Determining Outcomes of HRM Practices

Wolfgang Becker (), Bianca Brandt () and Harald Eggeling ()
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Wolfgang Becker: University of Bamberg
Bianca Brandt: University of Bamberg
Harald Eggeling: University of Bamberg

A chapter in Human Resource Management Practices, 2015, pp 223-235 from Springer

Abstract: Abstract There are different ways to concretize the creation of value as a factor for the success and future viability of a company. As the outcome of a process leading to the creation of operational/business value, it can be defined as value added to a specific input. The resulting added value is distributed to eligible stakeholders (Becker, Controlling. Konzepte, Funktionen und Organisation, Bamberger Betriebswirtschaftliche Beiträge, Bamberg, 2013). Besides satisfying stakeholders’ demands, such as the satisfaction of needs, including basic needs, security needs, social needs, craving for recognition or individual fulfilment, other reasons for creating value are the fulfilment of own and third-party demands and the generation of compensation (e.g., profit, interest, wage, tax, fees). There seems to be no doubt that Human Resource Management contributes to value creation. To date, however, there is uncertainty about how the added business value created by HR functions and the resulting practices may be identified and assessed. The aim of the present chapter is to approach this issue by discussing the benefits, opportunities and limitations of determining the outcomes of HRM practices from the management and management accounting perspective as shown on the Balanced Scorecard.

Keywords: Human Resource; Cash Flow; Management Accounting; Balance Scorecard; Discount Cash Flow (search for similar items in EconPapers)
Date: 2015
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DOI: 10.1007/978-3-319-08186-1_13

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