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A Measurement Approach to Human Potential in the Context of a Sustainable Corporate Management

Regina Osranek and Klaus J. Zink

Chapter Chapter 1 in Value Creation, Reporting, and Signaling for Human Capital and Human Assets, 2014, pp 19-47 from Palgrave Macmillan

Abstract: Abstract The idea that the success of an organization is to a large degree determined by its employees and their engagement and performance is something that continues to be emphasized by scientific publications and lessons learned alike (e.g., Bonet, Armengot, & Martin, 2011, p. 79; Boudreau, 1996; Sims, 2002, p. 2). The expression “the human success factor” has become such a standard introduction that most readers will not think twice about its meaning. It is remarkable that this wording is not yet exploited and is still in use. Probably it is because its correctness can be assumed furthermore and because societal, ecological, and economic developments (so-called mega trends such as globalization, dynamics of markets, demographic development, change of values, technological progress, and urbanization, see Zink, 2010, p. 50; Zink, 2013, p. 38) continue to demand placing employees as key performers at the center of business processes.

Keywords: Corporate Social Responsibility; Human Capital; Human Resource Management; Measurement Approach; Corporate Strategy (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-47206-9_2

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DOI: 10.1057/9781137472069_2

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