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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010022693 | HF5549 R45 1998 | Open Access Book | Book | Searching... |
Searching... | 30000004196808 | HF5549 R45 1998 | Open Access Book | Book | Searching... |
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Summary
Summary
This book gives HR and senior managers the information and tools necessary to do more with less, and to reinvent the HR function in order to truly add value and contribute as a business partner in today's high-performing organization.
Author Notes
About the Editor
Margaret Butteriss is a management consultant with over twenty years'' experience in organization effectiveness and human resource management. She manages her own consulting business which assists senior management teams to align their organizations and processes with business goals and strategy. Her clients include Fidelity Investments Canada Limited, Loblaw Companies Limited, and Nortel.
Prior to setting up her own business, Margaret held senior human resource and organization effectiveness positions with Shell International in the U.K., Shell Canada, and Ontario Hydro.
She has a B.Sc. (Econ) and a M.Sc. (Econ) from the U.K. and is the author of two other books, Job Enrichment and Employee Participation (Institute of Personnel Management U.K.) and New Management Tools (Prentice Hall Inc.).
Table of Contents
| Acknowledgements |
| Introduction |
| Contributors |
| Part 1 Senior Executives on The Role of HR in Today's Organizations |
| Chapter 1 Human Resources in the Changing WorldMargaret Butteriss |
| Part 2 The Changing Role of Human Resources |
| Chapter 2 The Changing Role of the Human Resources FunctionMargaret Butteriss |
| Appendix A Human Resources Competencies |
| Chapter 3 The Contribution of Human Resources to Change Management: A Case Study of KPMG CanadaMargaret Butteriss |
| Chapter 4 Measuring Human Resources EffectivenessLarry Morden |
| Chapter 5 Redefining and Restructuring the Human Resources Function: A Case StudyMargaret Butteriss |
| Part 3 Managing Change |
| Chapter 6 Moving from Machine to Network: A Practical Guide for Changing Our Organizational MetaphorRobert Paterson |
| Chapter 7 Effective Change ManagementSherrill Burns |
| Chapter 8 Changing and Re-engineering the Information Systems at Nortel: An HR Case StudyMargaret Butteriss |
| Chapter 9 Building Teamwork in a Unionized Workplace: A Case Study of Change at Noranda Inc.'s CCR RefineryMargaret Butteriss |
| Part 4 Human Resources Systems and Processes to Create The High-Performance Organization |
| Chapter 10 Executive Leadership DevelopmentNancie Evans |
| Chapter 11 Escaping the Performance Management TrapAnne Stephen and Tony Roithmayr |
| Chapter 12 Achieving Strategy Through People: Integrated Competency-Based Human Resources ManagementRick Lash and Mark Jackson |
| Chapter 13 Developing a Compensation StrategyJohn Lewis |
| Chapter 14 Paying for Competencies that Drive Organizational Success: The HB Group Insurance StoryEllie Maggio |
| Index |
