There is pressure on HR (human resource) function to measure its contribution in the increasingly competitive and cost effective environment. This study makes an attempt to assess the current status of HR measurement in India. Based on the data collected from 114 HR professionals across India, the study indicates that there are systems in place for measuring HR efforts in the organisations. HR departments have proper positioning in organisations. They monitor and measure costs of HR aspects such as absenteeism, turnover, and costs of HR programmes, but not the benefits.
BeckerB. E.HuselidM. A.UlrichD., (2001), The HR Scorecard: Linking People, Strategy and Performance, Harvard Business School Press, Boston.
2.
BowlinM. R., (1994), “HR Vet Leads ARCO,”HR Magazine, December, 46–51, as quoted by Phillips, J. J., (1999), Accountability in Human Resource Management, Butterworth-Heinemann, Woburn, 8.
3.
CascioW. F.BoudrenauJ., (2008), Investing in People: Financial Impact of Human Resource Initiatives, Pearson Education Inc, New Jersey.
4.
CaudronS., (1994), “HR Leaders Brainstorm the Profession's Future”Personnel Journal, 74.7, pp. 54–61.
5.
FilipowskiD.HalcrowA., (1992), “HR Leaders are Powerful,”Personnel Journal, December, 48, as quoted by Phillips, J. J., (1999), Accountability in Human Resource Management, Butterworth-Heinemann, Woburn, 10.
6.
Fitz-EnzJ., (1995), How to Measure Human Resource Management, McGraw Hill, New York.
7.
Fitz-EnzJ., (2000), The ROI of Human Capital: Measuring the Economic Value of Employee Performance. AMACOM, New York.
8.
FlamholtzE. G., (1985), Human Resource Accounting, Jossey-Bass, San Francisco.
9.
KaplanR.NortonD., (1996), Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston.
10.
McConnellJ. H., (1989), “How Are You Doing? Designing an Audit of the HR Function,”Human Resources Professional (March/April), 61–64, as quoted by Phillips, J. J., (1999). Accountability in Human Resource Management, Butterworth-Heinemann, Woburn, 37.
11.
PaulyD., (1993), “HR: The New Profit Center,”Human Resource Executive (August), 36–41, as quoted by Phillips, J. J., (1999), Accountability in Human Resource Management, Butterworth-Heinemann, Woburn, 45.
12.
PfefferJ., (1998), The Human Equation: Building Profits by Putting People First, Harvard Business School Press, Boston.
13.
PhillipsJ. J., (1999), Accountability in Human Resource Management, Butterworth-Heinemann, Woburn.
14.
RaoT. V., (1999), HRD Audit: Evaluating the Human Resource Function for Business Improvement, Response Books, New Delhi.
15.
RaoT. V., (2008), HRD Score Card 2500 based on HRD Audit, Response Books, New Delhi.
16.
TsuiA. S., (1987), “Defining the Activities and Effectiveness of Human Resource Department: A Multiple Constituency Approach,”Human Resource Management, 1.26, pp. 35–69.
17.
UlrichD., (1997), “Measuring Human Resources: An Overview of Practice and a Prescription for Results,”Human Resource Management, 36.3, pp. 303–320.
18.
YeungA. K.BermanR., (1997). “Adding Value through Human Resources: Reorienting Human Resources Measurement to Drive Business Performance,”Human Resource Management, 3.36, pp. 321–335.