The document discusses objectives of studying the link between human resource evaluation practices and business performance. It outlines various business performance management systems and metrics used to measure human resources. The document presents different approaches to human resource accounting, evaluation and linking HR practices to profitability. A proposed ideal integrated performance management system model is described. The study methodology examines the relationship between HR evaluation practices, employee satisfaction ratings, and return on assets for Fortune 500 companies. Results found HR practices correlate highly to profitability.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The human resource process begins with a sound Human resource planning. Forecasting the Human Resource Demand and appropriately balancing the deficiency or surplus either from the internal environment or from the external environment lays down the foundation of a sound human resource planning. Explore More!
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Strategic Human Resource Management (SHRM) - MBA 423 Human Resources Manageme...Stuart Gow
Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
The human resource process begins with a sound Human resource planning. Forecasting the Human Resource Demand and appropriately balancing the deficiency or surplus either from the internal environment or from the external environment lays down the foundation of a sound human resource planning. Explore More!
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Total Quality Management (TQM) Practices toward Product Quality Performance: ...IOSRJBM
The purpose of this research was to test and analyze the effect of TQM practices impelementation which consists of leadership, strategic planning, customer focus, information and analysis, people management, and process management to product quality performance. The population were 108 food and beverage companies in Makassar, Indonesia. Respondents are production managers or operation managers. Sample technique which used is population sampling. Method of analysis which use both descriptive statistic and Structural Equation Modelling (SEM). Data processing uses two statistic tools i.e: IBM SPSS and AMOS 19.00. The findings of research indicate that leadership has significant effect on product quality performance, strategic planning has significant effect on product quality performance, customer focus has significant effect on product quality performance, information and analysis has significant effect on product quality performance, people management has significant effect on product quality performance, and process management has significant effect on product quality performance. Leadership factor has dominant effect on product quality performance (critical ratio = 9.760 > t-table = 1.960; and probability = 0.000 < α = 0.05).
NYGGS provides a simple & intuitive tool to enable HR to build a culture of regular performance conversations. The Performance Management platform trusted by modern small and medium companies in India. It can integrate with other HR Software, such as payroll and attendance, to make your HR department more productive. Let's automatically evaluate and find insights into improving employee performance!
Get more information here: https://nyggs.com/nyggs/blog/performance-management-systems-3-phases-to-implement/
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experie...Dr. Mustafa Değerli
Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Digital Transformation and IT Strategy Toolkit and Templates
HR Evaluation
1. Human Resource Evaluation and
Business Performance
A Study of Contemporary Human Resource Performance Measurement
Practices and its Association with Business Performance
2. Agenda
Objectives of the Study
Business Performance Management
Human Resource Evaluation
The Perfect Performance Management System
Linking HR Evaluation Practices with Profitability of firms
3. Objectives of the Study
To gain complete understanding of Business Performance
Management Systems
To understand the HR Evaluation Practices and critically
examine them
To find the link between HR Evaluation Practices and
Profitability
5. Defining Business Performance
What is Performance?
Efficiency and Productivity
Effectiveness and Efficacy
Quality
Dimensions:
Time Frame
Time Orientation
Means or Ends
Qualitative Vs Quantitative
6. Why Measure Performance?
‗What can‘t be measured, can‘t be improved upon.‘
Control
Communication
Alignment
Strategy
Motivation
Balance and Sustainability
Objectivity
7. The Evolution of Performance Measurement
Systems
Dupont Pyramid
15. Why Measure HR?
Big Expenses
Sustainability and Health of a Company linked to Strategic
HRM
Productivity linked with Employee Morale and Satisfaction
High Attrition Costs
People could be a Competitive Advantage
Differentiation based on Talent
16. Human Resource Accounting
As old as Industrial Revolution itself
‗The Human Oraganisation‘ by Likert
Brummet, HR as Cost
Flamholtz, Replacement Cost
Hekimian, Onward looking Cost
Kermanson, HR as Goodwill
Lev and Schwartz, Economic value of Employee
Freidman and Lez, Market Company Pay Differential
Morse, HR not an Asset
Critique
17. Human Resource Metrics
Productivity
Quality
Costs (Incurred, Saved)
Direct Value Generated
Time
Soft Data
Critique
18. Human Capital Management
Why HCM?
Talent approach
Development and Improvement
Need Automation
Data Analytics
Decision making
Future Oriented
Critique
21. Audit Approaches
HR Audits
HRD Audit and HRD Scorecard
Why Audits?
Cost
Maturity Constraints
Why not Audits?
Generic
One size doesn‘t fit all
True value added not researched well
Completion and success can‘t be differentiated
26. Why IPMS?
Accountability at Pyramid level
Simplicity and Drill Down Complex Display
Each Level considered (Unit Problem)
Each Stakeholder can be Accommodated
Metrics not bigger than Framework
A good mix of Ends and Means
A good mix of Leading and Lagging Measures
Objective
Needs high level of Automation and IT systems Maturity
and Integration
27. Linking HR Evaluation Practices
with Profitability of a Firm
An industry wide study of Fortune 100 companies
28. Research Problem
How do HR Evaluation Practices Impact Performance of a
Firm?
29. Methodology
Sample: Fortune 500 Companies
Performance : Utilization of Assets (ROA)
Employee Satisfaction: Glassdoor Ratings (ESR)
Career Opportunities
Communication
Compensation and Benefits
Employee Morale
Recognition and Feedback
Leadership
Work Life Balance
Fairness and Respect
30. Methodology contd.
Indexed HR Evaluation Practices (HRE)
1. HRA
2. HCM
3. Communication
4. Framework
5. Process Audit
6. Accountability
7. Motivation
Market to Book Value Ration (MBR)
Future Earnings Capacity
Indicator of Certainty, Technology and Intellectual Capital
31. Data Analysis
Model 1 ROA = f (HRE, ESR, MBR)
Model 2 ROA = f (ESR, HRE)
Model 3 ROA = f (MBR, HRE)
Model 4 ROA = f (HRE)
33. Discussions and Conclusions
ESR and ROA poorly correlated for the sample.
ESR and ROA correlation increases with the industry
classification or MBR classification
Higher MBR has been linked with higher ESR Correlation
with ROA
HRE as expected correlates highly and is very significant
in the model
HRE and MBR together explain 55% of variation in ROA.
HRE practices directly influence firms ability to utilize the
talent or human capital
Accountability and Motivation are both important in
order to leverage the HR Evaluation
34. Limitations and Recommendations
Limitations
ESR Source not very clean
Singular measure of performance
High dependence on Secondary Data
No Time Scale Comparison
Recommendations
Further research needed to prove marginal increase in
productivity if HR is held accountable and incentivized
More Time Series data needed to confirm increase in
profitability with change in HR Evaluation Practices
Research based on SBU‘s and not corporations could also link
HR Evaluation Practices with Competitiveness
35. Thank You
Shirshendu Pandey
FORE School Of Management
shirshendupandey@gmail.com
36. Bibliography
Alchian, A. & Demsetz, H. (1972). Production, information costs and economic organization. American Economic Review, 62, 777-795.
Barney, J. B. (1995). .Advances in Strategic Management: Theory and Practice, Reading, MA: Addison-Wesley Publishing Company
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39(4), 779-801.
Borman, W. C. (1991). Job behavior, performance, and effectiveness. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of Industrial and Organizational Psychology (2nd ed., pp. 271-326).
Brown, M.G. (1996). Keeping score: Using the Right Metrics to Drive World-Class Performance. New York: Quality Resources.
Brummet, R.L., Flamholtz, E.G. & Pyle, W.C. (1968a, April). Human resource measurement: A challenge for accountants. Accounting Review, 217- 224.
Brummet, R.L., Flamholtz, E.G. & Pyle, W.C. (1968b, March). Accounting for human resources. Michigan Business Review, 20-25.
Brummet, R.L., Flamholtz, E.G. & Pyle, W.C. (1969, August). Human Resource Accounting: A tool to increase managerial effectiveness. Management Accounting, 12-15.
Burns, J. (1998) Conceptualizing management accounting change: an institutional framework. Management Accounting Research, 11 (1), 3-25. Academic Press.
Crowe, R. (1999). Winning with integrity. The Guardian, 27 November.
Dyer, L., & Reeves, T. (1995, May 31-June 4, 1995). Human resource strategies and firm performance: What do we know and where do we need to go? Paper presented at the 10th World
Congress of the International Industrial Relations Association, Washington, DC.
Epstein, M.J. and Manzoni, J.F. (1997). The balanced scorecard and tableau de Bord: Translating strategy into action. Management Accounting (US) 79(2), 28–36.
Ewing, P. and Lundahl, L., 1996. The Balanced Scorecards at ABB Sweden—the Pilot Projects, Paper presented at the 19th EAA Congress, Bergen 2–4 May 1996.
Fitzgerald L (with T J Brignall, R Johnston and R Silvestro), Product Costing in Service Organisations, Management Accounting Research, ISSN 10445005, volume 2, number 4, pp 227248,
1991.
Flamholtz, E.G. (1971). A model for human resource valuation: A stochastic process with service rewards. The Accounting Review, 253 -67.
Friedman, A. Lev, B. (1974). A surrogate measure for the firm‘s investment in human resources. Journal of Accounting Research; Autumn; pp. 235-250.
Giles, W.J. and D. F. Robinson (1972). Human Asset Accounting‖, Institute of Personnel Management and Institute of Cost and Management Accountants, London.
Gupta, D.K. (1999). The HR Accounting. Essays in HR Accounting. 36-47
Halcrow, A. (1995) Survey Shows HR in Transition. Workforce, June 77(6), 73-80
Halcrow. A. (1995) ―Optimas Awards Recognize Triumphs in HR,‖ Personnel Journul, January
Hekimian J., S., and C. H. Jones. 1967. Put people on your balance sheet. Harvard Business Review 45 (January- February):105-113.
Hermanson. R.H. (1964). Accountng for Human Assets. Occasional Paper No. 14. East Lansing, Michigan: Bureau of Business and Economic Research, Michigan State University, East
Lansing).
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal,38(3), 635-
672.
International Accounting Standards Board (2009). www. iasb.org. Jaggi, B., and S. Lau .(1974, April). Toward a Model for Human Resource Valuation. The Accounting Review, 321-29.
Johnson, H.T. and Kaplan, R.S. (1987). Relevance Lost: The Rise and Fall of Management Accounting. Boston, MA: Harvard Business School Press.
37. Kanji, G.K. andWOng, A. (1998), Business Excellence model for supply chain management. Total Quality Management, VOL. 10, NO. 8
Kaplan, R. S. and D.P. Norton (1992) The Balanced Scorecard: Measures that Drive Performance, Harvard Business Review, (January-February): 71-79.
Kaplan, R. S. and D.P. Norton (1996a) The Balanced Scorecard: Translating Strategy into Action, Boston: HBS Press.
Kaplan, R. S. and D.P. Norton (1996b) Using the Balanced Scorecard as a Strategic Management System,‖ Harvard Business Review (January-February):75-85.
Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press.
Kaplan, R.S. and D.P. Norton (2000) The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press
Keegan, D. P., Eiler, R. G., & Jones, C. R. (1989). Are your performance measures obsolete? Management Accounting, June, 45-50.
Lev, B., & Schwartz, A. (1971). On the Use of the Economic Concept of Human Capital in Financial Statements. Accounting Review, 103-112.
Lewis, R. W. (1955) Measuring, Reporting and Appraising Results of Operations with Reference to Goals, Plans and Budgets, Planning, Managing and Measuring the Business: A case study of management planning
and control at General Electric Company, New York: Controllwership Foundation.
Likert, R. (1967). The Human Organization. New York: Mc Graw-Hill.
Lingle, J. and Schiemann, W. (1996), ‗‗From balanced scorecard to strategic gauges: is measurement worth it?‘‘, Management Review, March.
Lynch, R.L., Cross, K.F., 1991. Measure Up!: Yardsticks for continuous improvement. Blackwell Publishers, Cambridge.
Maisel, L. S. (1992). Performance measurement: The balanced scorecard approach. Journal of Cost Management, 6, 47-52.
Milkovich, G. (1992). Strengthening the pay performance relationship: The research. Compensation and Benefits Review, 24(6), 53 -62.
Morse, W.J. (1973). A Note on the Relationship Between Human Assets and Human Capital. The Accounting Review; July, pp. 589 -93.
Neely, A.D. (2001), Business Performance Measurement. Wiley Books.
Neely, A.D. (1998). Performance Measurement: Why, What and How. London: Economist Books.
Neely, A.D. and Adams, C.A. (2001). The Performance Prism perspective. Journal of Cost Management, 15(1), 7–15
Neely, A.D., Gregory, M., and Platts, K. (1995). Performance measurement system design – aliterature review and research agenda. International Journal of Operations and Production Management, 15(4), 80–116.
Neely, A.D., Mills, J.F., Gregory, M.J., Richards, A.H., Platts, K.W., and Bourne, M.C.S. (1996). Getting the Measure of Your Business. London: Findlay Publications.
Phillips, J.J. (1999), Accountability in Human Resources. Butterworth Heinmann Publications
Rao, T V (1999). HRD Audit, New Delhi: Response Books (Sage Publications).
Rogers, E.W. and Wright, P.M. (1998). Measuring organizational performance in strategic human resource management: Problems and prospects (CAHRS Working Paper #98-09). Ithaca, NY: Cornell University,
School of Industrial and Labor Relations, Center for Advanced Human Resource Studies
Rowe, W. G., & Wright, P. M. (1997). Related and unrelated diversification and their effect on human resource management controls. Strategic Management Journal, 18(4), 329-338.
Russel, J. S., Terborg, J. R. & Powers, M. L. (1985). Organizational performance and organizational level training and support, Personnel Psychology. 38(4), 849-863.
Stalk, G., Evans P. and Schulman. L.E. (1992). "Competing on capabilities: The new rules of corporate strategy." Harvard Business Review. 70 (March-April): 57-69.
Ulrich, D., & Eichinger, R. (1998). Delivering HR with an attitude. HR Magazine.
Ulrich, D., Brockbank, W., Yeung, A. & Lake, D. (1995). Human resource competencies and empirical assessment. Human Resources Management, 34(4), pp. 473 –496.
Venkatraman, N., & Ramanujam, V. (1986). Measurement of business performance in strategy research: A comparison of approaches. Academy of Management Review, 11(2), 801-814.