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Product Description
Product Description
Introduces a new way of measuring and thinking about the contributions of individuals to business success.
Makes the case that the role of Human Resources is increasingly important, as company assets become more intangible and reliant on intellectual capital.
Provides a framework that focuses on identifying where Human Resources issues are performance drivers--or impediments--to strategy implementation.
Develops a measurement system that provides valid, reliable indicators of Human Resources' contribution to the success of strategy implementation, and ultimately to firmperformance.
Includes recommendations supported by clear and persuasive examples, as well as the authors' unique survey of 2,800 firms.
About the Author
Mark Huselid is an Associate Professor of Human Resource Management at Rutgers University. Brian Becker is a Professor and Department Chair of Organizations and Human Resources at the State University of New York at Buffalo. Dave Ulrich is a Professor at the University of Michigan School of Business.
Inside This Book
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First Sentence
AS YOU BEGIN TO READ THIS BOOK, take a moment to reflect on your firm's human resources "architecture"-the sum of the HR function, the broader HR system, and the resulting employee behaviors. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index
AS YOU BEGIN TO READ THIS BOOK, take a moment to reflect on your firm's human resources "architecture"-the sum of the HR function, the broader HR system, and the resulting employee behaviors. Read the first page
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Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index
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Most Helpful Customer Reviews
19 of 19 people found the following review helpful
Format:Hardcover
With a forward by David Norton, this book is the latest offering from Harvard Business School Press on the Balanced Scorecard. There is a growing feeling of disconnect between the Human Resources function and performance measurement. A number of books are now being published to close the gap by developing a more strategic role for HR and this clearly is one of the aims of this book. Besides including a seven step guide for creating an HR scorecard, there is also a chapter on measuring the costs and benefits of HR interventions - something of increasing popularity. However, the main contribution
of this book is in the alignment of HR and strategy. The authors argue for the alignment of i)) Elements of the HR system, ii) Development of skills and motivation, iii) HR deliverables, iv) Corporate Strategy.
Often, HR policies in organisations appear to be completely disassociated with what the organisation is trying to achieve. The set of matrices presented in this book provide a set of simple tests to assess the degree of alignment and conflict. Elements of the HR system are contrasted with the development of skills and motivation, then these in turn are contrasted with HR deliverables and HR deliverables with
Corporate Strategy. In this way a complete picture is built up as to how the HR function contributes and a profile emerges of where the HR practices are in conflict with what is required. As researchers are finding that performance of people is one of the most important factors in developing high levels of business performance, books which engage the HR function more fully in the wider corporate strategy debate have to be welcomed.
of this book is in the alignment of HR and strategy. The authors argue for the alignment of i)) Elements of the HR system, ii) Development of skills and motivation, iii) HR deliverables, iv) Corporate Strategy.
Often, HR policies in organisations appear to be completely disassociated with what the organisation is trying to achieve. The set of matrices presented in this book provide a set of simple tests to assess the degree of alignment and conflict. Elements of the HR system are contrasted with the development of skills and motivation, then these in turn are contrasted with HR deliverables and HR deliverables with
Corporate Strategy. In this way a complete picture is built up as to how the HR function contributes and a profile emerges of where the HR practices are in conflict with what is required. As researchers are finding that performance of people is one of the most important factors in developing high levels of business performance, books which engage the HR function more fully in the wider corporate strategy debate have to be welcomed.
10 of 10 people found the following review helpful
Format:Hardcover
Being a HR manager I have often been frustrated when trying to explain the added value of developing people to my line managers in terme of REAL return on investment. This book gives concrete examples on the importance of our daily job in terms of value creation to the company. If you, like me, have a CEO who continuosly tells you that "the name of the game is making money", implying that HR just makes him spend it...well then for you, as it has been for me, this book can give you concrete examples of how you can prove that you can help your Company to be even more successful!
8 of 8 people found the following review helpful
Format:Hardcover
This well-reseached book provides valuable insights on how to measure HR performance.
It takes the balanced scorecard one step further. I explains step-by-step how to create and implement measurements, that makes it possible for the HR department to play a role in fulfilling the strategy and make vital contributions to the company.
A "must read" book for all HR-managers that would like to contribute to the company instead of (just) managing contracts, course schedules, salery...
It takes the balanced scorecard one step further. I explains step-by-step how to create and implement measurements, that makes it possible for the HR department to play a role in fulfilling the strategy and make vital contributions to the company.
A "must read" book for all HR-managers that would like to contribute to the company instead of (just) managing contracts, course schedules, salery...
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