Measuring Organizational Performance in Strategic Human Resource Management: Looking Beyond the Lamppost

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. A model for performance information markets to address these challenges is introduced. The model uses a multi-dimensional weighted performance measurement system and a free information flow exchange mechanism for determining performance achievement criteria

Measuring Organizational Performance in Strategic Human Resource Management: Problems and Prospects

A major challenge for Strategic Human Resource Management research in the next decade will be to establish a clear, coherent and consistent construct for organizational performance. This paper describes the variety of measures used in current empirical research linking human resource management and organizational performance. Implications for future research are discussed amidst the challenges of construct definition, divergent stakeholder criteria and the temporal dynamics of performance. The concept of performance information markets that addresses these challenges is proposed as a framework for the application of multi-dimensional weighted performance measurement systems

The Transversal Relative Equilibria of a Hamiltonian System with Symmetry

We show that, given a certain transversality condition, the set of relative equilibria \mcl E near p_e\in\mcl E of a Hamiltonian system with symmetry is locally Whitney-stratified by the conjugacy classes of the isotropy subgroups (under the product of the coadjoint and adjoint actions) of the momentum-generator pairs $(\mu,\xi)$ of the relative equilibria. The dimension of the stratum of the conjugacy class (K) is $\dim G+2\dim Z(K)-\dim K$, where Z(K) is the center of K, and transverse to this stratum \mcl E is locally diffeomorphic to the commuting pairs of the Lie algebra of $K/Z(K)$. The stratum \mcl E_{(K)} is a symplectic submanifold of P near p_e\in\mcl E if and only if $p_e$ is nondegenerate and K is a maximal torus of G. We also show that there is a dense subset of G-invariant Hamiltonians on P for which all the relative equilibria are transversal. Thus, generically, the types of singularities that can be found in the set of relative equilibria of a Hamiltonian system with symmetry are those types found amongst the singularities at zero of the sets of commuting pairs of certain Lie subalgebras of the symmetry group.Comment: 18 page

How Well Does the U.S. Government Do Cost-Benefit Analysis?

To make prudent recommendations for improving the use of cost-benefit analysis in policy settings, some measures of how well it is actually done are essential. This paper develops new insights on the potential usefulness of government cost-benefit analysis by examining how it is actually performed in the U.S. We assess the quality of a particularly rich sample of cost-benefit analyses of federal regulations. The data set we use for assessing the quality of regulatory analysis is the largest assembled to date for this purpose. Theseventy-four analyses we examine span the Reagan administration, the first Bush and the Clinton administration. The paper is the first to assess systematically how government cost-benefit analysis has changed over time. There are three key findings. First, a significant percentage of the analyses in all three administrations do not provide some very basic economic information, such as information on net benefits and policy alternatives. For example, over 70% of the analyses in the sample failed to provide any quantitative information on net benefits. Second, there is no clear trend in the quality of cost-benefit analysis across administrations. Third, there is a great deal of variation in the quality of individual cost-benefit analyses.