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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




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.


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


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.


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



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



Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited