Human resource management: Leaders, laggards, and followers
研究了美国公司在激烈竞争下的人力资源管理实践，将企业分为领先者、追随者和落后者，发现领先者更注重员工再培训和灵活工作安排，而落后者受短期压力阻碍变革。
Executive Overview Most American companies face intense competition, have had to cut costs, and see a continuing need to improve quality and customer service. In response, they have trimmed their work forces and expanded operations overseas. Those companies that rank as human resource leaders have combined downsizing with restructuring, reengineering, employee involvement programs, and team-based work redesigns. They have retrained and redeployed twice as many workers as the human resource laggards, are more apt to sponsor private-public partnerships with schools, offer employees flexible work arrangements, and conduct diversity training and mentoring programs. Neither leaders nor laggards, HB followers are hampered by short-term pressures, indifferent middle management, and other barriers to change; such companies wait for innovations to take hold in their industries. Because HR executives are generally not well-positioned to promote innovation in their companies, the gap between leaders, followers, and laggards, may widen in the years ahead.