Measuring HRM effectiveness: Considering multiple stakeholders in a global context |
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| Institution: | 1. School of Management, California Lutheran University, 60 West Olsen Rd., #3550, Thousand Oaks, CA 91360, USA;2. Middlesex University, Hendon Campus, The Burroughs, London NW4 4BT, UK;3. College of Business Administration, Loyola Marymount University, 1 LMU Drive, MS 8385, Los Angeles, CA 90045-2659, USA;4. School of Business, Reykjavik University, Menntavegur 1, Reykjavik 103, Iceland;1. Aston Business School, Birmingham B4 7ET, UK;2. Quinlan School of Business, Loyola University Chicago, Chicago, IL 60611, USA;3. University of Edinburgh Business School, Edinburgh EH8 9JS, UK |
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| Abstract: | Strategic human resource management research has mostly gravitated towards financial measures of performance in order to assess the effectiveness of human resource management initiatives. In this paper, we argue that focusing on organizational performance mainly from financial stakeholders' perspective is no longer sufficient. We discuss the implications of globalization, changing nature of work and the need to satisfy multiple stakeholders on how we measure the effectiveness of human resource management systems. We provide examples from several reach streams that focus on stakeholders other than shareholders as their main outcome of interest. |
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