Measuring Human Resource Management's Effectiveness in Improving Performance

Ramlall, Sunil J.
January 2003
Human Resource Planning;2003, Vol. 26 Issue 1, p51
Academic Journal
This article examines the strategic role of HR and its main practices, describes the outcomes of respective categories of HR practices, explains the critical reasons for measuring HR's efforts, and proposes a framework for assessing HR. Ultimately, organizations will be able to utilize the information to determine how particular HR practices correlate with better business results; determine potential areas for investments, expansions, and reductions; justify budget allocations; and be more accountable for each dollar spent within the organization. The framework proposed does not merely explain the cost for each major HR activity, but demonstrates the value of the activity and, hence, the opportunity to determine if it is a worthwhile investment and strategy for creating a competitive advantage.


Related Articles

  • Effective teams. Mendzela, Elisa // CPA Journal;Sep97, Vol. 67 Issue 9, p62 

    Discusses the advantages of teamwork in corporate organizations. Characteristics of a team; Results of teamwork in manufacturing firms in United States; Factors to considers in using team-based approach; A developmental model of a team.

  • Personality profiling can open employees to new ideas-or close minds. Lewis, Bob // InfoWorld;08/16/99, Vol. 21 Issue 33, p95 

    Offers advice to organization leaders on effectively using personality profiles for team members. Suggestion for motivating or managing an employee who is a member of one of those frequently stereotyped groups.

  • Measuring organizational performance in strategic human resource management: Problems, prospects, and performance information markets. Rogers, Edward W.; Wright, Patrick M. // Human Resource Management Review;Fall98, Vol. 8 Issue 3, p311 

    Examines the measurement of organizational performance in strategic human resource management. Challenges of construct definition; Divergence of stakeholder criteria; Temporal dynamics of performance; Evolution and changes in human resource management.

  • Leadership at the Edge. Glaser, Judith E. // Executive Excellence;Oct2003, Vol. 20 Issue 10, p7 

    Focuses on the role of leaders in creating a workable environment. Emphasis on involving members in decision-making; Creation of positive changes in the operation process; Elimination of boundaries and development of trust.

  • PROFESSIONAL LEADERSHIP FOR THE 21ST CENTURY. Levin, Jerry W. // Journal of Jewish Communal Service;Spring2000, Vol. 76 Issue 3, p151 

    Discusses professional leadership among companies in the 21st century. Strategies for achieving organizational success; Significance of personnel management to organizational success; Importance of teamwork.

  • Territorial games. Simmons, Annette // Executive Excellence;Mar1998, Vol. 15 Issue 3, p17 

    Offers advice for executives on how to eliminate the many games or wars that go on in an organization. Ten different wars or games; Need to get to the root causes of organizational conflicts; Information manipulation; Importance of communication.

  • Managing change to be a preferred employer. Daffy, Kristin // Businessdate;Mar1998, Vol. 6 Issue 1, p1 

    Outlines some of the policies and practices that Australian organizations may adopt in order to increase their competitiveness in recruiting and retaining the best employees. Impact of demographic and value-based changes within Australian society; Pressures for increasing work flexibility;...

  • Leadership column. Winter, Neil // Accountancy Ireland;Apr2007, Vol. 39 Issue 2, p58 

    The article presents the author's point of view on the value of leadership potential for executives in a company. He notes that many organizations fail to get an accurate view on their leaders because they establish their standards based in a form of ideal experiences. He emphasizes that...

  • Plus ça Change: Public Management, Personnel Stability, and Organizational Performance. O'Toole Jr., Laurence J.; Meier, Kenneth J. // Journal of Public Administration Research & Theory;Jan2003, Vol. 13 Issue 1, p43 

    This study compares public servants and other citizens with regard to several important civic attitudes and behaviors that are closely related to social capital. These attributes include social trust, social altruism, equality, tolerance, humanitarianism, and civic participation. The first five...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics