Show simple item record

dc.contributor.authorBoudreau, John W.
dc.contributor.authorRamstad, Peter M.
dc.date.accessioned2020-11-25T14:50:37Z
dc.date.available2020-11-25T14:50:37Z
dc.date.issued1998-04-01
dc.identifier.other118817
dc.identifier.urihttps://hdl.handle.net/1813/76975
dc.description.abstractFor SHRM to advance, it must eventually be based on a theory that specifies not only concepts and relationships, but appropriate and high-quality measures to express and test them. For metrics to advance beyond simply a large inventory of potentially-useful indices with no integrating logic or theory, they must be driven by a strategic perspective that can identify key measures, their necessary characteristics, and the linkages necessary to test and enhance their quality. To date, metrics theory and SHRM theory have not connected, to the detriment of both. This chapter suggests a general framework for strategic HR metrics, as a starting point for integrating SHRM and measurement research, demonstrating the key role that the metrics issue plays in fundamental SHRM theoretical dilemmas, and showing how principles and evidence from measurement theory (e.g., linkages, constraints and constituent responses) may inform the theoretical and operational issues facing future SHRM research.
dc.language.isoen_US
dc.subjecthuman resource
dc.subjectSHRM
dc.subjectresearch
dc.subjecttheory
dc.subjectorganization
dc.subjectwork
dc.subjectsuccess
dc.titleHuman Resource Metrics: Can Measures Be Strategic?
dc.typepreprint
dc.description.legacydownloadsHuman_Resource_MetricsWP98_10.pdf: 12104 downloads, before Oct. 1, 2020.
local.authorAffiliationBoudreau, John W.: Cornell University
local.authorAffiliationRamstad, Peter M.: Personnel Decisions International


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

Statistics