Human Resource Measures Research Articles

A Study on the Digitalized Human Resources (HR) Practices in Digitalized Business Era in India

In organizations across the world, the speed of advanced change is affecting issues connected with labour force enhancement, ability change, up-skilling and re-skilling, preparing, and resource development. These worries lie at the core of Human Resource Management (HRM) and require an adjustment in the customary working of HR groups. HRM in the advanced time defies difficulties on two fronts one, making organization measures computerized and information driven and two, changing the labour force and ways work is done in the organization. In straightforward speak, HR works today cover a wide dispatch from system plan to accomplish a dexterous labour force to representative engagement and health rehearses. Beforehand, HRM was restricted to utility and paper serious capacities, for example, recruitment, preparing, and finance organization. Digitalization in HRM is the utilization of advanced innovation for the everyday implementation of an assortment of HR measures from recruitment to authority management. HR managers should reshape their usefulness and make the ideal advanced methodology to upgrade the representative organization relationship. The initial step is to define a reasonable ultimate objective that is, the thing that the key inspirations are moulding the digitalization technique. Truth be told, the robotization of useless cycles can standardize shortcomings and destabilize the organization. This is the reason distinguishing key organization factors while planning the digitalization procedure ought to be a first concern for HR managers. Organizations in most Indian businesses currently utilize organized information and innovation for dynamic and worker assessments dependent on ongoing input, intra-authoritative changes, and outside pressing factors. This is especially significant in a consistently changing and serious environment as is India’s. Hence, the current study has been framed with the purpose to give an outline on the digitalized Human Resources (HR) practices in digitalized business era in India and the study is descriptive secondary data based one.

PENGUKURAN KINERJA SDM METODE HUMAN RESOURCES SCORECARD SEBAGAI UPAYA OPTIMALISASI KINERJA ORGANISASI

KSP Sejahtera Jatim is one of the cooperatives engaged in saving and loan. As a factor determinesthe attainment of the objectives of the company is employee performance. During this time, KSP SejahteraJatim has being improved the quality of human resources, only measuring soft skill employee performance andsubjectively. The Company has never made the measurement of employee performance as a whole so it isunknown any factors have not been identified and has not been achieved in forming the better quality ofemployee performance. Human Resources Scorecard is a performance measurement system of human resourcethat linked person-strategy-performance to produce a superior company. Human Resources Scorecard describesvision, mission, and human resources strategy into action a measurable contribution. The measurement ofhuman resources performance considering business units from four perspectives are financial perspective,customer perspective, internal business process perspective, learning and growth perspective. Each perspectivewithin Scorecard Human resources method is applied by Analytical Hierarchy process method.

Human resource measurement and reporting in manufacturing and service sectors in Sri Lanka

PurposeThe purpose of this paper is to explore and compare current practice of the measurement and reporting of human resource (HR) information by firms belonging to the manufacturing and service sectors in Sri Lanka.Design/methodology/approachSurvey methodology was used and 30 firms belonging to the manufacturing and service sectors responded. For the data analysis descriptive statistics, χ2 test, principal component factor analysis and independent sample t‐test were used.FindingsThere were sectoral differences in reporting some of the HR indicators. HR indicators were mainly collated internally and a limited number of indicators were externally disclosed. A majority of firms, irrespective of business sector, maintained records of HR indicators in the manual form. Three main factors that inhibit the measurement and reporting of HR were identified as “Insufficient resource allocation”, “Lack of knowledge in human resource measurement and reporting”, and “Negative impact on organization”.Research limitations/implicationsThe research was conducted using survey research methodology as a pilot study to establish baseline data and to be a source of general guidance in stimulating future research.Practical implicationsThe findings suggested that firms in Sri Lanka need to have more effective systems for the measurement and reporting of HR.Originality/valueThe majority of past studies on the measurement and reporting of HR were conducted on the voluntary disclosure of information in annual reports. Firms were selected on the basis of the market capitalization, and data were analysed using content analysis. Yet, the literature suggests that the content analysis of disclosed annual report information is mainly based on a non‐random sample of firms and many firms do not disclose all the available information. The current empirical survey‐based study explored and compared HR measurement and reporting practices of firms belonging to the manufacturing and service sectors in Sri Lanka.

Using a human capital scorecard as a framework for analytical discovery

PurposeThe purpose of this paper is to suggest that analytics are most useful where they support and enable strategic decisions about people management and the business.Design/methodology/approachThe paper explores how organizations can best make the link between strategy and the analytics they choose.FindingsThe best way to link analytics and strategy is through a human capital scorecard. This scorecard should be based on a strategy map like the original balanced business scorecard, which links inputs, human resource (HR) activities and human capital outputs together and also shows how these are linked to HR's impacts in the business.Practical implicationsOrganizations are advised to think strategically about the sorts of analytics they can develop in order to drive decision making about people and the potential impact of people on business performance. In many cases, they will find that developing a strategy map that identifies objectives for the people management strategy, followed by a scorecard identifying measures for these strategies, and then analytics to add value to the chosen measures, will be the best approach to HR measurement and analysis.Originality/valueOther authors have suggested forms of HR scorecard but these have not been based on a strategy map. This limits their usefulness and, in particular, does not enable analytics to be developed that link to strategic needs within a business.

Status of HR Measurement in India

There is pressure on HR (human resource) function to measure its contribution in the increasingly competitive and cost effective environment. This study makes an attempt to assess the current status of HR measurement in India. Based on the data collected from 114 HR professionals across India, the study indicates that there are systems in place for measuring HR efforts in the organisations. HR departments have proper positioning in organisations. They monitor and measure costs of HR aspects such as absenteeism, turnover, and costs of HR programmes, but not the benefits.

Metrics: HRM's Holy Grail? A New Zealand case study

What gets measured in business is noticed and acted on. The importance of human resource management (HRM) to be noticed as a vital key to business success has been argued profusely by the HRM profession over the last three decades. While the importance of human resource (HR) measurement is not disputed by business managers, the search for meaningful generic HR metrics is like HRM's Holy Grail. The purpose of this research is to investigate the issues confronting a sample of business organisations concerning measurement issues. It examines the current measurement practices used and their HR measurement needs. Developing appropriate HR measures, in terms of adding value, allows organisations to refocus their resources for leverage. Inappropriate measures simply encourage inappropriate behaviours not in the long‐term interests of the business. We know that HRM is less prepared than other business functions (like finance or management information systems) to quantify its impact on business performance. Our results suggest that HR metrics as the Holy Grail of HRM remain elusive. This research signals the importance of developing relevant and meaningful HR measurement models, while acknowledging that the actual metrics used (unlike accounting measures) may vary from business to business.

Strategies against competency obsolescence: the case of R&D-intensive organisations

The consequences of demographic change for firms are increasingly discussed in both academia and industry. However, empirical findings indicate that the correlation between an employee's age and performance is nearly insignificant. What matters most is the currency of employees' competencies. The Human Resources Management (HRM) literature offers suggestions about 'best practices' to keep competencies up to date. In this paper, we present empirical results from R&D-intensive organisations (non-university research). Based on qualitative empirical data, we identified configuration types that perform different strategies for keeping employees' competencies up to date. The differences result from the relation of an organisation's environment to its internal learning dynamics. Consequently, the appropriateness of Human Resource (HR) strategies, measures and practices to keep competencies up to date depends on the configuration type. 'Best practices' in one configuration type can be 'worst practices' in another. We show which HR strategies, measures and practices are employed in different configuration types and how they shape the learning dynamics in various environments.

Enterprise Resource Planning Software in the Human Resource Classroom

The relatively recent development of comprehensive human resource information systems (HRIS) software has led to a large demand for technologically literate human resource (HR) professionals. For the college student who is about to begin the search for that first postcollege job, the need to develop technology literacy is even more necessary. To meet this technology need, many business schools have started to think about or have begun to incorporate more advanced technology such as enterprise resource planning (ERP) systems into their curriculum. This article describes the efforts of faculty from two university business schools that incorporated the HRIS module of an ERP system into their HR management courses. In both cases, HRIS was used to illustrate examples of HR processes, measurement, best practices, and planning. Outcomes and lessons learned from the past 2.5 years are also described.

Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach

In 1996, Becker and Gerhart noted that much of the work on human resources (HR) and performance had traditionally been conducted at the individual level of analysis. However, in the 1990s, empirical research on HR and performance increasingly moved to the plant/unit and firm level of analysis with a new emphasis on understanding how HR practices influence business performance at these higher levels. In the present article, I describe the empirical findings of this evolving literature, unanswered questions, and an approach to the issue that differs from what has come to be the typical approach over the past 10 years or so. Key words: Human Resources, Performance, Employee Relations, Employee Attitudes, Methodology Findings on HR and Business Performance Early efforts to link HR practices to business performance generally focused on a single practice or area of HR. For example, business performance was found to be stronger where the industrial relations climate was more favorable (e.g., lower levels of grievances and conflict, better employee attitudes) and where the use of labor-management cooperation programs was greater (Cutcher-Gershenfeld 1991; Katz/Kochan/Gobeille 1983; Katz/Kochan/Weber 1985). This work was conducted at the plant/unit level of analysis (and typically in unionized settings). Other work, at the firm level of analysis, reported that business performance was stronger in firms emphasizing pay for performance in managerial compensation (Gerhart/Milkovich 1990) and in firms using more valid employee selection procedures (Terpstra/Rozell 1993). Subsequent research expanded the conception and measurement of HR to include an array of practices. To some extent, theory (Boxall/Purcell 2003) has evolved as a model to help guide choice of HR practices to study. AMO refers to ability-motivation opportunity' (Appelbaum et al. 2000; Bailey 1993; Gerhart, forthcoming; Huselid 1995; Ichniowski et al. 1996). Under the AMO model, HR practices are expected to influence business performance via the workforce's ability (e.g., using selective hiring, training), motivation (e.g., using pay for performance), and opportunity to contribute (e.g., using teams, suggestion systems). At the plant/facility level, key studies showing links between HR practices and performance were conducted by Arthur (1994), MacDuffie (1995), and Ichniowski/ Shaw/Prennushi (1997) in manufacturing and in the service sector by Batt (2002). At Uiefirm level, an early and influential study was conducted by Huselid (1995), followed by Delery and Doty (1996). For reviews of these and related studies, see Becker and Gerhart (1996), Boxall and Purcell (2003), and Gerhart (1999, forthcoming). The empirical work generally reports the same finding: the choice of HR practices is related to business performance, often strongly. (see Cappelli and Neumark for an empirical exception and Godard 2004 for a less optimistic review.) For example, Gerhart's (1999) review found that a one standard deviation increase in HR system practices (relative to the mean) designed to enhance workforce ability', motivation, and opportunity to contribute was associated with roughly 20 percent better firm financial performance. Consider that this finding means that firms one standard deviation above the mean are at 120 % of mean performance, while those one standard deviation below the mean are at 80 percent of mean performance, making for a 120/80 = 50 percent advantage of being +1 standard deviation versus -1 standard deviation. This is a large difference. How have such studies been received by HR scholars? An examination of the HR Division, Academy of Management, Scholarly Achievement Award (best article of the year) winning studies reveals that since 1990, the majority of award-winning articles have used either plant or firm performance as a major dependent variable (http://www.hrdiv.org/) and one or more HR practices as the independent variable(s). …

Measuring human resources: An overview of practice and a prescription for results

Many talk about measuring human resources (HR), but get lost because the issues are confusing. What to measure? How to measure it? When to measure? Where to measure? These questions make measurement of HR difficult. This article reviews the history of HR measurement; summarizes how HR measures may be done for professionals, practices, and functions; and offers specific guidelines for improving HR measures. © 1997 John Wiley & Sons, Inc.

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. © 1997 John Wiley & Sons, Inc.

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. © 1997 John Wiley & Sons, Inc.

Measuring intellectual capital: Learning from financial history

Emerging evidence from scientific studies and specific organizations suggests that how people are managed significantly affects organizational success, and that certain patterns of human resource activities are associated with financial performance. Most human resource (HR) and line managers, however, find existing measures of human and intellectual capital woefully inadequate. In this article, we suggest that designers of HR measurement systems can learn from the success of well-accepted measurement models in the financial and marketing arenas. We show that the historical development of these measurement systems suggests several lessons for the HR measures of the future. These lessons include articulating the links in the value chain, focusing on key organizational constraints, and using data to make “soft” intangible factors more tangible. © 1997 John Wiley & Sons, Inc.

Measuring intellectual capital: Learning from financial history

Emerging evidence from scientific studies and specific organizations suggests that hcnv people are managed significantly affects organizational success, and that certain patterns of human resource activities are associated with financial performance. Most hum.an resource (HR) and line managers, however, find existing measures of human and intellectual capital woefully inadequate. In this article, we suggest that designers ofHR measurement systems can leam from, the success of well-accepted measurement m.odels in the financial and -marketing arenas. We show that the historical development of these m.easurement system.s suggests several lessons for the HR measures of the future. These lessons include articulating the links in the value chain, focusing on key organizational constraints, and using data to make soft intangible factors more tangihle. © 1997 John Wiley &• Sons, Inc.