Tyson S

Human Resource Management, (USA), 1999 Vol 9 No 3
Start page: 42. No of pages: 11

Asks how the knowledge that human resource managers possess can be used by senior managers to achieve improved organizational performance. Discusses the nature of human resource management knowledge, looking at the influence of organizational and social science knowledge. Uses earlier research with four case study organizations as the basis for discussion of how human resource management knowledge is generated, interpreted and communicated. Sees the case studies as illustrating how the integration of human resource management with business strategy affects human resource knowledge, arguing that human resource management knowledge derives from the learning that occurs when human resource management theory is applied in an organizational context. Considers the implications of this for the link between human resource management and organizational performance

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Public servants are being invited to gear up for the new Office of Government Commerce (OGC), which starts on April 1 to spearhead new efficiency in the buying of supplies and services for the public sector.A free seminar offers a briefing on the plans of the Office of Government Commerce. It will discuss the implications for buyers, electronic purchasing systems and developing an excellence model in the field.

Read more on E-BUYING TAKES CENTRE STAGE…

Public service providers are still failing to think sufficiently joined-up, according to new thinking from KPMG Consulting.The firm has worked up a model which demonstrates how various public services spend more than they need to because services are not sufficiently joined up to meet the requirements of people using them. The model includes case histories of typical requirements of people undergoing what KPMG call a ‘life event’.

Read more on LIFE EVENTS NEED TO BE UNDERSTOOD…