Strategic human resource utility analysis
Journal of Human Resource Costing & Accounting
ISSN: 1401-338X
Article publication date: 1 January 2005
Abstract
Purpose
As the implementation and acceptance of utility analyses are afflicted by several problems, this paper sets out to describe how to circumvent these problems by implementing a new framework for utility analysis.
Design/methodology/approach
The HC BRidge™ model, developed by Boudreau and Ramstad, was implemented to determine the utility of assessment centers within a call center company.
Findings
The results demonstrate the utility of the assessment centers and the usefulness of the HC BRidge™ model.
Research limitations/implications
Future research should clarify under which conditions human resource specialists can communicate effectively and reach an optimal decision within the HC BRidge™ model of utility analysis.
Practical implications
It is highlighted how human resource experts can assist in using utility analyses (as a component of HR strategy) for decision‐making processes concerning limited organizational resources.
Originality/value
To demonstrate the usefulness and value of the HC BRidge™ model for both researchers and practitioners.
Keywords
Citation
Rowold, J. and Mönninghoff, M. (2005), "Strategic human resource utility analysis", Journal of Human Resource Costing & Accounting, Vol. 9 No. 1, pp. 10-25. https://doi.org/10.1108/14013380510636676
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited