The need in consideration of a Results-Based Approach Accountability in Human Resource Management

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The need in consideration of a Results-Based Approach Accountability in Human Resource Management

Calvary Bible College, US has reference to this Academic Journal, Accountability in Human Resource Management Dr. Jack J. Phillips Dr. Jack J. Phillips Dr. Phillips has 27 years of corporate experience in five industries. He has served as training in addition to development manager at two fortune 500 companies. In 1992, Dr. Phillips founded Performance Resources Organization (PRO), an international consulting firm specializing in human resources accountability programs. Dr.Phillips has authored or edited ten books addressing human resource development. The need in consideration of a Results-Based Approach Tim Epps, vice president of People Systems in consideration of Saturn Corp., in Troy Michigan, explains, ?HR must become bottom line valid. It must demonstrate its validity so that the business, its ability so that accomplish business objectives in addition to its ability so that speak of accomplishments in business language. The HR function must perform in a measurable in addition to accountable way in consideration of the business so that reach its objectives.? (Phillips 1996)

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Important trends related so that HR contribution Increased importance of the HR function Increased accountability Organizational change in addition to quality programs Improvement in productivity Adoption of HR strategies Growing use of HR information systems Reliance on partnership relationships Important trends related so that HR contribution (cont.) Increased importance of the HR function Increased accountability Organizational change in addition to quality programs Improvement in productivity Adoption of HR strategies Growing use of HR information systems Reliance on partnership relationships Measuring the HR contribution Surveys HR accounting HR auditing HR case studies HR cost monitoring Competitive benchmarking Key indicators

Measuring the HR contribution (cont.) HR effectiveness index HR management by objectives HR profit centers Return on investment Developing a results-based approach in addition to a new model Purposes of measurement in addition to evaluation Obstacles so that measuring the contribution Levels of evaluation The attitude of the HR team Sharing responsibilities in consideration of the HR measurement in addition to evaluation A results-based model in consideration of program implementation Purposes of measurement in addition to evaluation To determine whether a program is accomplishing its objectives. To identify the strengths in addition to weaknesses of the HR process To calculate the ROI in an HR program To gather data so that assist in marketing future programs.

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Purposes of measurement in addition to evaluation (cont.) To determine if the program was appropriate To establish a data base that can assist management in marketing decisions Obstacles so that measuring the contribution Evaluation cost Lack of top management commitment Lack of evaluation knowledge Attention so that evaluation design Fear of evaluation Lack of standards Levels of evaluation It is helpful so that view HR measurement in addition to evaluation as consisting of three levels: Measure of perceived effectiveness Measures of performance Measures of return on investment

A Results-Based Model in consideration of Program Implementation *Step one: Needs analysis *Step two: Measurement in addition to evaluation System Step three: Program Objectives Step four: Program Development Step five: Program Implementation *Step six: Cost Monitoring * Step seven: Data collection in addition to analysis * Step eight: Interpretation in addition to conclusion * Step nine: Communicate results *Steps receiving recent emphasis Evaluation design Evaluation design Is important so that the overall process of HR measurement. It includes the timing of measurements in addition to the minimization of factors that can threaten the validity of program evaluation results. (Phillips, 1996) Evaluation design issues Control groups Timing of measurements Factors that jeopardize validity 1) Time or history 2) Effects of testing 3) Mortality 4) Selection bias

Evaluation design in addition to implementation Common evaluation designs. One-shot program evaluation design Single group, pre- in addition to post-program measurement design Single group, time series design control group design Ideal evaluation design One-shot program evaluation design Program fully implemented Program or initiated completed Program Implementation period time Data collected Single group pre- in addition to post- measurement design Program fully implemented Program or initiated Program completed implementation period Time Data collected #1 Data collected #2

Single group, Time Series Design Program Fully implemented or Program program completed initiated implementation period time Data collected Data collected Data collected Data collected #1 #2 #3 #4 Control group design Program fully implemented Program or initiated completed Program Implementation period Experimental Time group Data collected #1 Data collected #2 Control No program Time group Ideal evaluation design Program fully implemented Program initiated or completed Program implementation Experimental period Time group A Data collected #! Data collected #2 Control group No program Time Program fully implemented or Program initiated completed Program implementation Experimental period Time group B Data collected #2

Post measure only, control group design Program fully implemented Program or initiated completed Program implementation Experimental period Time group Data collected #1 Control No program Time group Measuring the total human resource effort Measuring the human resource effort will help management understand in addition to appreciate the ways in which the human side of an organization interacts alongside in addition to effects the financial side. (Phillips 1996) Measurement issues Measurement is important so that determine success of performance. Success also depends on the ability so that measure performance in addition to so that use these measurements persuasively so that obtain needed resources. (Phillips 1996)

Measurement issues (cont.) The following principles of performance measurements apply: The effectiveness of any function can be measured by some combinations of cost, time, quantity, quality, or behavioral indices. Measurement issues(cont.) A measurement system promotes productivity by focusing attention on the most important issues, tasks, in addition to objectives of the organization. The performance of white collar workers is best measured in groups. The ultimate measure is effectiveness, not efficiency. Measurement issues (cont.) Managers can be measured by the effectiveness in addition to efficiency of the units they manage.

The HR contribution model HR contribution model HR Management Functions Programs Policies Practices Strategy Activities HR performance measures HR investment Absence rate Turnover rate Job satisfaction Organizational commitment Organizational effectiveness measures Revenue Employees Assets Employee costs Operating income employee costs Other factors Revenue growth rate Industry type Economy Market forces Strategic choices HR performance measures In determining which strategy of measures so that use, in consideration of your HR program, four rules should be considered. The Four Rules 1. Each measure should represent the impact of as many functions as possible within the HR department. 2. Each function should represent functions that are important across business in addition to industry groups.

The seven phase benchmarking process 7 Initiating ]improvement from benchmarking 1 Determining what so that benchmark 2 Build the benchmark team 3 Identify benchmarking partners 4 Collect data 5 Analyze data 6 Distribute information so that benchmark partners

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This Particular Journal got reviewed and rated by Measurement issues (cont.) The following principles of performance measurements apply: The effectiveness of any function can be measured by some combinations of cost, time, quantity, quality, or behavioral indices. Measurement issues(cont.) A measurement system promotes productivity by focusing attention on the most important issues, tasks, in addition to objectives of the organization. The performance of white collar workers is best measured in groups. The ultimate measure is effectiveness, not efficiency. Measurement issues (cont.) Managers can be measured by the effectiveness in addition to efficiency of the units they manage. and short form of this particular Institution is US and gave this Journal an Excellent Rating.