Strategic Human Resource Metrics: A Perspective of the General Systems Theory
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2016
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Abstract
Measuring and quantifying strategic human resource outcomes in relation to key
performance criteria is essential to developing value-adding metrics. Objectives This paper posits
(using a general systems lens) that strategic human resource metrics should interpret the relationship
between attitudinal human resource outcomes and performance criteria such as profitability, quality or
customer service. Approach Using the general systems model as underpinning theory, the study
assesses the variation in response to a Likert type questionnaire with twenty-four (24) items measuring
the major attitudinal dispositions of HRM outcomes (employee commitment, satisfaction, engagement
and embeddedness). Results A Chi-square test (Chi-square test statistic = 54.898, p=0.173) showed
that variation in responses to the attitudinal statements occurred due to chance. This was interpreted to
mean that attitudinal human resource outcomes influence performance as a unit of system components.
The neutral response was found to be associated with the ‘reject’ response than the ‘acceptance’
response. Value The study offers suggestion on the determination of strategic HR metrics and
recommends the use of systems theory in HRM related studies. Implications This study provides
another dimension to human resource metrics by arguing that strategic human resource metrics should
measure the relationship between attitudinal human resource outcomes and performance using a
systems perspective.
| Reference Key |
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| Authors | Iwu, Chux Gervase;Kapondoro, Lloyd;Twum-Darko, Michael;Lose, Thobekani; |
| Journal | acta universitatis danubius: oeconomica |
| Year | 2016 |
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