Evaluating HR Systems
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"What is HR good for, anyway" is the question that Mike O'Malley and Edward Lawler ask in the July/Aug 2003 issue of "Across the Board"
Abstract:
"In bad times - and even in good times - HR is uniquely vulnerable. Under pressure and skepticism. HR executives and practitioners have striven to quantify what they do, trying to prove the discipline's effectiveness. But this emphasis on measurement will surely fail to accomplish its goal: propelling HR chiefs into the inner circle of corporate decision-makers. These metrics may contribute to the larger financial picture, but, in the scheme of things, their revelatory conceptualizationns of behavior, regardless of the status of the speaker and the seeming conviction behind his words. In an effort to shake itself free of its sometimes foolish and fluffy image, HR may be abondoning its most distinguished virtue. The problem for HR is that miscues are personally experienced, highly visible, and quickly attributed to a function gone haywire."
O'Malley an Lawler state that "In an effort to shake itself free of its sometimes foolish and fluffy image, HR may be abandoning its most dinstiguished virtue."
What is HR's most distinguished virtue according to the authors? Do you agree or disagree and Why? If metrics aren't the answer, what do you recommend to determine HR's effectiveness?
I need to turn in a 8-10 page response. What I'm looking for is a good 3-4 page response, with references, in order for me to expand on what you have started. Thank you for your assistance.
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What is HR's most distinguished virtue according to the authors? Do you agree or disagree and Why? If metrics aren't the answer, what do you recommend to determine HR's effectiveness?
According to the author their revelatory conceptualization of behavior is the most important virtue of HR. I agree with this statement: The reasons are:
1. HR uses revelatory conceptualization of behavior in most of the functions it performs and this brings positive outcomes for the company.
2. HR uses revelatory conceptualization of behavior in the process of selection of employees, most HR departments do not use purely mechanical means of selecting personnel.
3. HR uses revelatory conceptualization of behavior for determining the pay and benefits for the employees. T
4. HR uses revelatory conceptualization of behavior to evaluate the performance of the employees.
5. HR uses revelatory conceptualization of behavior for forming the structure of the company. It also uses revelatory conceptualization of behavior when it is called upon to restructure the company.
6. The revelatory conceptualization of behavior is used for developing the company culture and maintaining it.
7. During training programs, the revelatory conceptualization of behavior is used to provide pertinent and focused inputs to selected employees.
8. In forming teams, HR uses revelatory conceptualization of behavior.
9. In promoting employees HR uses revelatory conceptualization of behavior.
10. When there is a need to motivate employee, HR uses a revelatory conceptualization of behavior.
Metrics that quantify and reduce the performance of ...
Education
- BSc , University of Calcutta
- MBA, Eastern Institute for Integrated Learning in Management
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