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

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

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

A systematic review of weight-related communication trainings for physicians: What do we know and how can we inform future development of training programs?

It is reported that physicians lack training to address weight-related concerns with patients. To overcome this, training programs have been implemented in medical settings to prepare physicians to have conversations with patients. However, it is unclear the degree of consistency among existing training programs and factors associated with better outcomes. The objective of this study was to systematically review the existing literature in this area to determine differences in content, outcomes, and implementation of existing studies that test weight-related communication training programs for physicians. A systematic literature review of online databases including PubMed, PsycINFO, and Proquest was conducted with the assistance of a librarian. Search terms included: health communication, training, physician training, weight, and obesity. Studies were selected based on the following inclusion criteria: physicians are post-graduate medical doctors; trainings encompassed weight-related communication; and outcomes were tied to physician uptake of skills, knowledge, and self-efficacy, or patient-related outcomes. Two coders reviewed studies using detailed inclusion criteria. Disagreements were resolved by consensus among authors. Half of studies assessed outcomes in both patients and physicians. Trainings including motivational interviewing (MI) assessing patient outcomes found increases in patient knowledge, satisfaction, motivation, and weight loss, respectively. Whereas, non-MI trainings assessing patient outcomes found an increase in patient weight loss, confidence and motivation, or no changes in patient outcomes. This review was the first to examine programs aimed to teach physicians to communicate with patients about weight. Future studies should examine the effect of physician communication on BMI.https://scholarscompass.vcu.edu/gradposters/1025/thumbnail.jp

A Resource-Based View Of International Human Resources: Toward A Framework of Integrative and Creative Capabilities

Drawing on organizational learning and MNC perspectives, we extend the resource-based view to address how international human resource management provides sustainable competitive advantage. We develop a framework that emphasizes and extends traditional assumptions of the resource-based view by identifying the learning capabilities necessary for a complex and changing global environment. These capabilities address how MNCs might both create new HR practices in response to local environments and integrate existing HR practices from other parts of the firm (affiliates, regional headquarters, and global headquarters). In an effort to understand the nature of such capabilities, we discuss aspects of human capital, social capital, and organizational capital that might be linked to their development. Page

Current Approaches to HR Strategies: Inside-Out vs. Outside-In

In an effort to determine the best practices with regard to Human Resource (HR) strategies, we conducted interviews with HR executives knowledgeable about their HR strategies from 20 companies, and gathered archival materials such as the HR strategy documents from 9 of the companies. We found that the content, process, and evaluation of the HR strategies can each be classified as focusing primarily on the HR function, the people of the firm, or the business. We provide some examples of ways that firms can move from an HR focused to a business-focused HR strategy