Measuring organizational performance in strategic human resource management: Problems, prospects and performance information markets

Measuring organizational performance in strategic human resource management: Problems, prospects... A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This article describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stake-holder criteria and the temporal dynamics of performance. The concept of performance information markets that addresses these challenges is proposed as a framework for the application of multi-dimensional weighted performance measurement systems. “What are you doing?” inquired the policeman of the drunk crawling on the pavement under the glow of a lamppost. “I am looking for my quarter”, came the reply. “Where did you lose it?” asked the officer helpfully. “I dropped it over there by that payphone”, retorted the drunk. Incredulous, the officer asked, “Then why are you looking in the middle of street?” “Because there is more light over here”, he replied with his nose nearly to the ground. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management Review Elsevier

Measuring organizational performance in strategic human resource management: Problems, prospects and performance information markets

Human Resource Management Review, Volume 8 (3)

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Publisher
Elsevier
Copyright
Copyright © 1998 Elsevier Ltd
ISSN
1053-4822
D.O.I.
10.1016/S1053-4822(98)90007-9
Publisher site
See Article on Publisher Site

Abstract

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This article describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stake-holder criteria and the temporal dynamics of performance. The concept of performance information markets that addresses these challenges is proposed as a framework for the application of multi-dimensional weighted performance measurement systems. “What are you doing?” inquired the policeman of the drunk crawling on the pavement under the glow of a lamppost. “I am looking for my quarter”, came the reply. “Where did you lose it?” asked the officer helpfully. “I dropped it over there by that payphone”, retorted the drunk. Incredulous, the officer asked, “Then why are you looking in the middle of street?” “Because there is more light over here”, he replied with his nose nearly to the ground.

Journal

Human Resource Management ReviewElsevier

References

  • The Social Psychology of Organizations
    Katz, D.; Kahn, R.L.
  • An Investigation of the Effect and Economic Utility of Corporate-Wide Training
    Morrow, C.; Jarrett, M.; Rupinski, M.
  • Measuring Performance in Entrepreneurship Research
    Murphy, G.B.; Trailer, J.W.; Hill, R.C.
  • Pitfalls on the Road to Measurement: The Dangerous Liaison of Human Resources with the Ideas of Accounting and Finance
    Pfeffer, J.
  • Related and Unrelated Diversification and Their Effect on Human Resource Management Controls
    Rowe, W.G.; Wright, P.M.
  • Measuring Human Resources: An Overview of Practice and a Prescription for Results
    Ulrich, D.
  • Adding Value Through Human Resources: Reorienting Human Resources to Drive Business Performance
    Yeung, A.K.; Berman, R.

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