Toward strategic human resource management in the central office

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Toward strategic human resource management in the central office

Please use this identifier to cite or link to this item: http://hdl.handle.net/10355/15787

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dc.contributor.advisor Scribner, Jay Paredes, 1963- en_US
dc.contributor.author Mosley, Heather L.
dc.contributor.other University of Missouri-Columbia. Graduate School. Theses and Dissertations. Dissertations. 2011 Dissertations en_US
dc.date.accessioned 2012-10-19T16:17:55Z
dc.date.available 2012-10-19T16:17:55Z
dc.date.issued 2011
dc.date.submitted 2011 Spring en_US
dc.identifier.other MosleyLinhardtH-050611-D4990
dc.identifier.uri http://hdl.handle.net/10355/15787
dc.description Title from PDF of title page (University of Missouri--Columbia, viewed on October 19, 2012). en_US
dc.description The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. en_US
dc.description Dissertation advisor: Dr. Jay Paredes Scribner en_US
dc.description Includes bibliographical references. en_US
dc.description Vita. en_US
dc.description Ph. D. University of Missouri--Columbia 2011. en_US
dc.description Dissertations, Academic -- University of Missouri--Columbia -- Educational leadership and policy analysis. en_US
dc.description "May 2011" en_US
dc.description.abstract The purpose of this study was to identify and explore how human resources are managed and what organizational issues, tensions, and ambiguities surface as a district central office moves toward being more strategic with their human resources. A mid-sized Midwestern school district was studied over two academic years using an exploratory case study design. Using literature on successful districts and organizational management theories of strategic human resource management and high reliability organizations, the researcher explored: (1) what it means for a district to be strategic and (2) how a district goes about being strategic (and what it looks like), particularly regarding their human resources. Findings of this research project indicated that defining strategic in this district meant having foresight, pre-emptively planning, and using knowledge-based innovation as a leader, in order to align everything to district goals. Findings also indicated that the act of being strategic in this district focuses on two key elements: systemic functions and strategic leadership. Acting strategically meant moving from 'silo-ed' functions to more systemic structures, policies, and procedures. However, strategic leadership was necessary to guide strategic behaviors, six attributes of which were elicited from this case study. Findings also indicated that internal and external environments held influential roles in the strategic functions and actions of district leaders. en_US
dc.format.extent xiii, 287 pages en_US
dc.language.iso en_US en_US
dc.publisher University of Missouri--Columbia en_US
dc.relation.ispartof 2011 Freely available dissertations (MU) en_US
dc.subject school districts en_US
dc.subject human resources en_US
dc.subject strategic leadership en_US
dc.title Toward strategic human resource management in the central office en_US
dc.type Thesis en_US
thesis.degree.discipline Educational leadership and policy analysis en_US
thesis.degree.grantor University of Missouri--Columbia en_US
thesis.degree.name Ph. D. en_US
thesis.degree.level Doctoral en_US


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