There are different ways in which the HR scorecard prepared above may be used to demonstrate and achieve value creation that aligns with the organization’s strategic goals. The ways and means by which each of the dimensions of the HR scorecard is expected to be used have been…
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This is because based on the productivity it is possible to tell the value of investments made in the employees.
High-performance work system: Quality has been said to be the measure of effectiveness. This is because where there is effectiveness, it is expected that outcome of work will be measured by the degree of its quality value (Lawler, Jamrog & Boudreau, 2011). Becker, Huselid & Ulrich (2001) actually noted quality value as an advantageous means of gaining competitive advantage through the use of differentiation strategic option. That is, the organization offers high value products or services to customers at additional cost as a means of gaining additional revenue. It is therefore expected that employees will use the work system in place to deliver superior quality output of work based on stated specifications
HR system alignment: Interestingly, every department of the organization is made up of a set of employees who constitute the human resource of the organization. The difference however has to do with the work each of them does. It is therefore expected that through the HR system alignment, there will be coordination with other departments in the delivery of work functions. By so doing, it will be possible to establish a cross functional team to promote growth of organization (Becker, Huselid & Ulrich, 2001).
HR efficiency measure: Where there is efficiency, it is expected that with the little resources available, the human resource will be able to produce a desired level of outcome. Base on the HR efficiency measure therefore, it is expected that employees will use work system efficiently to produce more outcomes with less resources. This particularly modality is expected to transform into the overall expectation or outcome of the HR scorecard for value
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A PEST analysis is one of the most notable activities an organisation should undertake. According to Osborn and Brown (2005, p. 12), PEST analysis is a structured method of analyzing the different environmental factors that may call for change or innovation by a firm.
A balanced scorecard is a performance measurement tool used in strategic management to discover and develop a variety of internal processes as well as assessing of the impacts of the external factors. In particular, the purpose of this technique is to measure and assist organizations in the implementation of their goals and strategies.
Its list of high brand soft wares’ include the Final Cut Studio, iTunes media-browser, Airplay, Mac OS X operating system, Airprint, Aperture, iOS, iLife and iWork productivity software. Currently, the company has 447 retail stores out
The author states that Lotman has attempted to prove that just like the “biosphere” concept formulated by V.I.Vernadsky, it is possible to imagine “semiosphere”, which is a specific sphere, possessing signs, which are assigned to the enclosed space. He has further defined the semiosphere, as the totality of individual texts and isolated languages.
Many organizations are hesitant to adopt the telecommuting model due to the lack of control it gives the employers and the chances of work inefficiency due to lack of supervising authority (Brewer, 2000). Other firms have successfully adopted the system and enjoy low costs with
tension, the evaluative outcomes that are gained help the organization in making several decisions concerning the human resource, including training, placement and promotions.
Once the organization is made aware of how best its strategies work for the human resource, there are
It is a framework for merging various measures derived from strategy. This method takes into account the past performance while setting the drivers for future financial performance. The drivers are identified as customer, internal business process, and learning & growth perspectives, and are developed from the company’s strategy translated into objectives and measures.
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