Human Resources and Organizational Approaches
Zusammenfassung
The authors present the basics of four schools of thought regarding a personnel management-related standpoint with their axioms, assumptions and logic. Closest to the practical, normative business management comes the finance-oriented personnel management – one only needs to think of remuneration management, personnel controlling, the Berlin Human Capital Assessment or occupational pension schemes.
Therefore, they take the example of the annual financial statement of an international enterprise and deduct and calculate the Berlin Balanced Scorecard Approach from it.
Personnel management can only be successful, if the structural and process-related organization of the company permits achieving company goals. Therefore, the description of four basic organizational theories complements the deliberations on human resource management.
The authors present the basics of four schools of thought regarding a personnel management-related standpoint with their axioms, assumptions and logic. Closest to the practical, normative business management comes the finance-oriented personnel management – one only needs to think of remuneration management, personnel controlling, the Berlin Human Capital Assessment or occupational pension schemes.
Therefore, they take the example of the annual financial statement of an international enterprise and deduct and calculate the Berlin Balanced Scorecard Approach from it.
Personnel management can only be successful, if the structural and process-related organization of the company permits achieving company goals.
Abstract
The authors present the basics of four schools of thought regarding a personnel management-related standpoint with their axioms, assumptions and logic. Closest to the practical, normative business management comes the finance-oriented personnel management – one only needs to think of remuneration management, personnel controlling, the Berlin Human Capital Assessment or occupational pension schemes.
Therefore, they take the example of the annual financial statement of an international enterprise and deduct and calculate the Berlin Balanced Scorecard Approach from it.
Personnel management can only be successful, if the structural and process-related organization of the company permits achieving company goals. Therefore, the description of four basic organizational theories complements the deliberations on human resource management.
The authors present the basics of four schools of thought regarding a personnel management-related standpoint with their axioms, assumptions and logic. Closest to the practical, normative business management comes the finance-oriented personnel management – one only needs to think of remuneration management, personnel controlling, the Berlin Human Capital Assessment or occupational pension schemes.
Therefore, they take the example of the annual financial statement of an international enterprise and deduct and calculate the Berlin Balanced Scorecard Approach from it.
Personnel management can only be successful, if the structural and process-related organization of the company permits achieving company goals.
- Kapitel Ausklappen | EinklappenSeiten
- 1–12 Titelei/Inhaltsverzeichnis 1–12
- 13–40 1 Theories on personnel management – from productivity to value and knowledge-based human capital 13–40
- 1.1 Scientific management as predecessor of a function-oriented personnel management
- 1.2 Scientific management as practical trigger of “function-oriented personnel management”
- 1.3 Finance-oriented personnel management as further concept
- 1.3.1 Capital market-oriented approach
- 1.3.2 Goals of personnel cost planning
- 1.3.3 Criteria of personnel cost planning
- 1.3.4 Continued remuneration in case of sickness
- 1.4 Personnel management based on behavioural-science and labour psychology
- 1.5 Labour economics: a macroeconomic concept
- 41–58 2 Calculation of selected personnel management instruments and numbers of the annual financial statement for the Berlin Balanced Scorecard Approach 41–58
- 2.1 Connection of the accounting systems in the annual financial statement
- 2.2 Personnel controlling and the Berlin Balanced Scorecard Approach
- 2.2.1 Personnel controlling as internal information supply
- 2.2.2 Personnel controlling as coordinator of the personnel management system
- 2.3 Balanced Scorecard – A personnel Performance Management Approach
- 2.3.1 Traditional performance measurement systems of personnel controlling
- 2.3.2 Return-on-Investment – a personnel performance approach
- 2.3.3 Balanced Scorecard as instrument for strategy implementation
- 2.3.4 Balanced Scorecard terminology
- 2.3.5 Goal and scope of action of the balanced scorecard
- 2.3.6 Balanced Scorecard Structure
- 2.3.7 Controlling perspectives of the Balanced Scorecard
- 59–82 3 Berlin Balanced Scorecard Approach 59–82
- 3.1 Conception
- 3.2 Application of the Berlin Balanced Scorecard Approach
- 3.2.1 Data basis (cf. Annual financial statement 2010 BASF)
- 3.2.2 On connecting the financial and customer perspective
- 3.2.3 Customer perspective: A marketing perspective
- 3.2.4 Connection between the customer-/market and the financial perspective
- 3.2.5 On the connection of the internal process perspective and the employee potential or human capital perspective with the financial perspective
- 83–120 4 Basic considerations on organizational concepts 83–120
- 4.1 Toyota’s Just-in-Time: an organizational success story
- 4.2 Organizational Targets: no performance measurement without targets
- 4.3 On the necessity of organizational concepts
- 4.4 Organizational concepts and assumptions
- 4.4.1 On the structural approach: metaphor – organization as “machine
- 4.4.2 Behavioural science and labour organization based organization concept
- 4.4.3 Legal-political organizational approach: companies as governance instrument and political arena for interest groups
- 4.4.4 On the visionary, symbolic cultural organizational approach
- 4.4.5 Corporate organizational theory as approach for the recognition, analysis and design regarding organizational problems
- 4.5 On Kosiol’s traditional organizational theory
- 4.6 Organizational analysis
- 121–126 Literature 121–126
- 127–128 Index 127–128
