Creating Strategic Value in Human Resources
Take a position on whether you agree or disagree with the following statement: "Most financial analysts use revenue per employee as a gauge on how successful the workforce is. Although an important measure, this metric does not tell the story." Make sure you justify your position. Suggest the type of information or standardized measurements management could use to prove its workforce creates more value than its competitors. Provide specific examples to support your response.
A Model of Organizational Functioning in Human Resources
Respond to the following:
Analyze the opportunities and threats in the external environment that could have an impact on HR within the next three years. Recommend two strategies that will take advantage of the opportunities and mitigate the threats. Then, select one that will provide the most value and competitive edge to your organization's HR strategies and / or programs and justify the selection.
"Most financial analysts use revenue per employee as a gauge on how successful the workforce is. Although an important measure, this metric does not tell the story."
I disagree because financial analyst are trained to use more than one method before determining or predicting the success of the workforce. One important measure can not tell a story. Therefore, financial analyst also use financial ratios such as profitabiliy ratios, debt-to-equity ratios, asset utilization ratios, and profit margin to get a better overall picture of the workforce's financial growth or profitability. Although the finance world is slightly related, yet different from the accounting world, managers can use financial statements such as the income statement, ...
Human resource management information systems are examined. A model of organizational functioning in Human Resources is provided.