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

BECKER, Brian E; HUSELID, Mark A, 1961-; ULRICH, Dave, 1953-; NORTON, David P.

Boston: Harvard Business School Press, 2001

XIII, 235 p. ; 24 cm

1-57851-136-4

"Three experts in the field outline a powerful measurement system that highlights the indisputable role HR can play as both a prime source of sustainable competitive advantage and a key driver of value creation. They draw from an ongoing study of nearly 3,000 firms to outline a seven-step process they call an HR Scorecard, specifically designed to embed human resources systems within a firm's overall strategy and manage the HR architecture as a strategic asset. Building on the proven Balanced Scorecard model, they also show how to link HR's results to measures-such as profitability and shareholder value-that line managers and senior executives will understand and respect. The authors argue that human resource's strategic role begins with designing an HR architecture-the HR function, the HR system, and strategic employee behaviours-that relentlessly emphasizes and reinforces the implementation of the firm's strategy. Using compelling examples from a variety of leading companies, they explain how to develop and implement an HR Scorecard in order to both manage the HR architecture as a strategic asset, as well as measure the contribution of that asset to firm performance."

Gestão

Gestão e administração de pessoal; Recursos-Humanos; Planeamento-Estratégico

658.3; 658

2001

Material Textual Impresso

ENG