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Unformatted text preview: tegrating the use of personnel
practices into the strategic planning process enables an organization to better achieve its
goals and objectives. Productivity gains from the diffusion of technological innovations
are now incorporated into both public and private sector organizations. Future
productivity gains must focus on how people use these technologies.
Modern, knowledge based organizations are ideal settings for the application of
strategic human resources management practices. Inasmuch as their competitive
advantage is attributable to their people techniques which focus on people should prove
to be directly linked to measures of organizational success. Civil service systems are
designed to integrate the multiple values pursued by the public sector. While these rules
can inhibit the adoption of progressive personnel practices, they are not the necessarily 2 rigid barriers to change. The public sector has been the venue of many experiments and
innovations in recent years. Social service agencies (such as those in studied here in
North Carolina) are indeed knowledge-based organizations. According to Theodore
Lowi's (1972) policy typology, social services represent an effort at redistribution. While
the agencies possess a professional, social science knowledge base, their redistributive
objective remains controversial. In addition, the beneficiaries of this redistributive
transfer from the haves to the have-nots are a politically marginalized segment of society
(Mosher, 1968; Meier, 1987).
Combining human resource practices, all with a focus on the achievement of
organizational goals and objectives, can have a substantial affect on the ultimate success
of the organization. Resource-based theory posits that competitive advantage and the
implementation of plans is highly dependent upon an organization's basic inputs,
including its human capital (Wernerfelt, 1984; Barney, 1986, 1991, 2001; Peteraf, 1993;
Boxall, 1996; Hitt, Bierman, Shimizu, and Kochhar, 2001). Research on strategic human
resource management offers empirical support for this thesis (Fitz-Enz, 1994; Delery and
Doty, 1996; Ulrich, 1997).
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- Spring '14