The HR Scorecard: Linking People, Strategy, and Performance(中古品)
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(中古品)
The HR Scorecard: Linking People, Strategy, and Performance
【ブランド名】
Harvard Business Review Press
Becker, Brian E.: author; Ulrich, David: author; Huselid, Mark A.: author;
【商品説明】
内容紹介 Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations. 抜粋 THE HR SCORECARD Linking People, Strategy, and Performance By Brian E. Becker - Mark A. Huselid - Dave Ulrich HARVARD BUSINESS SCHOOL PRESS Copyright ? 2001 President and Fellows of Harvard College. All rights reserved. ISBN: 1-57851-136-4 Chapter One HR AS A STRATEGIC PARTNER The Measurement Challenge How can we ensure that HR is at the table?and not on the table? As you begin to read this book, take a moment to reflect on your firm's human resources "architecture"?the sum of the HR function, the broader HR system, and the resulting employee behaviors. Why are these three features important? How does the HR architecture help your company to excel in the marketplace? If your organization is like most, you're probably finding it difficult to answer these questions. In our experience, many HR management teams have a well-developed vision of their department's strategic value (at least from the perspective of HR), but the CEO and senior line managers are at best skeptical of HR's role in the firm's success. Worse, in many firms, executives want to believe that "people are our most important asset," but they just can't understand how the HR function makes that vision a reality. What explains this situation? We believe that these problems have the same root cause: HR's influence on firm performance is difficult to measure. Consider the elements and outcomes of your firm's human resources architecture that are tracked on a regular basis. You might have included total compensation, employee turnover, cost per hire, the percentage of employees who had a performance appraisal in the last twelve months, and employee attitudes such as job satisfaction. Now consider those HR attributes that you believe are crucial to the implementation of your firm's competitive strategy. Here you might mention a capable and committed workforce, development of essential employee competencies, or a training system that helps your employees learn faster than your competitors. How well do your existing HR measures capture the "strategic HR drivers" that you identified in your second list? For most firms there won't be a very close match. More important, even in firms where HR professionals think there is a close match, frequently the senior executives do not agree that this second list actually describes how HR creates value. In either case, there is a disconnect between what is measured and what is important. These questions are fundamental, because new economic realities are putting pressure on HR to widen its focus from the administrative role it has traditionally played to a broader, strategic role. As the primary source of production in our economy has shifted from physical to intellectual capital, senior HR managers have come under fire to demonstrate exactly how they create value for their organizations. More important, they have been challenged to serve increasingly as strategic partners in running the business. But what does it mean to be a strategic asset? The literature defines the term as "the set of difficult to trade and imitate, scarce, appropriable, and specialized resources and capabilities that bestow the firm's competitive advantage." Think about the difference between the ability to align every employee's efforts with the company's overall vision, and an innovative po
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The HR Scorecard: Linking People, Strategy, and Performance
【ブランド名】
Harvard Business Review Press
Becker, Brian E.: author; Ulrich, David: author; Huselid, Mark A.: author;
【商品説明】
内容紹介 Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations. 抜粋 THE HR SCORECARD Linking People, Strategy, and Performance By Brian E. Becker - Mark A. Huselid - Dave Ulrich HARVARD BUSINESS SCHOOL PRESS Copyright ? 2001 President and Fellows of Harvard College. All rights reserved. ISBN: 1-57851-136-4 Chapter One HR AS A STRATEGIC PARTNER The Measurement Challenge How can we ensure that HR is at the table?and not on the table? As you begin to read this book, take a moment to reflect on your firm's human resources "architecture"?the sum of the HR function, the broader HR system, and the resulting employee behaviors. Why are these three features important? How does the HR architecture help your company to excel in the marketplace? If your organization is like most, you're probably finding it difficult to answer these questions. In our experience, many HR management teams have a well-developed vision of their department's strategic value (at least from the perspective of HR), but the CEO and senior line managers are at best skeptical of HR's role in the firm's success. Worse, in many firms, executives want to believe that "people are our most important asset," but they just can't understand how the HR function makes that vision a reality. What explains this situation? We believe that these problems have the same root cause: HR's influence on firm performance is difficult to measure. Consider the elements and outcomes of your firm's human resources architecture that are tracked on a regular basis. You might have included total compensation, employee turnover, cost per hire, the percentage of employees who had a performance appraisal in the last twelve months, and employee attitudes such as job satisfaction. Now consider those HR attributes that you believe are crucial to the implementation of your firm's competitive strategy. Here you might mention a capable and committed workforce, development of essential employee competencies, or a training system that helps your employees learn faster than your competitors. How well do your existing HR measures capture the "strategic HR drivers" that you identified in your second list? For most firms there won't be a very close match. More important, even in firms where HR professionals think there is a close match, frequently the senior executives do not agree that this second list actually describes how HR creates value. In either case, there is a disconnect between what is measured and what is important. These questions are fundamental, because new economic realities are putting pressure on HR to widen its focus from the administrative role it has traditionally played to a broader, strategic role. As the primary source of production in our economy has shifted from physical to intellectual capital, senior HR managers have come under fire to demonstrate exactly how they create value for their organizations. More important, they have been challenged to serve increasingly as strategic partners in running the business. But what does it mean to be a strategic asset? The literature defines the term as "the set of difficult to trade and imitate, scarce, appropriable, and specialized resources and capabilities that bestow the firm's competitive advantage." Think about the difference between the ability to align every employee's efforts with the company's overall vision, and an innovative po
当店では初期不良に限り、商品到着から7日間は返品をお受けいたします。
イメージと違う、必要でなくなった等、お客様都合のキャンセル・返品は一切お受けしておりません。
中古品の場合、基本的に説明書・外箱・ドライバーインストール用のCD-ROMはついておりません。
商品名に「限定」「保証」等の記載がある場合でも特典や保証・ダウンロードコードは付いておりません。
写真は代表画像であり実際にお届けする商品の状態とは異なる場合があります。
中古品の場合は中古の特性上キズ、汚れがある場合があります。
他モールでも併売しておりますので、万が一お品切れの場合はご連絡致します。
ご注文からお届けまで
1．ご注文
ご注文は24時間受け付けております
2．注文確認 ご注文後、注文確認メールを送信します
3．在庫確認
在庫切れの場合はご連絡させて頂きます。
※中古品は受注後に、再メンテナンス、梱包しますのでお届けまで3〜7営業日程度とお考え下さい。
4．入金確認
前払い決済をご選択の場合、ご入金確認後、配送手配を致します。
5．出荷
配送準備が整い次第、出荷致します。配送業者、追跡番号等の詳細をメール送信致します。
6．到着
出荷後、1〜3日後に商品が到着します。
※離島、北海道、九州、沖縄は遅れる場合がございます。予めご了承下さい。
(中古品)The HR Scorecard: Linking People, Strategy, and Performance/Harvard Business Review Press/Becker, Brian E.: author; Ulrich, David: author; Huselid, Mark A.: author; /内容紹介
Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.
抜粋
THE HR SCORECARD
Linking People, Strategy, and Performance
By Brian E. Becker - Mark A. Huselid - Dave Ulrich
HARVARD BUSINESS SC
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The HR Scorecard: Linking People, Strategy, and Performance(中古品)
3,280円(税込)