Here is the synopsis of our sample research paper on Measuring The Value Of Human Resource Management Strategies. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 6 page paper that discusses the difficulties with measuring the value of human capital and of the human resource department. The writer provides the formulas for five human capital measures, e.g. ROI. The essay also discusses ways to reduce turnover and provides some suggestions for measuring the value of training. The last section discusses the Balanced Scorecard in terms of human resources. 1 Table included.
Page Count:
6 pages (~225 words per page)
File: MM12_PGhrvl.rtf
Buy This Term Paper »
Unformatted sample text from the term paper:
they are managed (Grossman, 2005). In fact, "a variety of experts agree that as much as 80 percent of a companys worth is tied to human capital" (Grossman, 2005). Wall
Street analysts, however, never take into account the value of human capital when they place a value on the company (Grossman, 2005). There are a number of reasons for this,
the first of which is the difficulty in measuring the value of human capital (Grossman, 2005). There may not be a universal metric measuring system but human resource managers have
indeed developed ways in which to measure the value of human capital (Grossman, 2005). Everyone knows that the most successful companies hire the right people, train them in the skills
needed to reach corporate goals, and develop compensation plans that are perceived as fair by employees (Grossman, 2005). Human resource (HR) departments are responsible for these activities (Grossman, 2005; Sullivan,
2005). Yet, it is the HR department that is so often called upon to contain costs (Sullivan, 2005). Sullivan argues this is backwards thinking (2005). The human resource department
budget represents a very small proportion of the total budget, maybe 3 or 4 percent, but this department "is charged with managing the programs, policies, and infrastructure governing the resources
that on average are allocated 60% of the total corporate budget" (Sullivan, 2005). Sullivan suggests that instead of looking for cost savings in the HR department, companies should be looking
for an increase in their return on investment (ROI) of human capital (2005). Consider this example that calculates the difference between a 7 percent cost savings in the HR
departments budget and a 1 percent increase in ROI in a very large corporation: Assumptions: * 2004 Revenue: $2,262,200,000 * 2004 SG&A Expense (Budget): $2,142,900,000 * 2004 HR Budget:
...