Fields

Center for Advanced Human Resource Studies (CAHRS)

CAHRS Working Paper Series
Cornell University Year 

In There or Up Front? : An Introduction to Bottom-Line Human Resource Management
Gary S. Fields
Cornell University, [e-mail]

This paper is posted at DigitalCommons@ILR. http://digitalcommons.ilr.cornell.edu/cahrswp/48

CAHRS / Cornell University 187 Ives Hall Ithaca, NY 14853-3901 USA Tel. [phone] www.ilr.cornell.edu/CAHRS/

WORKING PAPER SERIES
In There or Up Front? : An Introduction to Bottom-Line Human Resource Management
Gary S. Fields
Working Paper 02 - 07

In There or Up Front?

CAHRS WP02-07

In There or Up Front? : An Introduction to Bottom-Line Human Resource Management

Gary S. Fields Professor, Labor Economics Industrial and Labor Relations School 250 Ives Hall Cornell University Ithaca, NY 14853 607-255-4561 [e-mail]

http://www.ilr.cornell.edu/cahrs This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research available to others interested in preliminary form to encourage discussion and suggestions.

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In There or Up Front?

CAHRS WP02-07

Abstract This essay explains to managers and academics a new approach to human resource management, what I call “Bottom-Line Human Resource Management.” Bottom-line human resource management starts by positing clear organizational goals, and in this way differs from strategic human resource management, which starts with analysis of the organization’s human resource strategy. Organizational goals are easily classified; managers cannot manage well unless they know which class of organization they are working in. Not all decisions have right and wrong answers but some do. Managers will earn a seat at the table if they are able to make correct decisions in these cases and to ask correct questions the rest of the time. By embracing their organization’s goals, using sound

References: CAHRS WP02-07 Baron, James N. and David M. Kreps, Strategic Human Resources: Frameworks for General Managers (New York: Wiley, 1999). Blanchard, Kenneth and Spencer Johnson, The One Minute Manager, Berkeley Books, 1982. Conference Board, Rethinking Human Resources, Report Number 1124-95-RR, 1995. Ehrenberg, Ronald G. and Robert S. Smith, Modern Labor Economics, Seventh Edition. (Reading, MA: Addison Wesley Longman, 2000). Kaplan, Robert S. and David P. Norton, "The Balanced Scorecard – Measures That Drive Performance," Harvard Business Review, January-February, 1992. Kaplan, Robert S. and David P. Norton, "Using the Balanced Scorecard as a Strategic Management System," Harvard Business Review, January-February, 1996. Kaplan, Robert S. and David P. Norton, The Strategy Focused Organization. (Boston: Harvard Business School Press, 2001). Lazear, Edward P., Personnel Economics for Managers. (New York: Wiley, 1998). Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright, Human Resource Management: Gaining a Competitive Advantage, Third Edition. (Boston: Irwin McGrawHill, 2000). Pfeffer, Jeffrey, The Human Equation. (Boston: Harvard Business School Press, 1998). Porter, Michael E., Competitive Strategy (New York: The Free Press, 1985). Porter, Michael E., "What Is Strategy?" Harvard Business Review, November-December, 1996. Ulrich, Dave, Human Resource Champions. (Boston: Harvard Business School Press, 1997). Wright, Patrick M. and Lee Dyer, "People in the E-Business: New Challenges, New Solutions," Cornell University, Center for Advanced Human Resource Studies Working Paper 00-11, 2000. Page 22