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This digital document is an article from Human Resource Planning, published by Thomson Gale on March 1, 2006. The length of the article is 6600 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the author: Corporate boards in the United States are changing as a result of new regulations and performance demands (Gandossy & Sonnenfeld, 2004; Green, 2005; Nadler, et al., 2006). As a result of these changes, the HR function has an opportunity to provide the board with key strategic services and to add value beyond the administrative work it has traditionally done. In order to do this, it has to have the right structure, competencies, and expertise. The activities of corporate boards and the HR function are increasingly connected. Board decisions affect and are affected by the HR function. Board decisions also affect the organization's HR policies and practices. In addition, boards have to make staffing, compensation, and process decisions that are central to their effectiveness. Nonetheless, top HR officers are rarely board members in their own organizations, nor do board members from outside the organization typically have in-depth expertise in HR (Conger, et al., 2001; Lawler & Finegold, 2006; Lorsch, 1989).
Citation Details
Title: HR support for corporate boards.
Author: Edward E., III Lawler
Publication: Human Resource Planning (Magazine/Journal)
Date: March 1, 2006
Publisher: Thomson Gale
Volume: 29 Issue: 1 Page: 15(10)
Distributed by Thomson Gale





