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Strategic Human Resource ManagementCorporate Rhetoric and Human Reality$
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Lynda Gratton, Veronica Hope Hailey, Philip Stiles, and Catherine Truss

Print publication date: 1999

Print ISBN-13: 9780198782049

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780198782049.001.0001

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People Processes as a Source of Competitive Advantage

People Processes as a Source of Competitive Advantage

Chapter:
(p.170) 9 People Processes as a Source of Competitive Advantage
Source:
Strategic Human Resource Management
Author(s):

Lynda Gratton

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782049.003.0009

This chapter develops a model to describe the key people processes against a temporal frame of both the short and longer term. It highlights the key role played by these clusters of processes and the vertical, horizontal, and temporal linkages which serve to create a connection between the business goals and the behaviours of individual members of the organization. It describes how these processes operate in the organizations observed and provides broad descriptions of the processes operating at the highest level of linkage. It then goes on to describe those processes where companies are focused in their efforts, and those which are underdeveloped. The chapter draws attention to the underdevelopment of processes associated with the creation of a human resource strategy and calls for greater focus on this key part of organizational life.

Keywords:   people process model, human resource management, human resource strategy

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