Managing Value-Based Organizations

Managing Value-Based Organizations

It’s Not What You Think

New Horizons in Management series

Bruce Hoag and Cary L. Cooper

Managing Value-Based Organizations argues that those who fail to understand management history are destined to repeat it. Research has shown that despite the prodigious output of management books, managers still have little idea why there is so much change in the world of work or what they can do about it. Most, it seems, are still waiting for the dust to settle, expecting instead that in the near future they will be able to go back to doing things the way they have always done them.

Chapter 11: Implications for Human Resources Managers

Bruce Hoag and Cary L. Cooper

Subjects: business and management, organisational behaviour

Extract

Those who work in what is commonly referred to as human resources have the most difficult job in organizations today, if only because they bear the responsibility for creating and exchanging value in more dimensions than anyone else. Notwithstanding their usual roles as change agents, in which they have had to smooth ruffled feathers between employees and managers, or as training managers, through which they have had to supply workshops and courses to increase all manner of employee skills, they are regularly called upon to justify their very existence to senior decision makers. Suppose your boss took you aside one day and said, “We are conducting a salary review, and we have decided that as independent contractors, you and those in your human resources (HR) department should be paid according to the value you contribute to this organization.” How would you respond? If the activities in your department were carved up and devolved to the line managers, would the value of the HR activities you provide decrease as a result? The fact that many organizations1 have done just that suggests that for the most part it would not. There are many who work in HR today who prefer not to think about what they do in terms of the value they deliver. They believe that what they do for their organization has value, but few are able or willing to quantify it. This is because they still see themselves as employees of the organization. They have not understood...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information