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Article
Publication date: 22 February 2011

Jon Ingham

The purpose of this paper is to suggest that analytics are most useful where they support and enable strategic decisions about people management and the business.

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Abstract

Purpose

The purpose of this paper is to suggest that analytics are most useful where they support and enable strategic decisions about people management and the business.

Design/methodology/approach

The paper explores how organizations can best make the link between strategy and the analytics they choose.

Findings

The best way to link analytics and strategy is through a human capital scorecard. This scorecard should be based on a strategy map like the original balanced business scorecard, which links inputs, human resource (HR) activities and human capital outputs together and also shows how these are linked to HR's impacts in the business.

Practical implications

Organizations are advised to think strategically about the sorts of analytics they can develop in order to drive decision making about people and the potential impact of people on business performance. In many cases, they will find that developing a strategy map that identifies objectives for the people management strategy, followed by a scorecard identifying measures for these strategies, and then analytics to add value to the chosen measures, will be the best approach to HR measurement and analysis.

Originality/value

Other authors have suggested forms of HR scorecard but these have not been based on a strategy map. This limits their usefulness and, in particular, does not enable analytics to be developed that link to strategic needs within a business.

Details

Strategic HR Review, vol. 10 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 18 May 2021

Clotilde Coron

With a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to…

1754

Abstract

Purpose

With a focus on the evolution of human resource management (HRM) quantification over 2000–2020, this study addresses the following questions: (1) What are the data sources used to quantify HRM? (2) What are the methods used to quantify HRM? (3) What are the objectives of HRM quantification? (4) What are the representations of quantification in HRM?

Design/methodology/approach

This study is based on an integrative synthesis of 94 published peer-reviewed empirical and non-empirical articles on the use of quantification in HRM. It uses the theoretical framework of the sociology of quantification.

Findings

The analysis shows that there have been several changes in HRM quantification over 2000–2020 in terms of data sources, methods and objectives. Meanwhile, representations of quantification have evolved relatively little; it is still considered as a tool, and this ignores the possible conflicts and subjectivity associated with the use of quantification.

Originality/value

This literature review addresses the use of quantification in HRM in general and is thus larger in scope than previous reviews. Notably, it brings forth new insights on possible differences between the main uses of quantification in HRM, as well as on artificial intelligence and algorithms in HRM.

Details

Personnel Review, vol. 51 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 5 June 2017

Thuy Thi Thanh Nguyen and Man-Ling Chang

The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR

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Abstract

Purpose

The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR expertise and positive HR outcome.

Design/methodology/approach

This study uses data collected from 85 Vietnamese firms of different sizes. Regression analysis is used to examine the research hypotheses.

Findings

The strategic involvement of HR management is positively related to the decision to outsource HR. As expected, a positive significant relationship exists between cost reduction and the decision to outsource HR for non-core HR activities. For core HR activities, demand uncertainty relates positively to the decision to outsource HR, and the lack of HR expertise moderates the process of HR outsourcing (HRO).

Research limitations/implications

Although the focus on firms in Vietnam may help to control for cultural factors, it may also limit generalizability. Because of the limited number of samples, this study cannot compare results across different industries. Future research should focus on the cross-cultural aspects of this issue or compare differences across industries.

Practical implications

This study provides HR managers with guidelines for making appropriate decisions regarding HRO. Vendors can exploit aspects of core vs non-core activities to provide professional services that satisfy the demands of firms.

Originality/value

Based on a theoretical approach, this work analyzes the decision to outsource HR in developing countries, an area that heretofore has received scant research attention.

Details

Personnel Review, vol. 46 no. 4
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 1 January 2006

Sue LaChance

It’s nearly impossible for an organization to perform in concert at a very high level unless all the employees are responding to the same feedback from a single digital dashboard…

5746

Abstract

It’s nearly impossible for an organization to perform in concert at a very high level unless all the employees are responding to the same feedback from a single digital dashboard. Many organizations are introducing a balanced scorecard to guide performance.

Details

Strategic HR Review, vol. 5 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 31 August 2012

Vathsala Wickramasinghe and Nayana Fonseka

The purpose of this paper is to explore and compare current practice of the measurement and reporting of human resource (HR) information by firms belonging to the manufacturing…

1674

Abstract

Purpose

The purpose of this paper is to explore and compare current practice of the measurement and reporting of human resource (HR) information by firms belonging to the manufacturing and service sectors in Sri Lanka.

Design/methodology/approach

Survey methodology was used and 30 firms belonging to the manufacturing and service sectors responded. For the data analysis descriptive statistics, χ2 test, principal component factor analysis and independent sample t‐test were used.

Findings

There were sectoral differences in reporting some of the HR indicators. HR indicators were mainly collated internally and a limited number of indicators were externally disclosed. A majority of firms, irrespective of business sector, maintained records of HR indicators in the manual form. Three main factors that inhibit the measurement and reporting of HR were identified as “Insufficient resource allocation”, “Lack of knowledge in human resource measurement and reporting”, and “Negative impact on organization”.

Research limitations/implications

The research was conducted using survey research methodology as a pilot study to establish baseline data and to be a source of general guidance in stimulating future research.

Practical implications

The findings suggested that firms in Sri Lanka need to have more effective systems for the measurement and reporting of HR.

Originality/value

The majority of past studies on the measurement and reporting of HR were conducted on the voluntary disclosure of information in annual reports. Firms were selected on the basis of the market capitalization, and data were analysed using content analysis. Yet, the literature suggests that the content analysis of disclosed annual report information is mainly based on a non‐random sample of firms and many firms do not disclose all the available information. The current empirical survey‐based study explored and compared HR measurement and reporting practices of firms belonging to the manufacturing and service sectors in Sri Lanka.

Details

Journal of Human Resource Costing & Accounting, vol. 16 no. 3
Type: Research Article
ISSN: 1401-338X

Keywords

Article
Publication date: 1 October 2005

Ebrahim Soltani

A remarkable amount of theory‐based research is beginning to suggest that, even in organisations that pride themselves on having a quality orientation, the approach driving…

10223

Abstract

Purpose

A remarkable amount of theory‐based research is beginning to suggest that, even in organisations that pride themselves on having a quality orientation, the approach driving current policies and practices for human resource (HR) performance appraisal might be in fundamental conflict with essential requirements of total quality management (TQM). Seen in this light, this article aims to explore such (in)consistency between HRM theory and TQM precepts and assumptions.

Design/methodology/approach

Given that there is relatively little evidence regarding the nature of HR performance appraisal in quality‐driven organisations, this research used a combination of quantitative and qualitative investigation of performance appraisal and TQM assumptions.

Findings

The research highlights that while some of the quality management gurus, followed by other TQM scholars, advise organisations to relinquish and eliminate performance appraisal practices, this is not a unanimous view in both the literature and practice.

Research limitations/implications

The research has the potential to aid researchers in comprehending the broad and complex mix of performance appraisal practices with those criteria underlying TQM. Therefore, the fundamental need is for more empirical research and analysis in order to test various theoretical assumptions about the impact of HR‐related practices on organisational performance in quality‐driven organisations.

Practical implications

The results of the research should enable practicing managers to determine which HR performance characteristics are more consistent with TQM initiatives. In particular, the research findings should also facilitate more valid diagnosis of TQM failures.

Originality/value

The paper highlights that the effectiveness of TQM can be enhanced by designing a performance management system that fits the culture and strategy of the organisation and also strongly supports a quality‐driven management strategy.

Details

International Journal of Quality & Reliability Management, vol. 22 no. 8
Type: Research Article
ISSN: 0265-671X

Keywords

Article
Publication date: 3 July 2020

Clinton Longenecker, Sheri Caldwell and Deborah Ball

The purpose of this paper is to identify and share the specific factors that cause senior human resource (HR) leaders to lose their jobs. The paper will also provide readers with…

Abstract

Purpose

The purpose of this paper is to identify and share the specific factors that cause senior human resource (HR) leaders to lose their jobs. The paper will also provide readers with key lessons to help them improve their senior HR leadership talents and acumen while at the same time providing them with a checklist of specific questions that address the causes of termination.

Design/methodology/approach

In this paper, the authors will describe a leadership development process that they use to help senior HR leaders identify the causes of senior HR leadership failure. A focus group methodology is used so that senior leaders are able to share their experience and input in response to the question, “Based on your experience, what are the primary factors that will cause a senior HR leader to be terminated from their position?” In this paper, the authors will share what they have learned from these HR leaders having gone to this process with hundreds of senior HR leaders. The authors will also provide the readers with lessons based on their input.

Findings

Senior HR leader focus groups revealed a set of “failure factors” that included a lack of understanding of the core business model, inability to fashion an effective value-added HR strategy, poor working relationships with members of the senior leadership team, a marked lack of emotional intelligence, political factors and an inability to create best HR practices and leverage technology, among others. Participant leaders provided rich dialogue and discussion points that provide the readers with a better understanding of why senior HR leaders fail, and equally important, how to avoid HR leadership failure.

Research limitations/implications

The basis for the findings stated in this paper is based on the content analysis of a convenience sample which may limit the generalizability of these findings. Having said that, the findings will provide the readers with a rich context for better understanding of the nature of senior HR leaders’ terminations.

Practical implications

The practical implications of this project provide the readers with any number of important lessons requiring application. From a senior HR leader’s perspective, the key lessons from this research provide them with a checklist of factors that need attention and forging and implementing an effective HR strategy and set of best practices. At the organizational level, these findings can serve as a needs assessment that can be used in senior HR leader selection, orientation and development.

Social implications

Any time a paper provides guidelines that can help prevent senior leadership failure, there is a positive social effect for both organizations and individuals operating in these environments. The authors believe that the findings will provide the readers with effective guidelines to improve the overall effectiveness of senior HR leaders when properly implemented. Previous research makes it clear that when organizations have great HR practices, the quality of work life for organizational members moves in the right direction.

Originality/value

As a general rule, there is limited research on the subject matter of why leaders fail while antidotal information and literature abound. It is the authors purpose to provide the readers of Strategic HR Review, the relevant information based on the input of their fellow members of the C-suite so as to improve their performance and provide their organizations with the template for organizational HR success.

Details

Strategic HR Review, vol. 19 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 12 September 2018

Dave Ulrich and Joe Grochowski

This paper aims to define and clarify the nine criteria of an effective HR department, and it illustrates how these nine criteria deliver value across four distinct stages of an HR

1704

Abstract

Purpose

This paper aims to define and clarify the nine criteria of an effective HR department, and it illustrates how these nine criteria deliver value across four distinct stages of an HR department.

Design/methodology/approach

This research is based on over 100,000 respondents from the HR competency study along with interviews and discussions with senior HR professionals in over 100 global 500 organizations across all industry sectors.

Findings

Many HR transformation efforts exclusively focus on how to organize the HR department. This paper argues that organizing and designing the right HR department is an important part of HR transformation, but focusing only on the HR department is a narrow focus of the overall effectiveness of HR. The overall effectiveness of the HR department consists of nine criteria that deliver value across four stages.

Originality/value

This paper provides HR professionals with a simple and practical framework to audit the overall effectiveness of the HR department by clarifying the nine criteria of an effective HR department that deliver value across four stages.

Details

Strategic HR Review, vol. 17 no. 4
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 1 April 2005

Ralf Reichwald, Jörg Siebert and Kathrin Möslein

From an exploratory study of 37 large multinationals, this paper aims to report key findings, derive learnings for the design of corporate leadership systems and identify future…

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Abstract

Purpose

From an exploratory study of 37 large multinationals, this paper aims to report key findings, derive learnings for the design of corporate leadership systems and identify future research issues for a better understanding of individual leadership in corporate leadership systems.

Design/methodology/approach

The study reported builds on ten years of ongoing research on the nature of leadership, leadership communication, and institutional support structures in large multinationals. As such, it is part of ongoing longitudinal leadership research, following a hermeneutic approach.

Findings

From a qualitative as well as quantitative perspective the paper reviews the implementation and usage of corporate leadership instruments and discusses current practices of large corporations trying to select, support, measure, motivate and develop very large numbers of leaders around the world. A conceptual leadership system is presented as a basic frame of reference.

Research limitations/implications

The exploratory research approach has its strength in framing the field of corporate leadership systems. Further in‐depth research is needed on the nature of each the four key fields of the conceptual framework described.

Practical implications

Those who are responsible to design and revise corporate leadership systems will find a valuable frame of reference and selected benchmark data as a basis for the assessment and further development of the corporate leadership landscape.

Originality/value

This paper presents original findings in a highly relevant, but under‐researched field of corporate leadership practice.

Details

Journal of European Industrial Training, vol. 29 no. 3
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 26 November 2020

Dave Ulrich

This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus…

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Abstract

Purpose

This paper aims to examine the future contribution of human resources (HR) in three areas: first, the evolution of four waves of HR value creation leading to an outside-in focus. Second, HR insights about individual competence (talent), leadership and organization capabilities (culture). Third, creating more effective HR departments and upgrading HR professionals.

Design/methodology/approach

The author, Dave Ulrich, has worked extensively on HR theory, research and practice. This paper synthesizes and extends his (and others’) thinking about HR’s evolving contributions.

Findings

HR is not about HR, but about helping an organization succeed in the marketplace through talent, leadership and organization. HR departments can be assessed and improved based on nine dimensions and HR professionals can recognize and master competencies that help them deliver value.

Originality/value

Reading should come away recognize where HR can continue to contribute to individual and organizational success through thinking outside in, delivering HR agenda (talent, leadership and organization), and improving the HR department and upgrading HR professionals.

1 – 10 of over 1000