The discipline of management is, among other things, the skill of translating accounting information into behaviour. Where the knowledge and skills of employees are the principal asset of an organisation, current key performance indicators rarely provide appropriate or relevant information and indeed may be misleading to management. Because managing the knowledge and skills of employees is the current organisational challenge (Handy, 1996), it is time that serious consideration is given to the development of measures that meet this challenge. Management accounting provides an attractive concept, namely, the balanced scorecard, to assist management in the assessment of organisational performance. Its usefulness is often questioned because of a lack of relevant measures in the fourth quadrant. This paper considers, in relation to the human element of an organisation, how it may be possible to strengthen the innovation and learning perspective of the balanced scorecard. The aim is to provide information that allows managements to monitor the performance of their human resources and also enables others to assess managements' ability to nurture and to augment the talent and accumulated knowledge of their organisations' human resources. This model may well be considered the beginning of Puxty's (1993) long road in search of a planning, control and performance measurement system that accounts for the human element of an organisation's intellectual assets.
TURNER, G. (2000), "Using Human Resource Accounting to bring Balance to the Balanced Scorecard", Journal of Human Resource Costing & Accounting, Vol. 5 No. 2, pp. 31-44. https://doi.org/10.1108/eb029067
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