Alternative balanced scorecards built from paradigm models in strategic HRM and employment/industrial relations and used to measure the state of employment relations and HR system performance across U.S. workplaces. (24th March 2020)

• Record Type: Journal Article
• Authors: Kaufman, Bruce E.; Barry, Michael; Wilkinson, Adrian; Gomez, Rafael
• Is Part Of: Human resource management journal. Volume 31:Number 1(2021)
• Page Start: 65
• Page End: 92
• Publication Date: 2020-03-24
• Subjects: balanced scorecard -- employment relationship -- high‐performance work system -- industrial relations -- strategic HRM; Personnel management -- Periodicals; 658.3
• DOI: 10.1111/1748-8583.12271
• Languages: English
• ISSNs: 0954-5395

Abstract

Abstract: This paper constructs alternative balanced scorecards based on high‐performance work system (HPWS) and employment relations system (ERS) models. The models are depicted and compared in diagrams and used as framework skeletons for building separate HPWS and ERS scorecards, intended to provide a detailed data picture of the operational health and performance of an organization's employment/HR system and its operations, processes, and inputs/outputs. The scorecards are filled in with nationally representative data from 2, 000+ U.S. workplaces using more than 50 employment/HR indicators, as reported by separate panels of managers and employees. The indicators for each workplace are aggregated into an overall HR/employment system score, ranked from low‐to‐high, and graphed as frequency distributions. These distributions provide a unique snapshot picture of the mean and dispersion of the state of employment relations and HR system performance for companies across the United State. They also reveal that "models matter" since the HPWS and ERS scorecards provide distinctly different evaluation assessments.