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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.


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.