Intangible Asstes and especially human resources are crucial for the present and future success of a company. Many studies have found out the importance of human resources as a strategic resource following the argumentation of Prahalad and Hamelt and their resource based view. The need for a HR management system is therefore perceivable. Different approaches have been made including Human Resource Accounting and a Human Resource
Balanced Scorecard. These attempts, however, are either not meaningful for the practical use or not holistic in terms of money and strategy. After discussing the problems of the various approaches, I tried to combine different means towards an adaption of the Human Resource Balanced Scorecard developed by Becker et al..
Inhaltsverzeichnis (Table of Contents)
- 1. Introduction and Purpose Statement: The Significance of Intangibles and Human Resources.
- 2. A holistic tool as a measurement system for Human Resources
- 2.1 Human Resource Accounting
- 2.2 Human Resource Balanced Scorecard
- 2.3 Discussion - A "new" Human Resource Balanced Scorecard
- 3. Findings and Future Implications.....
- 4. Appendix………..\li>
- 5. Table of Literature...
- Table of Charts
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This paper aims to explore the importance of intangible assets, particularly human resources, in modern companies and to develop a comprehensive and holistic measurement system for managing these assets effectively. It examines existing approaches such as Human Resource Accounting and the Human Resource Balanced Scorecard, highlighting their limitations. Ultimately, the paper proposes a new approach to the Human Resource Balanced Scorecard, aiming to address these shortcomings and provide a more practical and strategic framework for managing human capital.
- The significance of intangible assets, particularly human resources, in achieving sustainable competitive advantage
- The limitations of existing measurement systems for human resources, including Human Resource Accounting and the Human Resource Balanced Scorecard
- The development and application of a new Human Resource Balanced Scorecard approach
- The impact of this new approach on the management of human capital and the strategic direction of organizations
- The potential for this approach to contribute to the understanding and valuation of intangible assets in the context of business strategy
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter establishes the critical role of intangible assets, particularly human resources, in achieving business success in the modern economy. It explores the concept of intangible assets, highlighting their importance for competitive advantage and future development. This chapter also introduces the challenges of measuring and managing intangible assets, paving the way for the subsequent discussion of measurement systems.
The second chapter delves into different approaches to measuring and managing human resources. It examines Human Resource Accounting and the Human Resource Balanced Scorecard, highlighting their strengths and weaknesses. This chapter culminates in the introduction of a "new" Human Resource Balanced Scorecard approach, which aims to address the limitations of existing methods.
Schlüsselwörter (Keywords)
Intangible assets, human resources, human capital, Human Resource Accounting, Human Resource Balanced Scorecard, strategic management, competitive advantage, measurement systems, holistic management, employee know-how.
- Quote paper
- Johannes Lenhard (Author), 2009, Human resource controlling, Munich, GRIN Verlag, https://www.grin.com/document/142172
