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dc.contributor.authorSherman, John
dc.date.accessioned2020-11-12T17:11:16Z
dc.date.available2020-11-12T17:11:16Z
dc.date.issued2010-05-01
dc.identifier.other1589362
dc.identifier.urihttps://hdl.handle.net/1813/72980
dc.description.abstract[Excerpt] Since its implementation, strategic human resource management has helped assuage the age-old conflict formerly accepted to be inherent between employees and management. The interests of these two parties have long been erroneously assumed to be diametrically opposed. Nevertheless, the development of effective strategic HR policies has demonstrated that gains for both businesses and workers can be made by pursuing more collaborative relations between the two. Specifically, the utilization of effective talent management and career development strategies has gone a long way toward producing a more amicable relationship between employees and management, and by extension more productive and profitable firms.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subjectmanagement
dc.subjectgrowth
dc.subjecteconomic change
dc.subjectstrategy
dc.subjecthuman resources
dc.titleThree Strategies for Managing through Economic Change
dc.typearticle
dc.description.legacydownloads5_1_2010_THREE_STRATEGIES.pdf: 2212 downloads, before Oct. 1, 2020.
local.authorAffiliationSherman, John: Cornell University


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