PERCEPTION OF HR EXECUTIVES WITH HR DEVLIERABLES USING

HR SCORECARD

HR deliverables refer to the various outcomes of the HR function. The HR

deliverables which could be attained with the help of the balanced scorecard depend upon the
following through the scorecard can be understood by the HR understanding the strategies
used by HR for organisation success. The next aspect of the HR deliverables is the ability of
the HR department is to link the job performance to organisation success to assess the success
of the HR department. These aspects make the organisation perceive the HR department as a
value-added service.

STATEMENT OF THE PROBLEM

The HR Scorecard, being a framework of measurement for the HR department in

organizations to measure the Return of investment of human capital is a successful practice
that has been implemented in various organisations, and hence chosen as a topic for study.

SIGNIFICANCE OF STUDY

The balanced scorecard that has specific measures fails to measure the HR practices
and thus the HR Scorecard clearly fills this gap by measuring the outcomes of the HR
deliverables in organisations. This in turn makes the HR department in organizations a
strategic partner in business.

OBJECTIVES

 To study the HR Professionals perception of HR initiatives as a result of the HR

Scorecard.
 To study perception of HR professionals with respect to HR scorecard as an effective
performance management system.

RESEARCH DESIGN:

Research design is an important part of the study, as it helps in the systematic way of
conducting the research objectively. The methodology involved is mostly quantitative in
nature producing descriptive data. The research design followed is descriptive design. The
research tool is a questionnaire and the sampling technique was convenience sampling which
included 60 samples of HR professionals drawn from various firms operating in Chennai like
IT, ITES, pharmaceuticals and automobile.

DATA ANALYSIS

Table 1 : Chi Square Test for association between factors and level of agreement that
HR deliverables improve on account of using HR scorecard

Factors High Moderate Low Total Chi P

Square Value
 Value
Understanding HR 26 33 1 60
strategies (43%) (55%) (2%) (100%)
Linking job performance 16 44 0 60
2.133 0.002**
with organisational goals (27%) (73%) (00) (100%)
HR serving as a value- 18 40 2 60
added service (30%) (67%) (3%) (100%)
Note: 1. Row Percentage is given within ( )
2 ** Significant at 1%

43% have shown high level of agreement, 55% have shown moderate level of
agreement and 2% have shown low level of agreement with respect to understanding HR
strategies influencing attainment of HR deliverables using HR scorecard.
27% have shown high level of agreement and 73% have shown moderate level of
agreement with respect to linking job performance with organisational goals influencing
attainment of HR deliverables using HR scorecard.
30% have shown high level of agreement and 67% have shown moderate level of
agreement and 3% have shown low level of agreement that HR serving as a value-added
service influencing attainment of HR deliverables using HR scorecard.
Since the probability value is less than 0.01, there is significant association between
factors influencing attainment of HR deliverables using HR scorecard.

Table 2 : Chi Square Test for association between strategic HR measures and level of
agreement that HR deliverables improve on account of using HR scorecard
Chi
P
Strategic HR Measures High Moderate Low Total Square
Value
Value
Linking performance with 18 41 1 60
compensation (30%) (68%) (2%) (100%)
Balancing financial measures 24 34 2 60
2.098 0.009**
with non-financial rewards (40% (56%) (4%) (100%)
Measuring contribution of 19 39 2 60
HR to the business (31%) (65%) (4%) (100%)
Note: 1. Row Percentage is given within ( )
2 ** Significant at 1%

30% have shown high level of agreement, 68% have shown moderate level of
agreement and 2% have shown low level of agreement with respect to linking performance
with compensation influencing attainment of HR deliverables using HR scorecard.
40% have shown high level of agreement, 56% have shown moderate level of
agreement and 4% have shown low level of agreement with respect to balancing financial
measures with non-financial measures influencing attainment of HR deliverables using HR
scorecard.
31% have shown high level of agreement, 65% have shown moderate level of
agreement and 4% have shown low level of agreement with respect to measuring contribution
of HR to the business influencing attainment of HR deliverables using HR scorecard.
Since the probability value is less than 0.01, there is significant association between
strategic HR measures influencing attainment of HR deliverables using HR scorecard.
Table 3 : Chi Square Test for association between alignment of HR System and level of
agreement that HR deliverables improve on account of using HR scorecard
Chi
P
Alignment of HR System High Moderate Low Total Square
Value
Value
HR system with 17 42 1 60
organizational goals (28%) (70%) (2%) (100%)
2.098 0.009**
HR sub-systems to the overall 22 36 2 60
HR objectives (37%) (60%) (3%) (100%)
Note: 1. Row Percentage is given within ( )
2 ** Significant at 1%

28% have shown high level of agreement, 70% have shown moderate level of
agreement and 2% have shown low level of agreement with respect to alignment of HR
system with organisational goals influencing attainment of HR deliverables using HR
scorecard.
37% have shown high level of agreement, 60% have shown moderate level of
agreement and 3% have shown low level of agreement with respect to alignment of HR sub-
system with overall HR objectives influencing attainment of HR deliverables using HR
scorecard.

Table 4 : Chi Square Test for association between measures of HR efficiency and level
of agreement that HR deliverables improve on account of using HR scorecard
Chi
P
Measures of HR efficiency High Moderate Low Total Square
Value
Value
Quantifying the expenditure 8 50 2 60
incurred by HR department (13%) (83%) (4%) (100%)
Measuring cycle time for 18 42 0 60 2.098 0.009**
HR processes (30%) (70%) (00 (100%)
%)
Note: 1. Row Percentage is given within ( )
2 ** Significant at 1%

13% have shown high level of agreement, 83% have shown moderate level of
agreement and 4% have shown low level of agreement with respect to quantifying the
expenditures incurred by the HR department as a measure of HR efficiency.
30% have shown high level of agreement and 70% have shown moderate level of
agreement with respect to measuring cycle time for HR processes as a measure of HR
efficiency.

Table 5 : Chi Square Test for association between HR acting as a change agent and level
of agreement that HR deliverables improve on account of using HR scorecard
Chi
P
HR as Change Agent High Moderate Low Total Square
Value
Value
Aligning HR strategy with 20 39 1 60 2.098 0.009**
HR Scorecard (33%) (65%) (2%) (100%)
HR acting as a champion 19 41 0 60
of change (32% (68%) (00%) (100%)
 Departments recognise HR 16 44 0 60
initiatives (27%) (73%) (00%) (100%)
Note: 1. Row Percentage is given within ( )
2 ** Significant at 1%
33% have shown high level of agreement, 65% have shown moderate level of
agreement and 2% have shown low level of agreement with respect to aligning HR strategy
with HR scorecard.
32% have shown high level of agreement and 68% have shown moderate level of
agreement with respect to HR professionals acting as champions of change on account of HR
scorecard.
27% have shown high level of agreement and 73% have shown moderate level of
agreement with respect to departments recognising HR initiatives on account of aligning the
same with HR scorecard.
Table 6 : Improvement in HR Initiatives on account of aligning with HR Scorecard
Improvement in HR Initiatives on
High Moderate Low Total
account of aligning with HR Scorecard
Improving delivery of HR services 1 40 19 60
(2%) (66%) (32%) (100%)
Improving adaptability of the business to 1 43 16 60
new opportunities (2%) (71%) (27%) (100%)
Facilitating organization change 1 45 14 60
(2%) (75%) (23%) (100%)
Improving employee engagement 8 35 17 60
(13%) (59%) (28%) (100%)
Competency based recruitment 9 33 18 60
(15%) (55%) (30%) (100%)
Employer branding initiative 5 40 15 60
(9%) (66%) (25%) (100%)
Diversity initiative program 2 41 17 60
(3%) (68%) (29%) (100%)
Aligning learning strategies with business 4 0 56 60
goals (7%) (00%) (93%) (100%)
Improving the efficiency of training 2 39 19 60
operations (3%) (65%) (32%) (100%)
Enhancing work life balance 4 38 18 60
(7%) (63%) (30%) (100%)
Reducing cycle time for HR processes 9 40 11 60
(15%) (67%) (18%) (100%)
Creating awareness on appraisal 4 43 13 60
(7%) (72%) (21%) (100%)