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Putting People First for Organizational Success

Jeffrey Pfeffer and John F. Veiga
The Academy of Management Executive (1993-2005)
Vol. 13, No. 2, Themes: Technology, Rewards, and Commitment (May, 1999), pp. 37-48
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/4165538
Page Count: 12
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Putting People First for Organizational Success
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Abstract

There's a disturbing disconnect in organizational management. Research, experience, and common sense all increasingly point to a direct relationship between a company's financial success and its commitment to management practices that treat people as assets. Yet trends in management practice are actually moving away from these very principles. Why is common sense so remarkably uncommon when it comes to managing people? Why do organizations habitually overlook readily available opportunities to boost their financial performance? Drawing on extensive empirical research, an irrefutable business case can be made that the culture and capabilities of an organization--derived from the way it manages its people--are the real and enduring sources of competitive advantage. Managers today must begin to take seriously the often heard, yet frequently ignored, adage that "people are our most important asset."

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