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The ROI of Human Capital: Measuring the Economic Value of Employee Performance (Englisch) Gebundene Ausgabe – 1. März 2009


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Produktinformation

  • Gebundene Ausgabe: 336 Seiten
  • Verlag: Mcgraw-Hill Publ.Comp.; Auflage: 2nd ed. (1. März 2009)
  • Sprache: Englisch
  • ISBN-10: 0814413323
  • ISBN-13: 978-0814413326
  • Vom Hersteller empfohlenes Alter: Ab 18 Jahren
  • Größe und/oder Gewicht: 23,1 x 16 x 3,3 cm
  • Durchschnittliche Kundenbewertung: 5.0 von 5 Sternen  Alle Rezensionen anzeigen (3 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 191.370 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Pressestimmen

"If you want to create a greater return on your investments in your human capital, this book is an important read for the Human Resource professional." "-- About.com/HR"

Synopsis

With employees cost often exceeding 40 per cent of corporate expense, measuring the value of this human capital is essential. This reseource reveals how to do it and helps managers determine how to invest most effectively in human productive potential. -- Dieser Text bezieht sich auf eine vergriffene oder nicht verfügbare Ausgabe dieses Titels.

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1 von 1 Kunden fanden die folgende Rezension hilfreich Von Ein Kunde am 17. Juni 2000
Format: Gebundene Ausgabe
This review was written and published by Barbara Jacobs forBOOKLIST, a national book review service.... Wall Street has long shunned the notionthat employee satisfaction or dissatisfaction impacts the corporation's bottom line. Esteemed consultant and prolific author (The 8 Practices of Exceptional Companies, 1997) Fitz-enz balances the scorecard with his metrical and sometimes lyrical evaluation of employees---aka "human capital"---which he calls ROI. In fact, this is a scholarly tome well worth reading by more than the HR crowd; in it, he sets forth guidelines to measure the effect of human performance as well as improvement initiatives such as restructuring and outsourcing. Some are mathematical formulas, which, after a careful drilling down through, are less intimidating. Others reflect a wise and commonsensical review of other management gurus' findings, a recap and then a reapproach. One example of why benchmarking fails is that the initiative is defined in too broad a scope---or, in the author's words, "don't take on world hunger." Solid business wisdom that allows for humanity and humor. ---Barbara Jacobs
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3 von 4 Kunden fanden die folgende Rezension hilfreich Von Venkatesh Pillai am 15. Juni 2000
Format: Gebundene Ausgabe
This book is a must reading for all human resource professionals and a must in all libraries. I found this book very interesting and being a human resource professional myself, this told me methods and introduced me to many tools in which the human resource can be quantified and accountability can be broughtinto this department, especially HR department. Wonderful book and it makes Human capital accounting sounds practical, feasible and logical. Worth every penny
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0 von 1 Kunden fanden die folgende Rezension hilfreich Von Turgay BUGDACIGIL am 21. Juli 2000
Format: Gebundene Ausgabe
"In the closing years of the twentieth century, management has come to accept that people, not cash, buildings, or equipment, are the critical differentiators of a business enterprise. As we move into the new millennium and find ourselves in a knowledge economy, it is undeniable that people are the profit lever. All assets of an organization, other than people, are inert. They are passive resources that require human application to generate value. The key to sustaining a profitable company or a healty economy is the productivity of the workforce, our human capital...Drucker claims that the greatest challenge for organizations today and for the next decade at least is to respond to the shift from an industrial to a knowledge economy...This shift toward knowledge as the differentiator affects all aspects of organizational management, including operating efficiency, marketing, organizational structure, and human capital investment...Since employee costs today can exceed 40 percent of corporate expense, measuring of the ROI in human capital is essential. Management needs a system of metrics that describe and predict the cost and productivity curves of its workforce" (pp.1-3).
Within this general framework, Jac Fitz-Enz argues that without measurement we cannot:
* communicate specific performance expectations.
* know what is going on inside the organization.
* identify performance gaps that should be analyzed and eliminated.
* provide feedback comparing performance to a standard or a benchmark.
* recognize performance that should be rewarded.
* support decisions regarding resource allocation, projections, and schedules.
Lesen Sie weiter... ›
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Amazon.com: 15 Rezensionen
64 von 67 Kunden fanden die folgende Rezension hilfreich
The Human Dimension of ROI 13. November 2000
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Perhaps you have already read The 8 Practices of Exceptional Companies. Fitz-enz adds substantially to his international renown with this more recent book in which he suggests all manner of ways to measure the economic value of human capital. In the Preface, he suggests that (in business terms) human capital be described as a combination of factors such as these:
* The traits one brings to the job: intelligence, energy, a generally positive attitude, reliability, commitment
* One's ability to learn: aptitude, imagination, creativity, and what is often called street smarts", savvy (for how to get things done)
* One's motivation to share information and knowledge: team spirit and goal orientation
As Fitz-enz then explains, Chapter 1 takes the first steps toward a methodology for measuring the return on investment (ROI) of human capital. Chapter 2 launches the process of finding the ROI of human capital from an unusual "starting point": rather than begin with process improvement at the lower organizational levels, focus at the highest possible levels on "the goals of the enterprise." Chapter 3 is the "bridge" between the enterprise and the human capital management levels. Chapter 4 brings us to "the drivers of all enterprise success": people." Chapter 5 integrates the three levels (enterprise, process or function, and people), combining them "in one end-to-end system of human capital valuation reporting." Chapter 6 moves to the next level: trending and predicting. Chapter 7 dissects five of the most common human resources and human capital initiatives, demonstrating HOW to find economic value in the workings of each. Chapter 8 reports on two of the longest-term, largest-scale studies of human capital management. Chapter 9 explains what is required for an organization to take a quantum leap" over its competition. Chapter 10 provides a "compilation" of eleven "guiding principles" which serve as "The Foundation Stones of the Human Capital Measurement Pathway." And then in the final chapter, Fitz-enz brilliantly sums up the basic measurement system. Note in particular Figure 11-1 ("Composite human capital scoreboard") which provides an excellent model to guide and inform the efforts of any organization, regardless of its size or nature.
With very few exceptions, an organization's greatest assets do indeed "walk out the door" at the end of each business day. For those who are eager to measure human capital more accurately, who then wish to create for their organization a much greater return on investments in its human resources, this is an absolutely indispensable resource to help achieve those objectives.
13 von 14 Kunden fanden die folgende Rezension hilfreich
Worth every penny 15. Juni 2000
Von Venkatesh Pillai - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This book is a must reading for all human resource professionals and a must in all libraries. I found this book very interesting and being a human resource professional myself, this told me methods and introduced me to many tools in which the human resource can be quantified and accountability can be broughtinto this department, especially HR department. Wonderful book and it makes Human capital accounting sounds practical, feasible and logical. Worth every penny
45 von 57 Kunden fanden die folgende Rezension hilfreich
If we don't know how to measure, we can't manage. 21. Juli 2000
Von Turgay BUGDACIGIL - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
"In the closing years of the twentieth century, management has come to accept that people, not cash, buildings, or equipment, are the critical differentiators of a business enterprise. As we move into the new millennium and find ourselves in a knowledge economy, it is undeniable that people are the profit lever. All assets of an organization, other than people, are inert. They are passive resources that require human application to generate value. The key to sustaining a profitable company or a healty economy is the productivity of the workforce, our human capital...Drucker claims that the greatest challenge for organizations today and for the next decade at least is to respond to the shift from an industrial to a knowledge economy...This shift toward knowledge as the differentiator affects all aspects of organizational management, including operating efficiency, marketing, organizational structure, and human capital investment...Since employee costs today can exceed 40 percent of corporate expense, measuring of the ROI in human capital is essential. Management needs a system of metrics that describe and predict the cost and productivity curves of its workforce" (pp.1-3).
Within this general framework, Jac Fitz-Enz argues that without measurement we cannot:
* communicate specific performance expectations.
* know what is going on inside the organization.
* identify performance gaps that should be analyzed and eliminated.
* provide feedback comparing performance to a standard or a benchmark.
* recognize performance that should be rewarded.
* support decisions regarding resource allocation, projections, and schedules.
In short, he argues that "if we don't know how to measure our primary value-producing assets, we can't manage it".
On the other hand, in Chapter 1, he displays many of the management panaceas that have hit the market in the past fifty years as follows:
** 2000 ? ? ? ? ?
-Intellectual Capital-Learning Organization
-Rightsizing-Balanced Scorecard-EVA
** 1990 -TQM-Reenginering-7 Habits-Delayering
-Downsizing-Customer Service-Benchmarking
-Kaizen-Empowerment-Continuous Improvement
** 1980 -Corporate Culture-Change Management-MBWA
-Intrapreneuring-Relationship Marketing-Excellence
** 1970 -Quality Circles-Diversification-One Minute Managing
- Work Simplification-Needs Hieracchy-Statistical Process Control
- Organizational Renewal-Value Chain-Portfolio Management
** 1960 -Managerial Grid-Matrix-Hygienes and Motivators-Theory Z
-Theory X&Y-Plan-Organize-Direct-Control-Human Relations
** 1950 -Management by Objectives-Management Science-Decision Tree
I highly recommend this 'must' reading study to all executives and HR practitioners.
8 von 10 Kunden fanden die folgende Rezension hilfreich
Highly Recommended! 18. März 2003
Von Rolf Dobelli - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Jac Fitz-enz presents a breakthrough approach to measuring your return on investment (ROI) in human capital. This book could have been dull, dry and dusty in someone else's hands, but instead is absorbing and a pleasure to read. Using studies done by the Saratoga Institute - his own facility - and drawing upon the work of other researchers as well, the author places this new methodology in the context of today's business challenges, including e-commerce. He pinpoints satisfaction as the baseline value employees pursue, and shows how you will profit by working toward employee fulfillment. We from getAbstract highly recommend this book to those in human resources, and to managers, executives and entrepreneurs who run their own businesses.
2 von 2 Kunden fanden die folgende Rezension hilfreich
Your typical HR / Mgmt book that repackages what you know without cutting edge insights. 10. August 2014
Von Lance - Veröffentlicht auf Amazon.com
Format: Kindle Edition Verifizierter Kauf
I would not recommend this book. It does a fair job of framing the core issue with HR: that it is inherently difficult to measure and track and thus HR leaders lose credibility within large organizations...but we all know that already. It then fails where we most need it to succeed, in proposing practical solutions to the problem. It offers a series of metrics (revenue per employee, satisfaction per employee) that are all either quite basic or largely useless and would not be considered credible by the individuals holding power and decision rights within an organization (CFOs, GMs, etc.). Unfortunately I view this book as emerging 20 years too late. These metrics may have been innovative then, but are far from it now. The true ROI of human capital is no longer taking some metric and dividing by the number of employees, or calculating back of the envelope the productivity lost due to employee attrition. Cutting edge organizations (which we all aspire to build by reading these types of books) are doing far more than this book even contemplates. Using data and regressions to identify what makes great managers or drives individuals to quit for example and complicated multi-factor problems. These problems are the key to unlock the ROI of human capital, but unfortunately the book does not delve into them. Look elsewhere.
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