Human resource management in the knowledge economy. . - Books in Brief - book review

HR Magazine,  April, 2003  

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By Mark Lengnick-Hall and Cynthia Lengnick-Hall

Berrett Koehler, 2003,204 pages, List Price: $24.95, ISBN: 1-57675-159-7

In the knowledge-based economy of the 21st century, em ployers must harness the insight and creativity of their workers to compete in the global marketplace. In Human Resource Management in the Knowledge Economy, Mark Leng-nick-Hall and Cynthia Lengnick-Hall say that, just as the nature of doing business is evolving, so too is the role of human resource managers.

"Although many familiar HRM (HR management) activities are necessary, they are increasingly distant from a firm's direct value-creating processes," write the Lengnick-Halls, both professors at the University of Texas in San Antonio. HR must break free from its bureaucratic past and "focus on keeping the best minds and thinkers engaged."

The authors identify four new roles human resource practitioners should adopt:

* Human capital steward. HR has long understood "human capital" to be the collective knowledge, skills and abilities of an organization's workers. But the role of "steward" of these resources is a new one. Unlike raw materials or equipment, Thuman capital cannot be simply bought and used," the authors write. "Human capital must be contributed by the employee voluntarily," and the role of HR is to create an atmosphere in which employees can contribute their skills, ideas and energy. This is achieved by "facilitating employees without controlling them."

* Knowledge facilitator. In this role, HR helps the organization acquire and disseminate knowledge and use it to create a competitive advantage. Transforming tacit knowledge into explicit knowledge can help build employee skills, competencies and careers, the Lengnick-Halls write. This transformation comes about when knowledge sharing is valued. "Teaching must become part of everyone's job."

* Relationship builder. HR must facilitate cross-functional teamwork, the authors write. "HRM must build networks and shared people communities around the strategic objectives of the business to ensure competitiveness," the authors write.

* Rapid deployment specialist. The global economy moves quickly, requiring HR to anticipate and implement any staffing adjustments that evolving markets and business strategies will require. This will necessitate a versatile, flexible HR architecture.

In Human Resource Management in the Knowledge Economy, the Lengnick-Halls acknowledge that adopting a new approach to HR is a formidable challenge. It requires "a new focus on building strategic capability," they write, "and on managing new roles that expand the methods and process of human resource management."

COPYRIGHT 2003 Society for Human Resource Management
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