Human Resource Management 1999

Overview: Strategic human resource management in five leading firms

Brian E. Becker^1,2; Mark A. Huselid^3,4

¹ Henry Viscardi School · ² University at Buffalo, State University of New York · ³ Rutgers, The State University of New Jersey · ⁴ Rutgers Sexual and Reproductive Health and Rights

Abstract

This article synthesizes findings from five case studies conducted in firms known to be leaders in the management of people. We drew three broad conclusions: 1 The foundation of a value-added HR function is a business strategy that relies on people as a source of competitive advantage and a management culture that embraces that belief; 2 A value-added HR function will be characterized by operational excellence, a focus on client service for individual employees and managers, and delivery of these services at the lowest possible cost; and 3 A value-added HR function requires HR managers that understand the human capital implications of business problems and can access or modify the HR system to solve those problems.

DOI

10.1002/(sici)1099-050x(199924)38:4<287::aid-hrm2>3.0.co;2-l

Sources

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APA 7 MLA 9 Chicago (author–date) Harvard Elsevier Harvard (JFE, JBF…) The Accounting Review Academy of Management American Marketing Association INFORMS (Management Science) Copy citation Copied ✓