To read the full version of this content please select one of the options below:

Strategic human resource utility analysis

Jens Rowold (University of Münster, Münster, Germany)
Martina Mönninghoff (University of Münster, Münster, Germany)

Journal of Human Resource Costing & Accounting

ISSN: 1401-338X

Article publication date: 1 January 2005

Downloads
4738

Abstract

Purpose

As the implementation and acceptance of utility analyses are afflicted by several problems, this paper sets out to describe how to circumvent these problems by implementing a new framework for utility analysis.

Design/methodology/approach

The HC BRidge™ model, developed by Boudreau and Ramstad, was implemented to determine the utility of assessment centers within a call center company.

Findings

The results demonstrate the utility of the assessment centers and the usefulness of the HC BRidge™ model.

Research limitations/implications

Future research should clarify under which conditions human resource specialists can communicate effectively and reach an optimal decision within the HC BRidge™ model of utility analysis.

Practical implications

It is highlighted how human resource experts can assist in using utility analyses (as a component of HR strategy) for decision‐making processes concerning limited organizational resources.

Originality/value

To demonstrate the usefulness and value of the HC BRidge™ model for both researchers and practitioners.

Keywords

Citation

Rowold, J. and Mönninghoff, M. (2005), "Strategic human resource utility analysis", Journal of Human Resource Costing & Accounting, Vol. 9 No. 1, pp. 10-25. https://doi.org/10.1108/14013380510636676

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited