Human Resource Measurement: A Balanced Scorecard Approach
Journal of Human Resource Management
Volume 3, Issue 2-1, April 2015, Pages: 28-32
Received: Jan. 20, 2015; Accepted: Jan. 22, 2015; Published: Feb. 28, 2015
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Benedetta Gesuele, Department of Business and Economics Studies, University of Naples “Parthenope”, Naples, Italy
Mauro Romanelli, Department of Business and Economics Studies, University of Naples “Parthenope”, Naples, Italy
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This study aims to adopt the balanced scorecard approach to improve the measurement and evaluating of human resources performance in the USA public sector. We use a balanced scorecard approach in terms of innovation, learning and growth for employees feeling to contribute to the governmental agency ends. Innovation, learning and growth may represent constitutive elements of organizational strategies value oriented. In this study we have built a set of key performance drivers drawn by a sample of American public employees during 2010. The United States are the first country introducing public management reform programs fostering continuous attention on human resources performances. The study is a research desk. Data are collected by United States Office of Personnel Management (OPM) with regard to last Federal Employees Viewpoint Survey conducted in 2010 and concern employees of every Federal agencies which responded to the survey. The results show that the employee’s perception of the organization performance seems to be positively judged.
Federal Civil Workforce, Organization Performance Measurement, Balanced Scorecard Approach
To cite this article
Benedetta Gesuele, Mauro Romanelli, Human Resource Measurement: A Balanced Scorecard Approach, Journal of Human Resource Management. Special Issue:Challenges and Opportunities in the Performance Measurement and Control Systems of Human Resources Management for the Services Industry. Vol. 3, No. 2-1, 2015, pp. 28-32. doi: 10.11648/j.jhrm.s.2015030201.14
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