The more the "new economy" organizations implement their human resource infrastructure, inter-firm alliances grow, in which some of the HRM can be done on a collaborative basis. This moves the HRM work, as traditionally defined, is a corporation. HRM external service providers can not be considered as part of the contractors, they should be seen as an increasingly integrated over-organizing resource management system. In this system grows in scale, it raises significant operational and strategic issues and presents new challenges for managers. Among these problems is the development of new operational skills of HRM, understanding correlated super-organizational IT systems, the risk of disclosure of confidential information, the risk of a breach of confidentiality of individual employees, as well as the compatibility of the labor force with the organizational culture. "Hide
by John W. Medcof, Brent Needham Source: Business Horizons 8 pages. Publication Date: January 15, 1998. Prod. #: BH001-PDF-ENG
Related Case Solutions & Analyses:
VendQuest (B): Building the Management Team
ABB (A): The Barnevik Era (1988-2001)
K-III: Leveraged Build-Up
Johnsonville Sausage Co. (A)
Suzanne de Passe at Motown Productions (A)
Gillette Co.: Dry Idea Advertising (C) Video
Optimization And Expansion At Open Table
Plum Creek Timber (B)
Privatization of Anatolia National Telekom: Note on Valuation of Privatizing Enterprises in Emerging Markets
Quest Scholars Program
