Human resource management: practices assessing added value.

Abstract

In order to get management to listen and to gain credibility, HR managers would do well to document the added value of HR investments and their impact on firm performance. Highlighting the contribution of HR practices requires us to answer two core questions: What is the added value of investing in HR functions and practices? How can the added value created by HR functions and practices be assessed? In order to address these central questions, a broad overview of a four-stepapproach (ORMM-approach) is given that structures the process of determining the added value of HRM: Based on a definition of outcome variables (O), research/theory-based cause-and-effect-relationships (R) between antecedents and outcome variables need to be modeled. Finally, the added value needs to be assessed by using adequate measures (M) and to be managed (M). Moreover, in view of the broadly discussed theory-practice-gap, it is shown how this edited volume supports both researchers and practitioners in their work by giving an overview of the contributions in this edited book.