Design and Implementation of a Human Capital Oriented Balanced Scorecard in an Engineering Services UnitGRIN Verlag, 2007 - 92 oldal Master's Thesis from the year 2005 in the subject Business economics - Personnel and Organisation, grade: 2,3, University of Applied Sciences Ludwigshafen, 57 entries in the bibliography, language: English, abstract: Abstract The utilization of employees often is the only measure for success of engineering services units. The question how many days of paid services can be billed to a customer is so dominant that other aspects are completely neglected. However, focusing on maximizing just one, financial, value - revenue by employee - might not be sufficient to guarantee sustainable success. The aim of this dissertation is to develop a management instrument for an engineering services unit based on the balanced scorecard approach. Even though the value of human capital often receives only little attention, employees are the key differentiator of an enterprise. The knowledge, experience and attitude of people can not easily be copied by competitors. Since human capital's contribution to business success is difficult to measure, it often plays no role in management systems. This situation can only change if the value of human capital can be determined and represented. The term "human capital" is explained in more detail in the first part of this work. What is human capital and why is it becoming increasingly important? Several approaches to determining human capital are described and analysed. In the second part of this work, a Balanced Scorecard is developed on a step-by-step basis for an engineering services unit. Particular attention is paid to the human capital aspect. However, the purpose of this work is not to develop a scorecard that serves only to assess and control human capital variables. Examples of such dedicated Balanced Scorecards are the HR-Scorecard and the Human Capital Management Scorecard. However, these Scorecards may complement the traditional Scorecard, but cannot replace it. They are focused on human resource figures only and thus are not lin |
Tartalomjegyzék
Conclusion 66 | 35 |
Defining the Vision | 42 |
Strategy | 57 |
Implementing the Balanced Scorecard63 | 63 |
Más kiadások - Összes megtekintése
Design and implementation of a Human Capital oriented Balanced Scorecard in ... Uwe Eigenmann Korlátozott előnézet - 2005 |
Gyakori szavak és kifejezések
ability Accessed accounting achieve acquired advantage application Available average Balanced Scorecard Balanced Scorecard approach benefits book value business unit changes communication company’s Competence competitive competitors concept considered cost created customers decisive determined Digital Manufacturing divided economic effect employees Engineering Services unit enterprise evaluation example expenses experts external fact factors further future goals grow growth human capital implementation important improve increase indicators individual industrial innovation intangible assets Intellectual Capital internal investment Kaplan Key Figures knowledge lead market value Mayo measure method Monitor motivation needs Norton offered operating opportunities organisation organization particular performance perspective position possible potential present processes profit ratio relations replacement represent requirements satisfaction Share staff Step strategy strengths Structure success tangible threat traditional turnover Value Added vision weaknesses
Népszerű szakaszok
34. oldal - Until a business returns a profit that is greater than its cost of capital, it operates at a loss. Never mind that it pays taxes as if it had a genuine profit. The enterprise still returns less to the economy than it devours in resources. It does not cover its full costs unless the reported profit exceeds the cost of capital. Until then, it does not create wealth; it destroys it.
66. oldal - Perhaps for the first time in history, humankind has the capacity to create far more information than anyone can absorb, to foster far greater interdependency than anyone can manage, and to accelerate change far faster than anyone's ability to keep pace.
8. oldal - An intangible asset is an identifiable non-monetary asset, without physical substance, held for use in the production or supply of goods or services, for rental to others, or for administrative purposes.
10. oldal - Though your balance-sheet's a model of what balance-sheets should be, Typed and ruled with great precision in a type that all can see; Though the grouping of the assets is commendable and clear, And the details which are given more than usually appear; Though investments have been valued at the sale price of the day, And the auditor's certificate shows everything OK; One asset is omitted — and its worth I want to know, That asset is the value of the men who run the show.
8. oldal - Invisible Difficult to quantify Not tracked through accounting Assessment based on assumptions Cannot be bought or imitated Appreciates with purposeful use Has multiple applications without value reduction Best managed with "abundance...
27. oldal - Learning and growth: To achieve our vision, how will we sustain our ability to change and improve?
25. oldal - The traditional financial performance measures worked well for the industrial era, but they are out of step with the skills and competencies companies are trying to master today (Kaplan and Norton 1992).
28. oldal - These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. In developing metrics for...
5. oldal - All organizations now say routinely, "People are our greatest asset." Yet few practice what they preach, let alone truly believe it. Most still believe, though perhaps not consciously, what nineteenth-century employers believed: people need us more than we need them. But, in fact, organizations have to market membership as much as they market products and services — and perhaps more.
48. oldal - Opportunities: • Where are the good opportunities facing you? • What are the interesting trends you are aware of? Useful opportunities can come from such things as: • Changes in technology and markets on both a broad and narrow scale • Changes in government policy related to your field • Changes in social patterns, population profiles, lifestyle changes, etc. • Local Events © James Manktelow, 1995 - 2005 Page 49 of 229 All rights reserved.