Index
James D. Spina
(The Delta Group Network, Inc., USA)
Lori J. Spina
(The Delta Group Network, Inc., USA)
This content is currently only available as a PDF
Citation
Spina, J.D. and Spina, L.J. (2022), "Index", The New HR, Emerald Publishing Limited, Leeds, pp. 103-106. https://doi.org/10.1108/978-1-80262-841-820221017
Publisher
:Emerald Publishing Limited
Copyright © 2022 James D. Spina and Lori J. Spina. Published under exclusive licence by Emerald Publishing Limited
INDEX
“Americans with Disabilities Act”
, 1
Artifacts
, 28
Benefits and Compensation Administration (B/C Admin)
, 87
“Black box” system
, 57–58
“Black Box” theory
, 19–20
“Bricks of Boston” activity
, 77–79
Business Roundtable
, 17
Business strategy
, 3, 26, 91
“C” leadership theory
, 18, 21
envision style behaviors
, 98
research
, 97
task focused
, 99
traditional leadership theory vs.
, 18–21
“Carbon footprint” reduction
, 81
“Cash and fear” approach
, 54
“Casual Friday”
, 26–27
Classic physics
, 97
Collective cultures
, 31
Collectivism
, 28–29
“Community Woes”
, 43–44
Corporate culture elements
, 28
Corporate strategy
, 3
“Country culture”
, 26
Creative thinking
, 21, 55
“black box” system
, 57–58
differences between creativity and innovation
, 56
duality thinking
, 58–59
Creativity, differences between innovation and
, 56
Critical thinking skills
, 28
Decision making in HR
, 22
Delta Group Network
, 93
Demographics
, 45
Directors
, 31
“Duality plus thinking”
, 58–59
Duality thinking
, 58–59
Employees, recruitment and development system for
, 93
HR department
, 95
staff needs
, 94
Employment
development strategy
, 7
manager
, 14
strategy
, 7
ESG development and planning
, 88–89
Espoused values
, 28
Executive Committee
, 33
Executive Team
, 33–34
Financial strength
, 6
“Five Why” approach
, 35
clarifying situation
, 36
continue to narrow focus of discussion
, 36
getting closure to identification of cause of problem
, 36–37
pose unacceptable situation
, 35–36
probe deeper
, 36
“Green Climate” initiatives
, 88
Green strategies
, 81–82
HR staff development
IDP for strategic HR team members
, 40–41
levels of evaluation of IDPs
, 50
motivation of staff
, 40
nontraditional challenges
, 39
primary elements of good IDP
, 45–47
project-centered learning activity for individuals
, 48–49
reward systems
, 52–54
scenarios for strategic thinking skills development of HR talent
, 41–45
strategic HR team
, 40
team project-centered learning activity
, 47, 51–52
tracking HR development plans
, 49–50
HR talent development scenarios
common HR functions
, 87
ESG development and planning
, 88–89
queries
, 91–92
strategic challenge to human resources
, 89–90
strategic HR focus on strategy
, 90–91
Human resources (HR)
building strategic HR teams
, 8–11
department
, 1–3
house corporate strategy
, 4
new HR strategy
, 5
roles of HR managers
, 7
scenarios for strategic thinking skills development of HR talent
, 41–45
strategic role of V. P. of HR
, 7–8
strategic thinking, behaviors, and actions
, 4–7
team
, 3–4, 82
types of strategic decisions
, 3
Human Resources Information Services (HRIS)
, 5–6
In-depth leadership programs
, 30
Inclusive stakeholder satisfaction system
analysis of stakeholder value creation
, 68–69
“death” of organization
, 70–73
identifying key stakeholders
, 62
linking mission, goals, and strategy
, 65–68
measuring stakeholder satisfaction
, 73–74
proposed model for
, 69–70
stakeholder satisfaction
, 62–65
Individual cultures
, 31
Individual development plan (IDP)
, 40–41
levels of evaluation
, 50
primary elements of good IDP
, 45–47
for strategic HR team members
, 40–41
team project-centered learning activity
, 47, 51–52
Individualism
, 28–29
Innovation, differences between creativity and
, 56
Internal analysis
, 30
Intrinsic rewards
, 40
Job descriptions
, 66
Key success factors (KSFs)
, 46, 66–67
Leadership and the New Science
, 97
Leadership styles
, 97
Legal strategy
, 7
“Lose/win” task
, 19
Maintenance Department
, 33
Management theories
, 97
Modern physics
, 97
Motivation of staff
, 40
“New HR” integration within organization
“bricks of Boston”
, 77–79
changes from HR
, 75
high-quality mission statement
, 77
workable mission statement
, 76
Non-profit organizations
, 3–4
Observation
, 30–31
Organizational culture
, 26–27
on HR strategies
, 25–29
Outsourcing manager
, 6–7
Problem-solving scenarios
, 41–45
Profit organizations
, 3–4
Project-centered learning activity for individuals
, 48–49
Quantum mechanics physics
, 97
Recruitment and development system for employees
, 93
HR department
, 95
staff needs
, 94
Reward systems
, 52–54
“Rules of Road”
, 32, 34
Security strategy
, 7
Senior manager
, 31
Shared basic assumptions
, 28
Shareholders
, 6, 82
“Showcase” reward approach
, 53
“Smart phone”
, 56
Spina, Lori J.
, 93, 101–102
“Spiral thinking”
, 57–59
Staff motivation
, 40
Stakeholder
“duality thinking” to meet Stakeholder needs
, 58–59
identification
, 62
identifying key
, 62
over-simplified stakeholder needs
, 18
value creation
, 68–69
Stakeholder Satisfaction System (SSS)
, 61, 82
analysis of stakeholder value creation
, 68–69
“death” of organization
, 70–73
green strategies
, 81–82
human resources team
, 82
identifying key stakeholders
, 62
linking mission, goals, and strategy
, 65–68
measuring stakeholder satisfaction
, 73–74
proposed model for
, 69–70
shareholders
, 82
stakeholder satisfaction
, 62–65
win/lose management style
, 83
Strategic business unit (SBU)
, 91
Strategic cultural considerations for HR
corporate culture elements
, 28
organizational cultures on HR strategies
, 25–29
root causes of cultural challenges
, 29–37
Strategic HR
focus on strategy
, 90–91
strategic connections to HR functions
, 13
synergistic team structure
, 14–15
team
, 40
win/win thinking
, 15–16
Strategic thinking
, 4
behaviors, and actions
, 4–7
community woes
, 43–44
lost market share
, 41–43
scenarios for strategic thinking skills development of HR talent
, 41–45
strategic challenge for human resources
, 44–45
Success
, 18
Succession strategy
, 7
Suppliers
, 6
Synergistic team structure
, 14–15
“Task focused” manager
, 20–21
Team project-centered learning activity
, 47
for all IDPs
, 51–52
revisiting development activities
, 51–52
Texas State Technical College
, 64
Tracking HR development plans
, 49–50
Traditional leadership theory
, 18–21
Traditional management theory models
, 18
Transparency
, 52
Two forces theory
, 71
Unified leadership model
, 97
V. P. of HR
, 1
strategic role of
, 7–8
Value, rarity, imitated, organize method (VRIO method)
, 30
Wall Street Journal, The
, 17
Wheatley, Margaret
, 97
Win/Lose communication styles
, 23
Win/lose management style
, 19, 83
Win/win thinking
, 15–16
“Win/win” leadership
“C” leadership theory
, 18
levels of thinking for win/win managers
, 23–24
managements skills
, 21–23
purpose for organizations
, 17–18
traditional leadership theory vs. “C” leadership theory
, 18–21
Wortman, Max
, 97
- Prelims
- Introduction
- 1 Strategic Roles for Human Resource Teams
- 2 What Are Strategic HR Functions?
- 3 Understanding How “Win/Win” Leadership Works
- 4 Strategic Cultural Considerations for HR
- 5 New Considerations for HR Staff Development
- 6 Connection of Creative Thinking to Strategic Thinking
- 7 How HR Can Build an Inclusive Stakeholder Satisfaction System
- 8 Integration of the “New HR” within the Organization
- 9 Future Challenges to Success
- Appendix A: Primary Sources
- Appendix B: HR Talent Development Scenarios
- Appendix C: How to Begin to Build a Recruitment and Development System for Employees with Special Needs
- Appendix D: “C” Leadership Theory Research
- Appendix E: Author Lori J. Spina, Her Story
- Index