Delivering Strategic Human Resource Management Between 2001 and 2004, companies began to give serious attention to the organization and performance of their human-resource (HR) functions.

management

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Delivering Strategic Human Resource Management Between 2001 and 2004, companies began to give serious attention to the organization and performance of their human-resource (HR) functions. This initiative, a further refinement of a movement widely termed Strategic Human Resource Management (SHRM), had two goals: to contain costs and to deliver maximum value to a company’s business units by realigning HR leaders as strategic partners with business leaders. The Balanced Scorecard Collaborative, human-resources consultancies and corporate think tanks, and emerging state-of-the-art enterprise resource planning (ERP) software all contributed to investments in capabilities, infrastructure, and education on HR practices in general and human-capital measurement in particular

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Appendix a for paper in human resources.docx
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