Key Measurement Used By Human Resource Management ✓ Solved

A Key Measurement That Is Used By Human Resource Management Is The Bal

A key measurement that is used by human resource management is the balanced scorecard. Before beginning your discussion, read the Human Resource Measurement: A Balanced Scorecard (Links to an external site.) article. In the article, an example of using the balanced scorecard for recruiting was described. For this discussion, put yourself into the role of a human resource manager that has been asked by the CEO to create a balanced scorecard for another area of human resource management (i.e., motivation, performance reviews, training, laws and regulations, or work environment safety). Using your chosen area, create an example of how the balanced scorecard could be used. Your balanced scorecard must include the following: Objective(s), Description, Actions, Measures. In addition to your example of the balanced scorecard, explain how the results can positively affect the organization. Your initial post must be a minimum of 300 words.

Sample Paper For Above instruction

As a human resource manager, I have been tasked by the CEO to develop a balanced scorecard focusing on employee motivation. Employee motivation is pivotal in driving productivity, enhancing workplace morale, and reducing turnover rates. A comprehensive balanced scorecard in this area allows the organization to align motivational strategies with business objectives, ensuring measurable progress and continuous improvement.

Objectives: The primary objective is to increase employee motivation levels by 15% within the next year, resulting in higher engagement, improved performance, and lower absenteeism. Secondary objectives include fostering a positive work environment and promoting personal and professional growth.

Description: The balanced scorecard will evaluate employee motivation through various perspectives:

1. Financial Perspective: Improving compensation packages and implementing performance-based incentives.

2. Customer Perspective: Enhancing internal customer satisfaction through better employee engagement.

3. Internal Process Perspective: Streamlining recognition programs and providing consistent feedback.

4. Learning and Growth Perspective: Offering targeted training programs and career development opportunities.

Actions: Specific actions include launching a peer recognition system, revising incentive plans, conducting regular engagement surveys, and creating tailored development programs. Management will also facilitate open communication channels to understand employee concerns and suggestions.

Measures: Key performance indicators (KPIs) to track include employee engagement scores from surveys, turnover rates, absenteeism rates, participation in development programs, and the number of recognition awards given monthly. These measures will enable management to assess the effectiveness of motivational strategies periodically.

By implementing this balanced scorecard approach, the organization can accurately monitor motivation-related outcomes and make data-driven adjustments. As employee motivation increases, productivity is likely to improve, leading to better service delivery, higher customer satisfaction, and a stronger competitive advantage. Enhancing motivation also fosters a positive work culture, which can reduce turnover costs and attract top talent, ultimately contributing to organizational success.

References

  • Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
  • Anthony, R. N., Govindarajan, V., & Bamborg, E. (2014). Management Control Systems. McGraw-Hill Education.
  • Mooraj, S., Oyon, D., & Hostettler, D. (1999). The Balanced Scorecard: Judgmental and Behavioral Implications. Management Accounting Research, 10(1), 55-33.
  • Niven, P. R. (2006). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. John Wiley & Sons.
  • Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business Review Press.
  • Argyris, C. (1997). Putting Corporate Strategy into Action. Harvard Business Review, 75(2), 82-91.
  • Schneider, B., & Ingram, S. (1990). Behavioral Aspects of Employee Motivation. Journal of Organizational Behavior, 11(5), 423-439.
  • British Psychological Society. (2015). Motivation in the Workplace. BPS Research Digest.
  • Locke, E. A., & Latham, G. P. (2002). Building a Practically Useful Theory of Goal Setting and Task Motivation. American Psychologist, 57(9), 705-717.
  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. John Wiley & Sons.

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