Publication Date

11-1-1998

Abstract

The field of human resource management faces a significant dilemma. While emerging evidence, theory and practical demands are increasing the visibility and credibility of human capital as a key to organizational success, the measures used to articulate the impact of human resource management decisions remain misunderstood, unwanted by key constituents, or even counter-productive. This article proposes that the key to creating meaningful HR metrics is to embed them within a model that shows the links between HR investments and organizational success. The PeopleVantage model is proposed as a framework, the application of the model is illustrated, and the potential of the model for guiding research and practical advances in effective HR measures is discussed.

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Suggested Citation
Boudreau, J. W. (1998). Strategic human resource management measures: Key linkages and the peoplevantage model (CAHRS Working Paper #98-28). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/139

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