An Exploratory Study of Balanced Score Card – Strategic HR Perspective. Swatee Sarangi- Assistant Professor - HR & OB- SIMSR Divya Saluja – HR- SIMSR. INTRODUCTION 1.1 STRATEGIC HRM & ITS IMPLICATIONS. SHRM: Typically variegated
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An Exploratory Study of Balanced Score Card – Strategic HR Perspective
Swatee Sarangi- Assistant Professor - HR & OB- SIMSR
Divya Saluja – HR- SIMSR
Lag: Performance measures focusing on results at the end of a time period
Lead: Performance measures that “drive” or lead to the performance of lag measures
Implemented BSC in 2001
“Just as firms will be faced with inefficiencies when they try to implement new strategies with outmoded structures, so they will also face problems of implementation when they attempt to effect new strategies with inappropriate HR systems. The critical management task is to align the formal structure and the HR systems so that they drive the strategic objectives of the organization”
-Fombrum et al (1984)
NOTE: This exploratory study highlights ‘best practices’ of implementation of BSC. Organizations are advised to ascertain their own ‘best fit’ following the suggested model for successful implementation of BSC.