People in the E-Business: New Challenges, New Solutions

[Excerpt] Human Resource Planning Society’s (HRPS) annual State of the Art/Practice (SOTA/P) study has become an integral contributor to HRPS’s mission of providing leading edge thinking to its members. Past efforts conducted in 1995, 1996, 1997, 1998, and 1999 have focused on identifying the issues on the horizon that will have a significant impact on the field of Human Resources (HR). This year, in a divergence from past practice, the SOTA/P effort aimed at developing a deeper understanding of one critical issue having a profound impact on organizations and HR, the rise of e-business. The rise of e-business has been both rapid and dramatic. One estimate puts the rate of adoption of the internet at 4,000 new users each hour (eMarketer, 1999) resulting in the expectation of 250 million people on line by the end of 2000, and 350 million by 2005 (Nua, 1999). E-commerce is expected to reach $1.3 trillion by 2003, and of that, 87 percent will go to the business to business (B2B) and 13 percent to the business to consumer (B2C) segments, respectively (Plumely, 2000)

Execution: the Critical “What’s Next?” in Strategic Human Resource Management

The Human Resource Planning Society’s 1999 State of the Art/Practice (SOTA/P) study was conducted by a virtual team of researchers who interviewed and surveyed 232 human resource and line executives, consultants, and academics worldwide. Looking three to five years ahead, the study probed four basic topics: (1) major emerging trends in external environments, (2) essential organizational capabilities, (3) critical people issues, and (4) the evolving role of the human resource function. This article briefly reports some of the study’s major findings, along with an implied action agenda – the “gotta do’s for the leading edge. Cutting through the complexity, the general tone is one of urgency emanating from the intersection of several underlying themes: the increasing fierceness of competition, the rapid and unrelenting pace of change, the imperatives of marketplace and thus organizational agility, and the corresponding need to buck prevailing trends by attracting and, especially, retaining and capturing the commitment of world-class talent. While it all adds up to a golden opportunity for human resource functions, there is a clear need to get to get on with it – to get better, faster, and smarter – or run the risk of being left in the proverbial dust. Execute or be executed

Capacity limitations of visual memory in two-interval comparison of Gabor arrays

The capacity of short-term visual memory (VSTM) was assessed in a two-interval spatial frequency (SF) discrimination task. The cued Gabor target in a multi-element array either increased or decreased in SF across a 2s interstimulus interval (ISI). Distracters as well as target were made to change across ISI so that memory of the individual SF of Gabor elements was required to solve the discrimination. The dynamics of the information loss from visual memory were analysed by manipulating the timing of spatial cues and masks. Cueing the target position before the first display gave thresholds comparable with those for a single Gabor patch. Cues placed after the first display gave higher thresholds indicating some loss of information. Within the ISI there was little increase in threshold or set size effect with cue delay. However there was a sharp rise in thresholds for cue positions after the second display. Gabor masks placed before a mid-ISI cue were more effective than noise masks or Gabor masks placed after the cue. With a cue placed late in the ISI, preceded by a Gabor mask, the masking effect decreased with increasing delay of the mask after the first display. This suggests a selective, dynamic but increasingly durable representation of the initial stimulus is built up in memory, and there is a graded form of “overwriting” of this representation by new stimuli