Capella University Human Resource Scorecard Implementation Presentation

Capella University Human Resource Scorecard Implementation Presentation

Capella University Human Resource Scorecard Implementation Presentation

HR Scorecard Implementation

You have developed the dimensions of your HR Scorecard for your organization, and now you are ready to implement it. The CEO has asked you to present to the executive team your plan on how you will be successful in implementing and sustaining this change.

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With these thoughts in mind:

BY DAY 4

Post a cohesive and scholarly response based on your readings and research this week that addresses the following:

  • In a PowerPoint presentation, summarize how your plan will ensure the change is sustained so that it is embedded in the culture and evaluated to ensure that it is successful.
  • Be specific, and provide examples.
  • Support your examples with 2–3 scholarly references, which you may post in the classroom Discussion as an attachment.
  • APA Format Resources

Resources:

Gardner, T. M., & Wright, P. M. (2009). Implicit human resource management theory: A potential threat to the internal validity of human resource practice measures. International Journal of Human Resource Management, 20(1), 57–74.

Kotter, J. P. (2005). Change leadership. Leadership Excellence, 22(12), 3–4.

Maxwell, G. G., & Beattie, D. R. (2004). The ethics of in-company research: An exploratory study. Journal of Business Ethics, 52(3), 243–256.

 

UNFORMATTED ATTACHMENT PREVIEW

The International Journal of Human Resource Management, Vol. 20, No. 1, January 2009, 57–74 Implicit human resource management theory: a potential threat to the internal validity of human resource practice measures Timothy M. Gardnera* and Patrick M. Wrightb a Vanderbilt University, Nashville, USA; bCornell University, Ithaca, NY, USA Since the publication of Huselid’s (1995) paper examining the relationship between HR practices and firm performance, there has been an explosion of published papers examining the empirical relationship between HR practices and various measures of firm performance. This study examines the possibility that informants typically providing data about organizational HR practices may be biased by an implicit theory of human resource management. Our findings suggest the responses from subjects typically providing data