A typology and assessment of human resources performance in the financial services industry: The human resources scorecard perspective

Abstract

Under the trend of flourishing development and rapid transformation in global financial markets, the domestic financial service industry needs to adjust their strategies more actively to accommodate to such a global trend. As these changes can not be implemented without manpower, the importance of human resources is more signifi cant then ever. The human resource management performance plays a vital role in reinforcing a company's competitive advantage. The way to measure human resource performance is an essential part in evaluating competitiveness. Academics and professionals have pay attention to developing the model measuring human resource performance. The purpose of this paper, therefore, is to develop a human resource performance measurement model that is suitable for Taiwan's financial service industry through the collection and summarization of the literatures about human resource management, performance evaluation, balance scorecard and human resource performance, in conjunction with expert survey and analytic hierarchy process. The measurement model in this paper consists of four constructs: finance, customer, operation, and learning. Each construct is divided into two or three sub-constructs, and consists of some indices. The corresponding weights for each construct and index are computed by using the method of analytic hierarchy process. The results show that the order of importance for measurement constructs is customer, learning, finance, and operation. Among measurement indices, the index of employees' satisfaction on their jobs has the highest weight of importance. The results of this paper can provide some references for the financial service industry while they measure human resource performance.