SOTA 2004 Managing for Value(s) in a Commoditized World

Since its inception in 1995, Human Resource Planning Society’s State of the Art/Practice study has become an important way that the Society seeks to generate and disseminate information critical to effective HR strategy decision making. The study began as an effort to identify the major issues driving organizations and causing transformations in HR (Caimano, Canavan, & Hill, 1998; Ulrich & Eichinger, 1995; 1996; Wright, Dyer, & Takla, 1998). More recently, the SOTA/P has focused on drilling down more deeply to understand HR’s role in critical strategic issues such as e-business (Wright and Dyer, 1999) and using HR to build a customer-focused company (Overholt and Grannell, 2002). The 2004 SOTA/P returns to the original roots, and seeks to describe the competitive landscape, and the implications of these trends for HR

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed

Partner or Guardian? HR’s Challenge in Balancing Value and Values

[Excerpt] Is HR at a crossroad? A number of signs seem to be pointing that way. Increasingly HR executives are faced with a critical decision: Will they continue on their journey to be business leaders, , with full sway and equal influence in organizational decision making, or will they take the short-cut by sacrificing professional ethics and values for a seat at the table. This challenge is exemplified by the story of Delta Airlines

Study of magnetic annular plasma accelerator Summary report, 15 Apr. 1964 - 14 Jan. 1966

Magnetic annular arc for achieving high propulsive efficiencie

Evaluation and Management of Sleep Disorders in the Hand Surgery Patient.

Despite posing a significant public health threat, sleep disorders remain poorly understood and often underdiagnosed and mismanaged. Although sleep disorders are seemingly unrelated, hand surgeons should be mindful of these because numerous conditions of the upper extremity have known associations with sleep disturbances that can adversely affect patient function and satisfaction. In addition, patients with sleep disorders are at significantly higher risk for severe, even life-threatening medical comorbidities, further amplifying the role of hand surgeons in the recognition of this condition

Non-quantized Dirac monopoles and strings in the Berry phase of anisotropic spin systems

The Berry phase of an anisotropic spin system that is adiabatically rotated along a closed circuit C is investigated. It is shown that the Berry phase consists of two contributions: (i) a geometric contribution which can be interpreted as the flux through C of a non-quantized Dirac monopole, and (ii) a topological contribution which can be interpreted as the flux through C of a Dirac string carrying a non-quantized flux, i.e., a spin analogue of the Aharonov-Bohm effect. Various experimental consequences of this novel effect are discussed.Comment: 4 pages, 3 figures (RevTeX + eps); v2 (revised paper): 4 pages, 4 figure

Human Resources Strategy: The Era of Our Ways

The purpose of this chapter is to discuss some of the main features and trends in human resources (HR) strategy. Inasmuch as people are among the most important resources available to firms, one could argue that HR strategy should be central to any debate about how firms achieve competitive advantage. But this “people are our most important asset” argument is actually fairly hollow in light of the evidence. Far too many articles on HR start with this premise, but the reality is that organizations have historically not rested their fortunes on human resources. The HR function remains among the least influential in most organizations, and competitive strategies have not typically been based on the skills, capabilities, and behaviors of employees. In fact, as Snell, Youndt and Wright (1996:62) noted, in the past executives have typically tried to “take human resources out of the strategy equation--i.e., by substituting capital for labor where possible, and by designing hierarchical organizations that separate those who think from those who actually do the work.

The HR-Firm Performance Relationship: Can it be in the Mind of the Beholder?

This study examined whether respondents’ implicit theories of performance could impact their responses to surveys regarding HR practices and effectiveness. Senior Human Resource and Line Executives and MBA, graduate Engineering, and graduate HR students read scenarios of high and low performing firms and were asked to report on the prevalence of various HR practices and effectiveness of the HR function in each firm. Results indicated that all four groups of respondents held implicit theories that high performing firms were characterized by extensive HR practices and had highly effective HR functions relative to low performing firms. Subjects with substantial work experience reported greater differences between and high and low performing firms than did subjects with relatively little work experience. The implications of these results for research on the HR Practices – Firm Performance relationship are discussed

Collapse of the quantum correlation hierarchy links entropic uncertainty to entanglement creation

Quantum correlations have fundamental and technological interest, and hence many measures have been introduced to quantify them. Some hierarchical orderings of these measures have been established, e.g., discord is bigger than entanglement, and we present a class of bipartite states, called premeasurement states, for which several of these hierarchies collapse to a single value. Because premeasurement states are the kind of states produced when a system interacts with a measurement device, the hierarchy collapse implies that the uncertainty of an observable is quantitatively connected to the quantum correlations (entanglement, discord, etc.) produced when that observable is measured. This fascinating connection between uncertainty and quantum correlations leads to a reinterpretation of entropic formulations of the uncertainty principle, so-called entropic uncertainty relations, including ones that allow for quantum memory. These relations can be thought of as lower-bounds on the entanglement created when incompatible observables are measured. Hence, we find that entanglement creation exhibits complementarity, a concept that should encourage exploration into "entanglement complementarity relations".Comment: 19 pages, 2 figures. Added Figure 1 and various remarks to improve clarity of presentatio

The importance of collegiality and reciprocal learning in the professional development of beginning teachers

This paper discusses factors which enhance induction experiences for beginning teachers. It reports the findings from case studies which explore the impact of new entrants to the teaching profession in Scotland. The data suggest that the most supportive induction processes mix both formal and informal elements, but that the informal elements such as collegiality, good communication and a welcoming workplace environment should not be underestimated. The study also highlights the potential benefits of a more collegiate environment for teachers across the career phases. Experienced teachers and new entrants had a range of experience to offer each other, thus creating more cohesive professional working which was supportive of early career teachers while encouraging reflection on practice among the more experienced professionals