The HR Scorecard: Linking People, Strategy, and PerformanceHarvard Business Press, 2001 - 235 oldal Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations. |
Tartalomjegyzék
HR as a Strategic Partner The Measurement Challenge | 1 |
Clarifying and Measuring HRs Strategic Influence Introduction to a SevenStep Process | 27 |
Creating and HR Scorecard | 53 |
CostBenefit Analyses for HR Interventions | 79 |
The Principles of Good Measurement | 107 |
Measuring HR Alignment | 131 |
Competencies for HR Professionals | 155 |
Guidelines for Implementing an HR Scorecard | 183 |
Research and Results | 207 |
Notes | 215 |
| 223 | |
Más kiadások - Összes megtekintése
The HR Scorecard: Linking People, Strategy, and Performance Brian E. Becker,David Ulrich,Mark A. Huselid Korlátozott előnézet - 2001 |
Gyakori szavak és kifejezések
analysis assess Balanced Scorecard benchmark benefits chapter compensation cost-benefit analysis costs Dave Ulrich decisions described effective elements employee behaviors employee strategic focus estimates example executives external alignment Figure firm performance firm's HR firm's strategy implementation focused formance Harvard Business Harvard Business School High-Performance Work System hiring HiTech HPWS HR architecture HR competencies HR deliverables HR enablers HR function HR managers HR measurement system HR performance HR professionals HR Scorecard HR system HR's contribution HR's strategic Human Resource Management Huselid identify impact important indicators intangible assets investment leadership line managers ment metrics organization organizational outcomes percent Percentage performance drivers performance measurement perspective relationships Sears shareholder value Steve Kerr strategic asset strategic goals strategic HR strategy implementation process strategy map success tion turnover understand value chain value creation value-creation workforce
Népszerű szakaszok
233. oldal - Professor of Organization and Human Resources in the School of Management at the State University of New York at Buffalo. He received his Ph.D. from the Labor and Industrial Relations Institute at the University of Illinois with a specialization in organizational behavior.
vii. oldal - the worst grades are reserved for the typical executive team for their understanding of strategies for developing human capital. There is little consensus, little creativity, and no real framework for thinking about the subject. Worse yet, we have seen little improvement in this over the past eight years. The asset that is the most important is the least understood, least prone to measurement, and hence the least susceptible to management.
Hivatkozások erre a könyvre
Human Resources Management for Public and Nonprofit Organizations Joan E. Pynes Korlátozott előnézet - 2004 |
The Human Value of the Enterprise: Valuing People as Assets : Monitoring ... Andrew Mayo Nincs elérhető előnézet - 2001 |