Resource List and Annotated Bibliography

Annotated Bibliography Annotated Bibliography for the Professional Challenge

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Annotated Bibliography

Annotated Bibliography for the Professional Challenge

U02a1 MBA 6241

Dell E. Gent

9/4/2000

This paper will provide the annotated bibliography for the professional challenge paper for the completion of MBA 6241 Section 101. This will be the initial research for the challenge and action plan. This annotated bibliography will provide sources, highlight practitioners, and conference proceedings in relation to the professional challenges.

Annotated Bibliography

1. Clardy, A. (2008). Policies for Managing the Training and Development Function: Lessons

From the Federal Government. Public Personnel Management, 37(1), 27-54. Retrieved from Business Source Complete database.

The administration of employee training resources is guided, in part, by laws and regulations. This is exemplified in the case studied here of federal employee training. After reviewing the literature on the use of human resources development(HRD) policies, the policy that guides the administration and delivery of training to the federal work force is described in terms of role requirements for various members of the HRD federal workforce, as well as in terms of specific policies across a variety of HRD practice areas. The practical effects and implications of using policy for HRD practice are considered. A generic list of HRD policies applicable to any employment setting, derived from the federal examples is provided. Future research directions are identified.

2. Graham, M., & Tarbell, L. (2006). The importance of the employee perspective in the

competency development of human resource professionals. Human Resource Management, 45(3), 337-355. Retrieved from Business Source Complete database.

Mary E. Graham explains in this article that it is possible to master the competencies of Human Resource Management and still underperform. According to the author, “This disconnect may occur because current competency work reflects the perspective of top management clients of human resources to the neglect of the employee perspective. In addition, competencies have become linked so tightly to firm outcomes that normative influences in competency development are lost.

1 the author makes a great correlation between upper management and the employee prespective.

3. Lopez-Cabrales, A., Pérez-Luño, A., & Cabrera, R. (2009). Knowledge as a mediator between

HRM practices and innovative activity. Human Resource Management, 48(4), 485-503. Retrieved from Business Source Complete database.

Authors Alvaro Lopez-Cabrales, Ana Perez Luno, and Ramon Valle Cabrera, test how human resource management HRM, practices influence the development of employees knowledge innovation, capabilities and a firms performance. According to the authors, “Results confirm that HRM practices are not directly associated with innovation unless they take into account employees’ knowledge. Specifically the analyses establish a mediating role for the uniqueness of knowledge between collaborative HRM practices and innovative activity, a positive contribution of innovations to the company’s profit.

1 In the opening of this annotation the authors introduce the purpose and links for the hypothesis given.

4. Marler, J. (2009). Making human resources strategic by going to the Net: reality or myth?.

International Journal of Human Resource Management, 20(3), 515-527. doi:10.1080/09585190802707276

Janet Marler discusses whether e-HRM makes the HR function more strategic. A model of e-HRM strategy formulation is developed and the efficacy of the HR function becoming more strategic is discussed in this paper. Based on this model, a primarily administrative HR function is unlikely to become more strategic with the addition of e-HRM. In contexts where e-HRM goals are likely to be strategic, however, the tendency for HR managers to copy best practices, be overly skeptical poses serious challenges. Implications and avenues for future research are discussed.

1. The author states that it is unlikely to become more strategic with the addition of e-HRM.

5. Minbaeva, D., Foss, N., & Snell, S. (2009). Bringing the knowledge perspective into HRM.

Human Resource Management, 48(4), 477-483. Retrieved from Business Source Complete database.

Authors Dana Minbaeva, Nicolai Foss, and Scott Snell highlight the knowledge perspective that has emerged in management and research in the last two decades. The authors also demonstrate the potential and current relations regarding human resource management. The authors notes that Because HRM is fundamentally concerned with managing human capital, it focuses on all firms’ basic knowledge asset.

1 In the opening of this annotation we introduce the authors and the link between them and the material they have written.

6. Paauwe, J. (2009, January). HRM and Performance: Achievements, Methodological Issues

and Prospects. Journal of Management Studies, pp. 129-142. doi:10.1111/j.1467-6486.2008.00809.x.

Jaap Paauwe published his normative framework describing the essence of HRM. Paauwe presented HRM as a new approach to personnel management, emphasizing its strategic contribution, its closer alignment to business, the involvement of line management, and focusing on HRM outcomes like commitment, flexibility and quality. The achievement of these human resource outcomes was, in turn, expected to contribute to a range of positive organizational outcomes, including high job performance, low turnover, low absence and high cost-effectiveness through the full utilization of employees, now re-labeled as human resources. It is not difficult to understand the wide appeal that the notion of HRM had (and still has) to academics and practitioners alike. It led to the renaming of chairs/departments within universities and to changed job titles in the business community. Many academics on both sides of the Atlantic have become active in this field, with a special focus on the relationship between HRM and Performance. Within this rapidly expanding field of study, the HRM–Performance relationship has been approached from a variety of perspectives rooted in organizational behavior, sociology, economics, industrial relations and organizational psychology, with a particular emphasis placed on the impact of various combinations of human resource practices on a range of performance outcomes at the individual and organizational level of analysis.

7. Ranft, A., Ferris, G., & Perryman, A. (2007). Dealing with celebrity and accountability in the

top job. Human Resource Management, 46(4), 671-682. Retrieved from Business Source Complete database.

Annette Ranft explains in her article that today, human resource executives assume prominent leadership roles in their firms and play important roles in the strategy process. Along with the expansion and evolution of the HR function, the responsibilities of coordination, control, and accountability for organizations and their leaders, particularly the CEO, remain. Forming strong relationships with CEOs thus is viewed as one way to encourage HR’s prominence in the firm’s overall success, particularly its financial health. In recent years, CEOs’ presence in the mass media has surged as well, with some CEOs achieving celebrity status. Celebrity status has the potential to increase CEO discretion, decrease CEO accountability, and expand firm resources. As such, achieving celebrity status can affect the relationship between CEOs and HR executives in regard to accountability. In this article, we discuss accountability as a key job demand and address some of the complexities and dynamics of CEO accountability.

8. SHRM Society for Human Resource Management Annual Conference and Exposition June

27-30 San Diego Convention Center http://annual.shrm.org/

The Society for Human Resource Management (SHRM) held a conference in San Diego California with their visionary leaders. This conference will help develop future leaders and focus on strategic capabilities for any organization. Each key note speaker brings their expertise to the filed Human Resource Management.

References:

Clardy, A. (2008). Policies for Managing the Training and Development Function: Lessons

From the Federal Government. Public Personnel Management, 37(1), 27-54. Retrieved from Business Source Complete database.

Graham, M., & Tarbell, L. (2006). The importance of the employee perspective in the

competency development of human resource professionals. Human Resource Management, 45(3), 337-355. Retrieved from Business Source Complete database.

Lopez-Cabrales, A., Pérez-Luño, A., & Cabrera, R. (2009). Knowledge as a mediator between

HRM practices and innovative activity. Human Resource Management, 48(4), 485-503. Retrieved from Business Source Complete database.

Marler, J. (2009). Making human resources strategic by going to the Net: reality or myth?.

International Journal of Human Resource Management, 20(3), 515-527. doi:10.1080/09585190802707276

Minbaeva, D., Foss, N., & Snell, S. (2009). Bringing the knowledge perspective into HRM.

Human Resource Management, 48(4), 477-483. Retrieved from Business Source Complete database.

Paauwe, J. (2009, January). HRM and Performance: Achievements, Methodological Issues

and Prospects. Journal of Management Studies, pp. 129-142. doi:10.1111/j.1467-6486.2008.00809.x.

Ranft, A., Ferris, G., & Perryman, A. (2007). Dealing with celebrity and accountability in the

top job. Human Resource Management, 46(4), 671-682. Retrieved from Business Source Complete database.

SHRM Society for Human Resource Management Annual Conference and Exposition June

27-30 San Diego Convention Center http://annual.shrm.org/