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Abstract
The Balanced Scorecard has become one of the most popular and successful tools for managing an organization's performance. It explains why human resources should be looked at as a strategic asset. It highlights the links between the HR scorecard and the Balanced scorecard. Is presented the steps for HR score card implementation. Also is presented a model HR scorecard and the indicators that facilitate the calculation of variances, the identification of causes leading to differences and, respectively, the decision making process on how to eliminate the causes that influence performance. Finally, the basic benefits of the HR scorecard are highlighted.
Keywords: performance, management, human resource, balanced scorecard.
J.E.L. Classification: M12
1. Balanced Scorecard as part of performance management
Balance scorecard is part of the performance management system focused on managing the important processes within the organization.
Performance management system must allow:
- Striking a balance between the demands of shareholders, employees and customers;
- A flexible framework that makes the company goals to be known at all levels of organization;
- Prioritizing real major problems.
Organizations should take measures in accordance with their organizational structure to achieve a balance between different activities.
For the development and / or implementation of a system for measuring the business performances of the organization steps shown in figure 1 must be taken.
Each organization should develop measures to implement the Balanced Scorecard methodology to assess the improvement of their performances.
The model developed by Kaplan and Norton, figure 2, consists of four components: financial: the financial perspective focuses on cost efficiency and set targets for achieving profit within the organization; customers: This view captures the organization's ability to provide quality...