HOW TO SELECT APPROPRIATE HUMAN RESOURCE CONTROLLING INDICATORS

  • Monika Dugelova University of Zilina
  • Mariana Strenitzerova University of Zilina
Keywords: Human resource management, human resource controlling, human resource indicators, Balanced Scorecard, HR Scorecard, human resource roadmap, performance appraisal

Abstract

Human resource controlling represents a company’s strategic method to support its role is planning, checking, and managing—including information supplement for human resources department. Human resource controlling helps with optimization and transformation of human resource functions and with general human resource management. Our survey deals with the implementation of human resource controlling in information technology companies. The selection of appropriate human resource controlling tools is the most important part of implementation. This article deals with the problem of human resource indicators selection as the most frequently used human resource controlling tool. Many international authors have solved the problem of performance appraisal measurement, and there are numerous demonstrations on how to choose key performance indicators. Our motivation to draft the complex methodology of human resource indicators selection is based on non-existing solution among the authors. To solve the problem and find appropriate methodology, we use the methods comparison, abstraction, and concretization. The result is a creation of the right human resource indicators selection in line with human resource controlling aim. We use the Balanced Scorecard, Deloitte human resource strategy framework, and partial solution of Kleinhempel (2010). These results constitute the basis for our future research and for drafting the whole methodology of human resource controlling implementation in information technology companies.

References

Anupindi, R., Chopra, S., Deshmukh, S., Mieghem, J., & Zemel, E. (1999). Managing Business Process Flows. Englewood Cliffs: Prentice Hall.

Barseghyan, P. (2009). Human Effort Dynamics and Schedule Risk Analysis, PM World Today.

Caplan, J. (2009, January). International Barometer of HR Response to Economic Downturn. Retrieved from http://www.network-ace.com/BarometerReport.pdf

Chodasova, Z. (2012). Podnikový controlling – nástroj manažmentu. Bratislava: Statis.

Deloitte. (2009, January). Creating value through HR. HR Strategy

Heravizadeh, M., Mendling, J., & Rosemann, M. (2009). Dimensions of Business Processes Quality (QoBP), D. Ardagna et al. (Eds.): BPM 2008 Workshops, LNBIP 17, Springer-Verlag Berlin Heidel-berg, pp. 80–9. doi: 10.1007/978-3-642-00328-8_8

Jandzikova, K., & Strenitzerova, M. (2010, April). Uplatnenie metodiky BSC pri vytváraní stratégie riadenia ľudských zdrojov v Slovenskej pošte, a.s. Pošta, Telekomunikácie a Elektronický Obchod.

Jungmeister, A. (2005). HR controlling. HR meeting 2005. Retrieved from http://docsfiles.com/pdf_hr_controlling_jungmeister.html

Kleinhempel, A. (2010). Business model for human resource management. Automation Quality and Testing Robotics (AQTR), 3. doi: 10.1109/AQTR.2010.5520727

Majtan, et al. (2007). Podnikové hospodárstvo. Bratislava: Sprint vfra.

Mann, R. & Meyer, E. (2004). Controlling für Einsteiger: Rezeptbuch zum Selbstaufbau eines Gewinnsteuerungssystems. Mannheim, Germany: Korter Philipp.

Olexova, C. (2011). Nástroje personálneho controllingu.Scientific papers of the University Pardubice. Series D, 2011(20), 11 -125.

Potkany, M. (2007). Controllingový systém riadenia v oblasti manažmentu ľudských zdrojov. Human resources management & ergonomics, 1. Retrieved from http://frcatel.fri.uniza.sk/hrme/archi.html

Yin, Q. (2011, January). Performance Model of Knowledge Workers based on Balanced Scorecard. Industrial Engineering and Engineering Management (IE&EM), 2143-2144. doi: 10.1109/ICIEEM.2011.6035594

Published
2015-09-19