Managers are most frequently found by their subordinates unable to demonstrate a much cooperative stance in terms of telling them what information they need, using the HR metrics information included in existing reports, or even acknowledging receipt of the reports. These perceptions actually comprise the basic concern in organizations and their utilization of metrics and analytics as most managers view metrics and analytics as a simple regular task in a management policy to compute and report more metrics. There is obvious lack of communication and information regarding the assessment and report of HR metrics and the positive results in better organizational performance. Information systems help managers make different and better decisions which also include...
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Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century: From Justifying HR to Strategic Talent Leadership. In HRM in the 21st Century, Marshall Goldsmith, Robert P. Gandossy and Marc S. Efron (eds.), 79-90. New York: John Wiley
Kamoche, K. 2001. Understanding Human Resource Management. Buckingham: Open University Press. Lawler, E. E., Levenson, A. and Boudreau, J.W. (2004). HR Metrics and Analytics: Use and Impact. Human Resource Planning, 24 (4), 27-35. Missildine, C. (2013). From HR Metrics to HR Intelligence. HR Examiner retrieved February 12, 2014 from http://www.hrexaminer.com/from-hr-metrics-to-hr-intelligence/
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