also recommend the first addition of this series "Tomorrow's HR Management: 48 Thought Leaders Call For Change." Thanks Amazon for bringing both books to my attention.
TW
1 of 1 people found the following review helpful:
 Practice lags behind theory as usual, 2007-06-01
The first section of this book was interesting, but it was not an example of what was to come. Many of the practitioner/authors made it clear that actual practice lags behind the available body of knowledge. The usual development of jargon, charts and soft salable materials seem to still dominate actual practice. Many less than expert consultants want to make money and the HR practitioners want to bring in consultants that will make them look good. No wonder the title "consultant" has such a poor connotation Not much has changed in the past 30 years.
Many of the personnnel practices including recruiting, selection, retention, etc. have been written about for years and little is added here. Employee assessment was briefly mentioned, but the development of assessment centers that would measure results was not discussed at any length. Human Resource Accounting by Likert should have had much more explanation. The discussion of Power without differentiating power from authority was pretty weak.
People thinking about this book might ought to first read works by Rensis Likert, K. Lewin, Maslow and other leaders in Organizational Behavior. Experts in this field should be real experts and not just feel good marketers.
2 of 2 people found the following review helpful:
The Future of Human Resource Management by Ulrich et al., 2006-07-10
The authors describe human resource management as both an art and
a science. It is an art because we are required to motivate,
build alliances, assume new roles, adopt to the corporate culture
and collaborate on mutually beneficial ventures.
Human Resource management issues range from functional experience
to talent management in an organization. An HR advisor is
knowledgable on core competencies . Generally, such a team member
is trusted by superiors to provide the talent necessary to
accomplish corporate goals. Often, it is necessary to adapt the
corporate culture to take full advantage of business conditions.
Employees must focus on building markets of customers locally
and globally. This task requires both new skills and a considerable technical analysis. The HR management process
is a science in that there are reams of statistical data to
sort and interpret for senior management, customers and governmental units at every level.
This work is a good primer for the Human Resource function in
an organization both large and small.
3 of 3 people found the following review helpful:
The Future Role of HR Function, 2006-03-15
While HR literature is replete with threats of redundancy for HR department due to variegated reasons, the book is optimistic that HR will continue to grow and play a critical role as a strategic business partner and leader in attracting and retaining talent. It has examined the trends and challenges that will define the future of HR. One of the biggest strengths of this book is its unity in diversity i.e. despite some 45 chapters expressing different perspectives, it goes remarkably well as a coherent whole. That reflects very astute editing. The book succeeds well in identifying the strategic HR themes for the morrow that HR professionals would have to master and nurture in order to deliver value in the present turbulent times. No doubt, the book will prove to be of immense use in expounding an articulate understanding of the dimensions in which the HR interventions are heading.
The book is a fine addition to readings meant for management professionals and CEOs. The publication of such books has been labeled as the emergence of an era of "Heathrow Management Theory." It contains discussion on some of the most-talked-about themes in people management in which some of the best possible names in the HR profession have participated. It will be particularly appreciated by the busy practitioner and the graduate HR students who are tired of reading hard core researches while searching simple answers to some of the most intriguing HR questions. I must however add that since the book has considered the importance of India and China as markets for western goods and technology as also the emerging economies, a chapter each on the state of HR in these economies would have added tremendous value from the reader's point of view. That would have met the needs of a large number of big companies who are looking for operations in these countries. It is to be admitted that the realities of these economies are indeed not the same as those of the industrially-advanced world, and the new global manager would like to acquaint herself with the nuances of the prevailing practices in these new locales of entrepreneurial focus.
Debi S. Saini
MDI, Gurgaon, India.
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