The three-dimensional people strategy: Putting human resources policies into action

By L. Gratton, C. Truss. 2003

217 citations recorded by the source corpus.

Everyone knows that good people management enhances corporate performance. Not so obvious is that successful people strategies are three-dimensional, each dimension requiring an equal amount of attention. Based on our ten-year study within seven different organizations, we propose a three-dimensional model that executives can use to determine the current state of their people strategies along the three dimensions, using a short questionnaire to aid in the diagnosis. Armed with this information, executives will then be able to address any apparent shortcomings along the three dimensions. A key factor to emerge is that the emphasis needs to be as much on making it happen in the day-to-day life of the organization as on developing good people strategies in the first place.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0267b91b186ff55ba26efa078506f499c9f26f5d

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Employee engagement, human resource management practices and competitive advantage (2015, background): “As previously noted, although we discuss each of the four HR practices separately, it is important that they be considered as part of an integrated HR strategy and system (Gratton and Truss, 2003; Guest, 2014).”
High commitment performance management: the roles of justice and trust (2011, background): “In studying the outcomes of HCPM, it is interesting to explore not only what practices are implemented, but also how they are experienced by employees (Gratton and Truss, 2003).”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “Hence, the same HRM system can be interpreted in different or even contrary ways, and it is individuals’ perceptions of this system that are most relevant to individual level attitudinal and behavioural outcomes (Guest 1999; Gerhart, Wright, McMahan and Snell 2000; Gratton and Truss 2003; Gerhart 20”
Alignment of Human Resource Practices and Teacher Performance Competency (2004, methodology): “For each of the eight functional HR areas and their specific components, examples of HR practices that illustrated aligned HR practices were sought as was done by Gratton and Truss (2003). Given the exploratory nature of the study, we did not have a predetermined checklist of practices sought.”
Performance management: A model and research agenda (2004, background): “However, whether these really sort effect depends on the appropriate enactment by line managers (e.g. Gratton & Truss, 2003).”