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Toward a Model of Strategic Human Capital Management Using the Balanced Scorecard - An Exploratory Case Study by Jeffrey A. Risinger

By: Risinger, Jeffrey A [author].
Material type: TextTextPublisher: [Tyler, TX] Scholar Works at UT Tyler, 2018-07-25T07:00:00ZDescription: 1 online resource (199 pages) text file, PDF.Content type: text Media type: computer Carrier type: online resourceSubject(s): Strategic Human Capital Management | Balanced Scorecard | Kaplan | Strategic Human Resources | Business Administration, Management, and Operations | Business and Corporate Communications | Finance and Financial Management | Human Resources Management | Organizational Behavior and Theory | Other Business | Strategic Management Policy | Training and DevelopmentOnline resources: Dissertation Click here to view this dissertation. Summary: The issue of strategic human capital management has been studied and written about extensively over the last 20 years. Much of the focus of this work has addressed the need for internal human resources organizations to transition from transactional, processing organizations to more strategic partner functions addressing the key business needs of the organization. The vast majority of the research addressing this transition has focused on the professional characteristics of senior human resource executives. Whereas the literature presents anecdotal evidence of progress, there also exists consensus support for the idea that very little systemic movement has occurred at the organizational level. The purpose of this study is to take a case study approach to further the development of strategic human capital management from the perspective of a strategic model, capable of focusing and moving the entire human resources organization to the desired state of being a strategic business partner. The path towards this model will address the literature on strategy development, strategy execution and examine a tool called the balanced scorecard.
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Includes bibliographic references.

The issue of strategic human capital management has been studied and written about extensively over the last 20 years. Much of the focus of this work has addressed the need for internal human resources organizations to transition from transactional, processing organizations to more strategic partner functions addressing the key business needs of the organization. The vast majority of the research addressing this transition has focused on the professional characteristics of senior human resource executives. Whereas the literature presents anecdotal evidence of progress, there also exists consensus support for the idea that very little systemic movement has occurred at the organizational level. The purpose of this study is to take a case study approach to further the development of strategic human capital management from the perspective of a strategic model, capable of focusing and moving the entire human resources organization to the desired state of being a strategic business partner. The path towards this model will address the literature on strategy development, strategy execution and examine a tool called the balanced scorecard.

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