Knowledge that Transforms
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Introduction: Measuring human resource effectiveness and impact
This special issue represents the collective wisdom of approximately 100 participants who attended the "HR Measurement Symposium" in late 1995.Sponsored by the California Strategic Human Resource Partnership, a human resources (HR) consortium consisting of top HR executives of 30 leading companies in Northern California, the symposium was designed to share and shape emerging thinking in the area of HR measurement.With Dave Ulrich and I acting as cochairs of the symposium, four academic thought leaders and six corporate speakers were invited to present their ideas and work in the one-and-a-half day conference.The presenters in the symposium were:
Learning from action: An analysis of the center for army lessons learned (CALL)
In this fast-paced world, skills and competencies must be developed quickly; people must learn from their experience and what they learn must be gathered from throughout the organization, then synthesized, analyzed, and made available where and when it is needed to improve performance. This article analyzes an organization successfully meeting these requirements, the United States Army's Center for Army Lessons Learned (CALL). Implications for human resource management are discussed.
HR of the future: Conclusions and observations
No abstract.
The transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic role
Adding value through human resources: Reorienting human resource measurement to drive business performance
Building upon the balanced scorecard framework, this article addresses three central issues of human resource (HR) measurement: (1) Do HR practices impact business results? (2) How can HR practices add value to business performance? (3) What HR measures can drive business performance? Using Eastman Kodak as a case study, this article identifies three paths through which HR practices contribute to business performance: (1) by building organizational capabilities; (2) by improving employee satisfaction; and (3) by shaping customer and shareholder satisfaction. Three clusters of measures are proposed: internal operational HR measures, internal strategic HR measures, and external strategic HR measures.
HR as a source of shareholder value: Research and recommendations
this paper, these recommendations must also be considered as a system composed of mutually reinforcing elements; they can not be implemented in isolation