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HRM and PerformanceAchieving Long Term Viability$
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Jaap Paauwe

Print publication date: 2004

Print ISBN-13: 9780199273904

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199273904.001.0001

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Changing HRM Roles: Towards a Real Balanced HRM Scorecard

Changing HRM Roles: Towards a Real Balanced HRM Scorecard

Chapter:
(p.179) 9 Changing HRM Roles: Towards a Real Balanced HRM Scorecard
Source:
HRM and Performance
Author(s):

Jaap Paauwe

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199273904.003.0009

This chapter focuses on examining the relationship between the role-set of HR managers and how this role-set is associated with the performance and effectiveness of HR. The HRM role has undergone a significant evolution as it has experienced a shift from the role of ‘clerk of works’ to that of business partner and change agent. Since more focus was given to coming up with ways of improving added value, increased attention has equally been given to the issue of measuring the contributions brought about by the HRM function. Other fundamental questions that need to be answered in relation to this issue include the following: Measuring of what? Measuring for whose sake? Who sets the standards and decides when corrective action is needed? This chapter introduces the notion of the 4logic HRM scorecard since it considers professional and strategic logics as well as the societal perspective.

Keywords:   4logic HRM scorecard, societal perspective, strategic logics, professional logics, role-set, HR managers

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