Human Resource Management 1999

Strategic human resource management at Praxair

Barbara R Harris¹; Mark A. Huselid^2,3; Brian E. Becker^4,5

¹ Praxair · ² Rutgers, The State University of New Jersey · ³ Rutgers Sexual and Reproductive Health and Rights · ⁴ Henry Viscardi School · ⁵ University at Buffalo, State University of New York

Abstract

This article describes the human resource management system in place at Praxair. Key emphases of Praxair's HRM infrastructure include (1) competency development and performance-management processes and (2) team-based performance systems, which include four levels of measurement: company-wide, business-unit, cross-functional teams within business units, and special-initiative project teams. Key challenges for the future include (1) prioritization of choices in support of the firm's global growth initiatives, (2) employee development and new talent acquisition, (3) designing more effective methods to anticipate business needs and provide strong, proactive leadership, (4) accelerating leadership development and influencing adequate investment in education and development programs, and (5) designing and implementing effective methods to acquire new talent to support business strategies.

DOI

10.1002/(sici)1099-050x(199924)38:4<315::aid-hrm5>3.3.co;2-d

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 ✓