| Title | Human Resource Management in the Knowledge Economy |
| ShortDescription | In the knowledge-based economy of the 21st century, the role and function of human resources (HR) is changing. This book shows how HR managers can respond to this change. |
| LongDescription | In the knowledge-based economy of the 21st century, employers must harness the insight and creativity of their workers to compete in the global marketplace. In Human Resource Management in the Knowledge Economy, Mark Lengnick-Hall and Cynthia Lengnick-Hall say that, just as the nature of doing business is evolving, so too is the role of human resource managers. "Although many familiar HRM (human resources management) activities are necessary, they are increasingly distant from a firm's direct value-creating processes," write the Lengnick-Halls, both professors at the University of Texas in San Antonio. Human resources (HR) must break free from its bureaucratic past and focus on keeping the best minds and thinkers engaged. The authors identify four new roles human resource practitioners should adopt. The first role is that of a human capital steward. HR has long understood human capital to be the collective knowledge, skills and abilities of an organization's workers. But the role of steward of these resources is a new one. Unlike raw materials or equipment, capital cannot be simply bought and used. Human capital must be contributed by the employee voluntarily and the role of HR is to create an atmosphere in which employees can contribute their skills, ideas and energy. This is achieved by facilitating employees without controlling them. The second is that of knowledge facilitator. In this role, HR helps the organization to acquire and disseminate knowledge and use it to create a competitive advantage. Transforming tacit knowledge into explicit knowledge can help build employee skills, competencies and careers. This transformation comes about when knowledge sharing is valued and teaching must become part of everyone's job. The third role is that of the relationship builder. HR must facilitate cross-functional teamwork. "HRM must build networks and shared people communities around the strategic objectives of the business to ensure competitiveness," the authors write. The fourth role is that of a rapid deployment specialist. The global economy moves quickly, requiring HR to anticipate and implement any staffing adjustments that evolving markets and business strategies will require. This will necessitate a versatile, flexible HR architecture. In Human Resource Management in the Knowledge Economy, the Lengnick-Halls acknowledge that adopting a new approach to HR is a formidable challenge. It requires, "a new focus on building strategic capability," they write, "and on managing new roles that expand the methods and process of human resource management." |
| SourceAuthor | koehler, Berrett |
| Reference | ISBN: 1-57675-159-7 |
| Organization | Society for Human Resource Management; Gale Group |
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http://findarticles.com/p/articles/mi_m3495/is_4_48/ai_100243430/
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