It is important for companies to evaluate the quality and performance of their different departments (Baruch, 1997). Evaluating the human resource department (HRD) is even more important due to its many links with and influences on other items -for example, with increased productivity (Fox et al, 1999), good customer service (Fox et al, 1999), increase profitability (Delery and Doty, 1996) and overall organisational survival (Welbourne and Andrews, 1995). As such, evaluating the department is of primordial importance (Stavrou-Costea, 2005: 114) and it is generally believed that HRM practices, when aligned with the organisation overall strategy, can help create a competitive advantage (Roos, Fernström and Pike, 2004). As showed by Ulrich's (1997) framework, the role of HR can be classified in four categories (administrative expert, employee champion, change agent and strategic partner).
[...] “Strategic role of HRM in Turkey: a three-country comparative analysis”, Journal of European Industrial Training, Vol 30 310-327. Rodwell, J.J., Lam, J., and Fastenau, M. (2000). Benchmarking HRM and the benchmarking of benchmarking, Employee Relations, Vol 22 356-374. Roos, G., Fernström, L., and Pike, S. (2004). “Measuring Business Excellence, Vol 8 28-37. Sorensen, N.M. (1995). "Measuring HR for success", Training and development, Vol 39 39-52. Stavrou-Costea, E. (2005). "The challenges of human resource management towards organizational effectiveness: a comparative study in Southern Journal of European Industrial Training, Vol 29 112-134. [...]
[...] state of human resource management: evidence from employees' views of HRM systems and staff”, Employee Relations, Vol 23 318-336. Hall, D.T. and Goodale, J.G. (1986). Human Resource Management: Strategy, Design and implementation. Scott-Foresman: Pearson Education Inc. Mabey, C,. Skinner, D., and Clark, T. (1998). Experiencing HRM, London: Sage. McKinnons, SM. And Bruns, W.J. (1992). The information mosaic, Harvard Business School Press, Boston, MA. Neal, A. and Hesketh, B. (2001). Productivity in organizations. In Anderson, N., Ones, D., Sinangil, H. & Viswesvaran, C. [...]
[...] Firstly, some judge that it is not possible to accurately measure a sub-unit of an organisation secondly the goals and objectives of the unit are vague and varies depending on the group being studied (owner, manager, employees, trade unions etc), fourthly, the goals are often long term which makes them difficult to assess (Baruch, 1997:379-380) and lastly, HRM encompass many different function which are often inconsistent or in contradiction with one another (Ahmed, 1997). Using basic approaches (such as those describe before i.e. goal attainment, attitude surveys and activity analysis) in parallel with one another for both employees and employer, it is possible to get a better picture of the performance of an HRD and from that gain an understanding of what the department is doing, how it is doing, how it can be improved and most importantly how it relates to and supports the overall organisational strategy. [...]
[...] emerging measure of effectiveness for human resource management: An exploratory study with performance appraisal”, The Journal of Management Development, Vol 18 543-556. Aycan, Z. (2001), “Human resource management in Turkey-current issues and future Challenges”, International Journal of Manpower, Vol 252-60. Baruch, Y. (1997). “Evaluating quality and reputation of human resource management”, Personnel Review, Vol 26 377-394. Cascio, W.F. (1982). Applied Psychology in Personnel Management, 2nd ed, Prentice-Hall, Reston, VA. Chan, D. (1998). “Functional relations among constructs in the same content domain at different levels if analysis: A typology of composition models”, Journal of Applied Psychology, Vol 83 234-246. [...]
[...] Firstly, it is important to use ratio that reflect performance of the HR function. Some ratio might represent things that are beyond the department. For example, while turnover level can be used, it might not be a reflector of the effectiveness of the department as it might be the result of factors outside of the department or even that of the organisation (Baruch, 1997: 379), this is known as criterion contamination (Neal and Hesketh, 2001:10). Secondly, owners/managers need to insure that the ratios used will provide relevant information i.e. [...]
APA Style reference
For your bibliographyOnline reading
with our online readerContent validated
by our reading committee
