人力资源的价值.pptVIP

HR Research from Darin Phillips (832)515-3907 The Value of HR Shareholder Returns The five highest return to shareholders from 1972-1992 (Southwest Airlines Co. 21,775%, Wal-Mart Stores, Inc. 19,897%, Tyson Foods, Inc. 18,118%, Circuit City Stores, Inc. 16,410%, and Plenum Publishing 15,689%) differentiated themselves from their competitors and the market only through the way they managed their people. – Pfeffer (1994). Competitive Advantage Through People, 1994. Three HR Generations Functional HR departments (transaction, administration, and compliance cost centers who view employees as an overhead cost to be minimized) add value by preventing loss through policy enforcement Second-generation HR processes add value by removing barriers to performance (elements of strategic HR in a function that views employees as a leverageable asset) Third-generation (strategic) HR systems (investment and ROI centers who align and improve strategically-focused employee performance) have integrated all best practices aligning them as a strategic system. High performance work systems include ‘rigorous recruitment and selection procedures, performance-contingent incentive compensation systems, and management development and training activities linked to the needs of the business’ (‘which in turn, drive profits, growth, and ultimately market value’). – Becker, B., Huselid, M., Pickus, P. Spratt, M. (1997). HR as a Source of Shareholder Value: Research and Recommendations. Human Resource Management, Spring 1997, Vol. 36, No. 1, pp. 39-47. ( - Becker, B., Huselid, M. Ulrich, D. (2001). Making HR a Strategic Asset. Working paper. State University of New York at Buffalo.) What is 3rd Generation HR worth? Initial research on 740 companies’ HR practices found that those with the most integrated high performance work systems (HPWS) had economically and statistically significantly higher levels of company performance. One standard deviation of improvement on their bell curve of