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Human resource performance metrics: methods and processes that demonstrate you care

Neil Boyd (Department of Business Administration, Lycoming College, Williamsport, Pennsylvania, USA)
Brooke Gessner (School of Public Policy and Administration, University of Delaware, Newark, Delaware, USA)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 26 April 2013

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4223

Abstract

Purpose

The purpose of the present analysis is to show that HR systems are not always designed in ways that consider the well‐being of employees. In particular, performance metric methods seem to be designed with organizational goals in mind while focusing less on what employees need and desire.

Design/methodology/approach

A literature review and multiple case‐study method was utilized.

Findings

The analysis showed that performance metrics should be revaluated by executives and HR professionals if they seek to develop socially responsible organizational cultures which care about the well‐being of employees.

Originality/value

The paper exposes the fact that performance appraisal techniques can be rooted in methodologies that ignore or deemphasize the value of employee well‐being. The analysis provides a context in which all HR practices can be questioned in relation to meeting the standards of a social justice agenda in the area of corporate social responsibility.

Keywords

Citation

Boyd, N. and Gessner, B. (2013), "Human resource performance metrics: methods and processes that demonstrate you care", Cross Cultural Management: An International Journal, Vol. 20 No. 2, pp. 251-273. https://doi.org/10.1108/13527601311313508

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited