The HR scorecard : linking people, strategy, and performance / Brian E Becker; Mark A Huselid and David Ulrich

By:

Becker, Brian E

Contributor(s):

9781578511365

Subject(s):

DDC classification:

23 658.3 BEC H

Contents:

HR as a strategic partner : the measurement challenge -- Clarifying and measuring HR's strategic influence : introduction to a seven-step process -- Creating an HR scorecard -- Cost-benefit analyses for HR interventions -- The principles of good measurement -- Measuring HR alignment -- Competencies for HR professionals -- Guidelines for implementing an HR scorecard.

Summary: 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.

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Holdings
Item type	Current library	Home library	Collection	Call number	Status	Date due	Barcode
AIT-MBA Regular Books	Acharya Institute of Technology	Acharya Institute of Technology	AIT-MBA	658.3BEC (Browse shelf(Opens below))	Available		AIT-MBR7102

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HR as a strategic partner : the measurement challenge --
Clarifying and measuring HR's strategic influence : introduction to a seven-step process --
Creating an HR scorecard --
Cost-benefit analyses for HR interventions --
The principles of good measurement --
Measuring HR alignment --
Competencies for HR professionals --
Guidelines for implementing an HR scorecard.

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.

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