Managing across Boundaries
Human resource management beyond the firm

Description

Increasingly, organisational boundaries are becoming blurred as not all of the people contributing to the performance of an organisation are employed within it. What are the implications for HRM when operating in complex networks of clients, suppliers, and partners? How do you decide whether you need to look beyond your organisation when developing HR practices? And how do you go about it?

This report is the latest offering from the research into the relationship between people and business performance carried out at Bath University. It looks at the implications of managing human capital which has strategic importance yet exists outside the organisation.

Benefits for you:
- an understanding of the nature of human capital and types of relationship inside and outside the boundaries of an organisation
- a framework that will help you to use these in analysing your need for and approach to cross-boundary HRM
- a case study of McKinsey & Co that illustrates how the framework can be applied in a practical context
- an insight into the challenges and opportunities in developing HR strategy and practices across organisational boundaries in professional services firms.

Contents

Introduction: Human Resource Management across Organisational Boundaries
Analysing Cross-boundary Human Resource Management
Managing across Boundaries
Discussion and Implications for Practice
Conclusion

Reviews

'As organisations become increasingly complex, people not directly employed by the organisation can nevertheless have a significant influence on business performance. This research investigates how practitioners must extend their scope beyond traditional organisational boundaries and evaluate critically the strategic impact of all HR policies and processes.'
Tim Miller
Director, People, Property and Assurance, Standard Chartered Bank
CIPD Vice President, Organisation and Resourcing