Human Resource Management 1997

Adding value through human resources: Reorienting human resource measurement to drive business performance

Arthur Yeung^1,2; Bob Berman^3,4

¹ University of Michigan–Ann Arbor · ² Citigroup · ³ Eastman Chemical Company (Germany) · ⁴ Kodak (France)

Abstract

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.

DOI

10.1002/(sici)1099-050x(199723)36:3<321::aid-hrm4>3.0.co;2-y

Sources

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APA 7 MLA 9 Chicago (author–date) Harvard Elsevier Harvard (JFE, JBF…) The Accounting Review Academy of Management American Marketing Association INFORMS (Management Science) Copy citation Copied ✓