Human Resource Management · 1997 · 29 citations · 0 references
ManagementHuman Resource ManagementStrategic ManagementBalanced ScorecardPerformance MeasurementStrategic Human Resource ManagementBalanced Scorecard DesignHuman Resource MetricsHuman Resource StrategyHuman Resources SystemsPerformance MeasuresStrategic FitBusiness Performance IndicatorsHuman Resource AlignmentHuman Resource CapabilityHuman Resource ScorecardsPerformance-enhancing Human Resource SystemsProductive CapabilitiesResource MeasurementSatisfaction
Building upon the balanced scorecard framework, this article addresses three central issues of human resource (HR) measurement: (1) Do HR practices impact business results? (2) How can HR practices add value to business performance? (3) What HR measures can drive business performance? Using Eastman Kodak as a case study, this article identifies three paths through which HR practices contribute to business performance: (1) by building organizational capabilities; (2) by improving employee satisfaction; and (3) by shaping customer and shareholder satisfaction. Three clusters of measures are proposed: internal operational HR measures, internal strategic HR measures, and external strategic HR measures. © 1997 John Wiley & Sons, Inc.