Employee Returns: Linking HR Performance Indicators to Business Strategy. IES Report 365.

Autor/inn/en	Carter, Alison; Robinson, Dilys
Institution	Sussex Univ., Brighton (England). Inst. for Employment Studies.
Titel	Employee Returns: Linking HR Performance Indicators to Business Strategy. IES Report 365.
Quelle	(2000), (63 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	1-85184-295-0
Schlagwörter	Leitfaden; Adult Education; Benchmarking; Comparative Analysis; Data Analysis; Data Collection; Definitions; Educational Needs; Evaluation Criteria; Evaluation Methods; Evaluation Utilization; Foreign Countries; Guidelines; Human Resources; Job Performance; Job Satisfaction; Job Training; Labor Force Development; Needs Assessment; Organizational Objectives; Outcomes of Education; Performance Based Assessment; Personnel; Questionnaires; Research Methodology; Strategic Planning; Work Attitudes; United Kingdom (Great Britain) + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Auswertung; Data capture; Datensammlung; Begriffsbestimmung; Educational need; Bildungsbedarf; Ausland; Richtlinien; Humankapital; Work performance; Arbeitsleistung; Labor; Labour; Satisfaction; Arbeit; Zufriedenheit; Berufsqualifizierender Bildungsgang; Arbeitskräftebestand; Bedarfsermittlung; Business goal; Unternehmensziel; Lernleistung; Schulerfolg; Leistungsermittlung; Fragebogen; Research method; Forschungsmethode; Strategy; Planning; Strategie; Planung; Work attitude; Arbeitshaltung
Abstract	This document is a practical guide that demonstrates how human resource (HR) professionals can use performance measurement to link HR to organizational strategy and business objectives, and thereby raise the profile of HR within their organization. The following are among the topics examined: (1) the strategic context of measurement (the role behavior, the business cycle, and the organization-specific approaches to measurement); (2) the importance of balance (the myth of financial indicators, the balanced scorecard, the Institute for Employment Studies scorecard); (3) people measures (levels of analysis, approaches to measurement, ways of calculating measures and deciding what is really important); (4) measurement of HR (the evidence, dilemmas, perceptions of HR, an HR value chain, key indicators, "HR scorecards," evaluation of initiatives); (5) benchmarking (setting clear objectives, identifying comparative organizations, collecting data and understanding results, adapting for improvement from benchmarking); and (6) key points and steps to success (organizational objectives, people implications, HR implications). Fourteen tables/figures are included. Appended are definitions of selected people and HR indicators; guidelines for deriving indicators of satisfaction and commitment; and a questionnaire examining perceptions of the HR function. (Contains 26 references.) (MN)
Anmerkungen	Grantham Book Services, Isaac Newton Way, Alma Park Industrial Estate, Grantham NG31 9SD, United Kingdom (19.95 British pounds). Web site: http://www.employment-studies.co.uk/pubs/order.html.
Erfasst von	ERIC (Education Resources Information Center), Washington, DC