Accountability in human resource management by jack j phillips

@ IMPROVING I 1 \I\ \ PERFORMANCE SERIES Series Editor: Jack J Phillips, Ph.D Accountability in Human Resource Management Jack J Phillips Achieving the Perfect Fit Nick Boulter, Murray Dalziel, Ph.D., and Jackie Hill, Editors Bottom-Line Training Donald J Ford Corporate Performance Management: How to Build a Better Organization Through Management-Driven Strategic Alignment David Wade and Ronald Recardo Developing Supervisors and Team Leaders Donald L Kirkpatrick The Global Advantage Michael J Marquardt Handbook of Training Evaluation and Measurement Methods, 3rd Edition Jack J Phillips Human Performance Consulting James S Pepitone Human Performance Improvement William J Rothwell, Carolyn K Hohne, and Stephen B King The Human Resources Scorecard: Measuring the Return on Investment Jack J Phillips, Patricia Pulliarn Phillips, and Ron D Stone HR to the Rescue Edward M Mone and Manuel London HRD Survival Skills Jessica Levant HRD Trends Worldwide Jack J Phillips Learning in Chaos James Hite, Jr Managing Change Effectively: Approaches, Methods, and Case Examples Donald L Kirkpatrick The Power of 360" Feedback David A Waldman and Leanne E Atwater Return on Investment in Training and Performance Improvement Programs Jack J Phillips Technology-Based Training Serge Ravet and Maureen Layte ACCOUNTABlNl IN HUMAN RESOURCE MANAGEMENT Copyright 1999 by Butterworth-Heinemann All rights reserved Printed in the United States of America This book, or parts thereof, may not be reproduced in any form without permission of the publisher Originally published by Gulf Publishing Company, Houston, TX 10 For information, please contact: Manager of Special Sales Butterworth-Heinemann 225 Wildwood Avenue Woburn, MA 01801-2041 Tel: 78 -904-2500 Fax: 78 1-904-2620 For information on all Butterworth-Heinemann publications available, contact our World Wide Web home page at: http://www.bh.com Library of Congress Cataloging-in-Publication Data Phillips, Jack J., 1945Accountability in human resource management / Jack J Phillips p cm Includes bibliographical references and index ISBN 0-88415-396-7 Personnel management-Evaluation Title HF5549.P4588 1996 65 8.3-dc20 95-4209 I CIP Transferred to Digital Printing 2007 iv Dedicated to my daughter, Jackie, who grew up during the development of this book V This page intentionally left blank Contents xi Acknowledgment xiii Preface P A R T O N E General Framework for Evaluation C H A P T E R O N E The Need for a Results-Based Approach Important Trends Related to HR Contribution , The Importance of These Trends Challenges 1, Paradigm Shifts 22 Conclusion: Payoff of Measuring the H R Contribution 24 A Self-Assessment Tool 25 References 29 C H A P T E R T W O Measuring the HR Contribution: A Survey of Appoaches Surveys 34, HR Reputation 35, Human Resources Accounting 36, HR Auditing 37, HR Case Studies 38, HR Cost Monitoring 39, Competitive Benchmarking 40, Key Indicators I HR Effectiveness Index 42, H R Management by Objectives 45, HR Profit Centers 45 Return on Investment 46 Summary 46 References 48 vii 33 P A R T TWO Developing a Results-based Approach C H A P T E R T H R E E 51 Developing a Results-BasedApproach and a New Model The Opportunity to Influence Results 52, Purposes of Measurement and Evaluation 53 HR Evaluation Myths 54, Obstacles to Measuring the Contribution 58, Levels of Evaluation 60, The Attitude of the HR Team 62, Sharing Responsibilities for HR Measurement and Evaluation 62, A Results-Based Model for Program Implementation 63, An Application of the Model 73, References 76 C H A P T E R F O U R 78 Management Influence on HR Results Partnership Relationships 80, Top Management Commitment 83, Management Support and Reinforcement 88, Management Involvement 93, Focusing on Results with Managers 100, Roles, Responsibilities, Risks, and Rewards 101, Improving Relationships with Managers 104, Summary 108, References 109 P A R T T H R E E Measuring the Contribution of Human Resources C H A P T E R F I V E Data Collection Techniques 110 Data Collection Considerations 10, Questionnnaires 12 1, Surveys 124, Tests 128, Interviews I3 I , Focus Groups 134, Observations 137, Organizational Performance Data 140, Summary 143, References I43 C H A P T E R S I X Evaluation Design and Implementation 147 Evaluation Design Issues 147, Common Evaluation Designs 150, Participant Feedback 156, Feedback from Others 160, Participant Follow-Up 162, Action Planning 166, Performance Contracting 169, Summary 172, References I73 C H A P T E R S E V E N Measuring the Total Human Resources Effort Measurement Issues 174, The HR Contribution Model 176, HR Performance Measures 177, Organizational Effectiveness Measures 183, Developing the Human Resources Effectiveness Index 186, References 201 viii 174 CHAPTER E I G H T Measuring Specific Human Resources Functions 202 Recruitment and Selection 203, Human Resources Development 209, Compensation 16, Fair Employment Practices I 9, Employee and Labor Relations 22 I , Safety and Health 224, Human Resource Information Systems 226, Conclusion 227, References 228 CHAPTER N I N E Using Benchmarking to Measure HR Effectiveness 229 A Strategic Evaluation Tool 229, Phases of the Benchmarking Process 230, Participating in Existing Benchmarking Projects 245, Conclusion: Marking the Process Work 247, References 249 P A R T FOUR Data Analysis and Presentation CHAPTER T E N Human Resources Costs 250 Developing Costs 250, Employee Costs 255, HR Program Costs 257, Impact Costs 267, Summary 269, References 269 CHAPTER ELEVEN Data Analysis and Interpretation 271 Isolating the Effects of the HR Program 272, Converting Data to Monetary Units 280, Data Analysis Techniques 287,Calculating the Return 298, Additional Methods for Evaluating Investments 302, A Few Words of Caution 304, Summary 305, References 305 CHAPTER TWELVE Communication of HR Program Results 307 The Process of Communicating Results 308, Communicating with Target Audiences 309, Communicating with Top Management 12, Developing the Evaluation Report 14, Management Meetings 16, HR Newsletters 18, The General Interest Publication 18, Brochures/Booklets/Pamphlets32 I , Success Stories 322 Summary 323 References 324 in A P P E N D I X ONE 329 toward achieving results is good, and some of the approaches to evaluation appear to be working, there is still room for improvement Additional emphasis is needed to make this department ti nue to be effective 1-60 Improvement is needed in this organization It ranks below average with other HR departments in measurement and evaluation The attitude toward results and the approach used in implementing HR programs are less than desirable Evaluation methods appear to be ineffective and action is needed to improve management support and alter the philosophy of the organization Over the long term, this department falls far short of making a significant contribution to the organization 20-40 This organization shows little or no concern for achieving results from the H R function The HR department appears to be ineffective and improvement is needed if the department is to survive in its current form and with its current management Urgent attention is needed to make this department more effective in contributing to the success of the organization This instrument has been administered to HR managers and specialists attending local, regional, or national H R conferences The typical respondent has been the individual responsible for the H R function The instrument was administered anonymously and the respondents were provided ample time at the beginning of the meeting to complete it Questions and answers were allowed during the administration of the instrument To date, there have been over 700 usable responses representing an average score of I with a standard deviation of 7.7 The score can reveal much about the status of human resources in an organization and the attitude toward measurement and evaluation A perfect score of 100 is probably unachievable and represents utopia; however, it is the ultimate goal of many HR executives and a few other key executives On the other extreme, a score of less than 20 reveals an ineffective organization, at least in terms of the contribution of the HR function The organization will probably not exist for long in its current form or with the current staff Although the analysis of these scores is simplistic, the message from the exercise should be obvious Achieving results from HR function is more than just evaluating a single program or service It represents a comprehensive philosophy that must be integrated into the routine activities of the HR staff and supported and encouraged by top executives Appendix Two CEO: CHECK YOUR C O M M I T M E N T TO T H E H U M A N RESOURCES FUNCTION (See Table 4-1 for Checklist) N U M B E R OF YES RESPONSES EXPLA N A T I ON 25-30 Excellent top management commitment, usually reflective of a successful organization This organization is maximizing the efforts of the HR function 20-24 Top management commitment is adequate, but there is a need for additional emphasis While top executive support exists, it needs some improvement 15-19 Inadequate top management commitment Improvement is necessary for the HR department to become an effective and viable part of the organization 10-14 Very little top management commitment exists The HR function cannot be effective in this organization 330 Appendix Three FEEDBACK QUESTIONNAIRE FOR HR PROGRAM Note to Developer: Use only appropriate questions and statements Program Title and Number: Name: CoordinatodFacilitator: Date: Location: Objectives Please indicate the degree of success in meeting each objective Completely Not Successful Successful At All 0 O i J 0 n o 0 o n n o n o 0 o n Instructions: For each statement, select the best response that reflects your level of agreement using the following rating> 33 I 332 H U M A NRESOURCEC O N T R I B U T I O N Rating Description Strongly Disagree Disagree Neither Agree or Disagree Agree Strongly Agree Strongly Strongly Disagree Agree Program Content The program content was relevant to my job 0 0 The program content was timely and up-to-date 0 0 0 0 0 The program can be transferred to my job Comments on Program Content Program Materials The program materials were of good quality The level of difficulty of this program was appropriate The workbooks/manuals were helpful in this program 0 0 0 0 0 0 0 Comments on Program Materials Program FacilitationlCoordination The method of facilitation was appropriate for this audience The interaction/involvement was appropriate Comments on Program 0 0 0 0 0 APPENDIX THREE Strongly Disagree Strongly Agree Facilitator/Coordinator The facilitator/coordinator was knowledgeable of the program material 0 0 10 The facilitator/coordinator was prepared O G O U O I I The facilitator/coordinator’sskills were effective 0 0 12 The faciIitator/coordinator was responsive to particpants o u o o u Comments on Facilitatodcoordinator Exercises 13 The exercises were of good quality 0 o u 14 The exercises were relevant to the program o o o o u IS The exercises helped to meet program objectives 0 0 Comments on Exercises Overall Evaluation 16 The learning environment was adequate D 17 The pacing of the program was appropriate 18 The program length was just right D 19 The sequencing of the program was appropriate 20 This program met my needs o I I would recommend this program to others 22 On a scale of to 10, how d o you rate this program ( I = Not effective; 10 = Extremely effective)? 23 What was the most effective part of this program? 333 O C 0 0 0 O 0 0 0 u o o o 0 0 334 H u M A N RESOURCE CONTRIBUTION 24, What was the least effective part of this program'? 25 Do you have any suggestions for improvement of this program? Comments on overall evaluation Changes in Knowledge/Skills 26 As a result of this program, what additional knowledge have you gained'? What new skills have you acquired or improved'? 27 As a result of this program what you estimate to be the increase in your personal effectiveness, in areas related to this program expressed as a percent'? % Planned Improvements 28 Please indicate specific actions you will undertake as a result of this program (please be specific): 29 What benefits should your company realize from the program'? APPENDIX THREE 335 30 What personal benefits did you have receive from this program? ~~ I As a result of applying what you have learned, please estimate value to your organization over a period of one year 32 What is the basis of this estimate? 33 What confidence, expressed as a percentage, you place in your estimate? (0% = No confidence; 100% = Certainty) % 34 Other comments Appendix Four PERFORMANCE IMPROVEMENT PLAN Name Title Department Today’s Date Start Datc Location Telephone ## Completion Date Major Event Dates This plan is for Value of Improvement Significant Non-monetary Improvements I E 336 APPENDIX FOUR I Improvement Area Target Performance Net Improvement 337 Current Performance Annual Value of Improvement Target Date Action Items Completion Date I “. c I I 10 Calculations: Non-monetary Improvements Index 3M, 3.8, 189.239 Behavior changes, 168 Bell-shaped curve 291 Benchmarking 279 data 24 I information 243 myths, 248 participants, 245 partners 236 238 243 process 23 I 248 projects 245-247 team, 233 BENEX 196-197 Best practices 237 Bottom line Bowlin, Mike R., Bureau of National Affairs 39 Business Week 6, 185 Abbott Laboratories 239 Absence 197 Absenteeism rate, 41, I79 Absenteeism, 267 Accidemy of Mrmngenietzr Joumnl 285 Accident costs, I4 I Acquisition cost, 259 Action plan 245 advantages/disadvantages 169 approach, 167 developing the 167 results, 168 Action planning, I66 Advisory committee 94 Affirmative Action (AA), 166 Affirmative Action Plan, 65 Alternate form method I20 American Compensation Association 239 American Express 239 American Management Association I2 American Productivity Center I85 Amoco 239 Analyzing data, 242 Annual reports 320 Application report, 245 ARCO 8.43 Asset utilization 177 Association measures 79 I AT&T Corporation 4, Calculating the HR contribution 272 Career development I I , I0 Central tendency measures 289 Characteristics of a successful partnership 82 Chase Manhattan, 239 ClGNA Corporation 167 City of Hampton Virginia Colgate-Palmolive Co Commitment check 84 Communicating results 73 76 Communicating with top management, 12 Comparison of approaches 47 Compensation 16, 10 338 INDEX Competencies of HK profes\ionals Competitive benchmarking 40 47 COMPEX 196-197 Continuous Process Improvement (CPI) 4, 28 Control group 154 273 Converting data 280 Converting soft data 2x4 Correlation coefficients 294 Cost 208 10 21 2-2 13 220 223 227 accumulation, 262 classification matrix 262-263 estimating worksheet 265-267 estimation 264 monitoring I 74 reduction 141 savings 281 Cost-Benefit Ratio, 303 Costs, 204, 206 215, 217 218.222 225 Crosby, Phillip 282 Customer complaints, 141 Customer dissatisfaction, 269 Data analysis, 245 27 287 Data collection and analysis, I , 74 I5 Data collection methods, 24 I Data collection techniques 110-144 administrative issues, I2 I considerations 10 design considerations, I 15 hard data, I I I reliability I19 soft data vs hard data I IS soft data I I3 types of data I I validity, I 16-1 I9 Database, I89 Developing costs, rationale 25 I Direct compensation, 216 Discounted cash llow 302 Discussion leaders 96 Dispersion, 290 Dow Chemical 239 Drucker Peter I85 DuPrce Thomas I2 Earnings per share growth rate (EPSGR), 184 Education and training 301 Employee Assistance Program (EAP) 65 153 223 Employee benefits 17 10 Employee complaints I4 I Employee involvement 301 Employee relations index (ERI) 42 Employee relations 223 301 Employment 1esI.s 44 Epps.Tim I Equal Employment Opportunity 37 41 339 Equipment utiliration 141 ERIC 285 Evaluation approaches 3 Evaluation cost, 260 Evaluation design issues 147-150 validity 149 control groups 148 timing o l measurements 148 Evaluation designs 150k I56 control group design I53 ideal evaluation design 154 one-bhot program evaluation design I 50 post measure only control group design IS5 single group pre- and post-program measuremeni design, IS I single group, time series design, IS2 which design to choose, I56 Evaluation instruments, comparison, I44 Evaluation levels, 209 Evaluation myths 54-57 Evaluation report 14 Evaluation strategy I5 Expense account classifications, 259-262 Experimental group 153 Expert opinion, 284 External studies 285 Facilitator, 158 Fair employment practices I9 Fair employment 301 Federal Express, 34, I89 Feedback HR staff, I62 subordinates I61 supervisor, I60 team members, 161 Financial performance measures I84 First Chicago Corporation, Focus groups, 134-1 37 applications, 136 design issues I35 Follow-up methods, comparison 172 Follow-up 162 advantages/disadvantages, I65 guidelines for development 164 Ford, 239 Forecasting methods 275 Frequency histogram 290 Gain sharing 327 General Accounting Office (GAO), 255 General Electric Company 34 42 General Motors GPA 29 I Graphical distortions 295 Grievances 268 340 H U M A NRESOURCECONTRIBUTION GTE 17 Guhman Edward L I Hallmark Cardr 239 Hard data I I I examples of I I Harris Tim I Hay Group 34 Hcwitt Asstxiates I I Hewlett Packard Co Historical costs 2x4 Hotel del Coronado HR accounting 47 HR auditing 37-38 47 HR auditing categories 37 HR case studies 38 47 HR coinmitteer 94 313 HR contribution mtdel, 176 190 HK cost monitoring 39 47 HR effectiveness index 42 47 HR expenses 17X HK Foi.ii.$, I HR key indicators 47 HK Mrr,vtr:irto 2x5 HR inanagcment hy ohjectives 47 HR new\lctter topics 310 HR perlormance nieLi\urc\ I77 HR profit centers 4.5 H K program cost\ 246 HR relationships 102 HR reputation 35 47 H K review ;igeiida 314 HKI 34 HRMEX 196-lY7 tlrtrrrtrrr Kr.\ilirri~c,I ~ l ~ l ~ i ~ l f l / l l l r l Q ~ r rl rl t l r ~ ~ r 2x5 l~ Iluniaii resource elfectivenc\x rcnort 23V Human resource inli~rniationsystemr (HRIS) 20 226 254 Human resource performance index 43 Human Resource Pliinning Society 239 Human resources accounting (HRA) 36 Human resources costs 250 Human rcwurces effectiveness index (HREI) 34.44, 1x7 developing the, IX6-20() Httrlrtrrr Kc,.sorirws Mirritr,yiwrcvtt 2x5 tiuselid Mark I I IBM 34-35.246 Iliiages of the HR function X I Impact costs 267 Impact of HR on 1in;mcial perforniancc I Implcnientation cost 260 IMPROSHARE 17 Itiiprovcd quality 2x2 Index appropriatenw nnd uscliilncss 1'1.5 managerial perception\ of IY J utilizntion of 193 Index items 43 Intel Corp Inter-item analysis I20 International Foundation of Eniployce Benefits 2.56 International Pcrsonncl Maniigeinent Association 239 Interpretation 72 Interviewee I33 Interviews I 1-1 34 applications I33 design issues I types of 132 Isolating effects 272 Joh description index (JDI) 1x2 Job dissatisfaction 26X Job satisfaction IXZ /fll4rllll/ i!f'App/ii,i/ ~ ' Y d i o / i i , q \ 285 Key indicators 4 Kodak 40 Labeling the contribution of the huniati resources function I I Lahor relalions 22 I 301 Lawler Ed 1.5 Levels of cvnluation 60-6 I I.evis-Striiuhs & Co Line nianager concern XO Malcolm Baldrigc National ouulity Award 14 23Y Managenient actions 70 Management by ohjectives (MBO) 45 I X X Mnnagement coiniiiitniciit X3 Managenient commitment checklist 844.5 Miinagement cstinution 2X.5 Management involveiiicnt 93 Management reinforcement Y Mnnagemetit support and reinforcetnent 88-93 Manager involvenient opportunities 09 Manager relationships ilication 104 stratcgieh lor iniproving I06 Managerial perceptions 194 Managers as advisory coniniittce nietiihcr\ Y4 iis discussion Icurlers 96 as participants YX as program coordinators Y7 as task force mcmhers Y S Market forces I 7 Miiytlower Group 34 McMahon J o h n INDEX Mca\ureiiient and evalu;ition 67-6X 74 Mca\uremeni i\\uc\ I74 Merck Millihen 40 Mirage Resorts Inc Moriality I49 Motlwr Jr~rrc,.~ Moiorolo 40 IXCJ 239 Myth\ 54-5X Needs analysis 65-67 74 Ncwsletiers IX Nielson Chuck, Normol distribution 29 I Oh\ervniion meihods audio monitoring I39 behavior checklist 13X coded behavior record I3X delayed report I3X video recording I39 Observaiion, 137- I applications I39 design issues I37 Ohstaclcs t o measuring the contribution 58-59 Office ol‘ Personnel Management I67 Operating cost 260 Operaring income I77 Opiiinas Award 0-X Orgitnizaiion and Strategic Information Service (OASIS) 42 Organizational commitmeni questionnaire 341 Perlorinance appraiul 44 14 Performance contracting I69 Performance diita 140- 143 developing new data 142 w i n g existing data I40 Perlorinance gap 244-245 Perlormuncc records /’cr.~oirirc~l Joro.rrtr/ I 100 2x5 fJvr.\olrllol I’.\\c~llrllo#\ 2x5 Prelerred Provider Organi/:ation (PPO) I33 Process categories lor costs 2.59 Procter & Gamble Productivity 204-205 207 10-2 I I 13-2 14 16 18 220-22 I 223-224 226 30 I Productiviiy measure\ IX4 Program brochures 32 I Program Coordinntors 97 Program costs I5 Program development 70 74 Program implementation SO 70 74 Program objectives, 69 74 Program results 16 I9 Program summaries 321 Project team 245 Prudential Insurance 34 Purposes of measurenient and evaluation 53 Organizational comniiiment I8 1- I X2 Org;iniz;ition;il dcvelopmcnt (OD) I 0rg;iniiational eltiiciiveness I77 Organimiional el’fectivencs\ measures 1x3- I86 Orientation 207 OKOE I‘KJ OSHA I 225 Quality 204 20.5 2OX 10-2 I I 13 IS 17-2 18 220.222-224.227 Quality improvement 30 I Quesiionnaires I2 I types o f question\ I I- I23 Questions I I applications I checklist I 2 design issues 12.3 multiple-choice I12 open-ended I I ranking scales 122 two-way I 2 Paradigin \hills 22-23 I’arlicipani Aciion Pl;in Approach (PAP) I67 1’;irticipani csiiniaie\ 277-278 Pariicipani e\iiniation 276 2x5 Pariicipant lcedhack I 56 adv;iniage\/dt~advani~ige\.I60 m i i s tcedhach 157 uselul guidelines I5 X Pariicipant recoyiiticw 320 Pwiicipanix 9X Partnership X2 kirinership rclatiotiships XO Pay satisfaction I X I Payback period 302 Pnyotl’ t’cp\i(’o Iiic Recognition ol support and reinforcement 92 Recruiting br(Khure\ 32 I Recruiting 203 263 Recruitment and \election 301 Reinlorcement I Resulis I00 Re\uli.\-haSed HR qtilck check 1-5-28 Results-based huinaii res,ourcc model 64 Kesulis-haad iiiodcl 63-64 Return on equiiy (ROE) I I Return on investment (ROi) 46 I84 Return o n sales IROS) 199 Return on total capital employed (ROCE) I Revenue 185 Revenue l‘actor IXS Revenue productit it! 177 COCQ) 1x3 342 H U M A NR E S O U R C E C O N T R I B U T I O N ROI applications 57, 51 27 I , 273, 298 301 Role clarity, 181 Roles for HR relationships, 102 Roles, responsibilities, risks, and rewards, 101 Rutgers university I I Safety and health, 224, 268, 301 Sales growth rate (SGR), 184 Saratoga institute 39, I87 Saturn Corp, I Sears, Selection, 205 Selection bias, 150 Self-directed work team 163 SHRM, 33 SHRM/Saratoga Institute 179 187, 189 233 Society for Human Resources Management 187,256 Soft data 113, 205 207 208 21 1-213, 215 17.2 19-220.222.224-225.227, 286 examples of, I14 Special achievement, 322 Split-half procedures I20 Springfield Remanufacturing Corp Staff meetings 316 "State of the company" Meetings, I7 Statistical deception 295 Statistical inference 294 Strategic choices 177 Strategic planning 65 integrating HR with 19 Stride Rite Corp 17 Success story, 322 Support after implementation, 90 Support prior to implementation, 89 Surveys, 34.47 124-128 Surveys, applications, I27 Surveys design issues, I25 T&DEX, 196-198 Target audiences 309-3 I2 Task force members 95 Team leader, 234 Ten essential commitments from top management, 86 Tennessee Valley Authority (TVA) 72 Test, 128-1 I applications 130 design issues, 129 types of, 128 Test scores, 293 Testhetest I20 Texas Instruments, 40 Texas Instruments, Inc., Thu 100 Best Cottlputiius 10 Work,fi)r it1 Anierico The Ronclonl House Dictiotiti? 288 The Wull Street Jourtlcil I5 Time savines 28 I Time 204.306 208 210 212, 213 215 17-2 18,220,222.224.225 227 Top management commitment 83 TQM, 13.65, 152 282 Training, 1, 209 Trends adoption of human resources strategies 18 growing use o f human resources inforination systems, 19 importance of I improvement in productivity 16 increased accountability 10 increased importance of the HR function, organizational change and quality programs, 13 reliance on partnership relationships 20 Trend line analysis 274 Trends related 10 HR contribution 5-21 Turnover I8 I 197 267 286 Turnover rate I , I80 U.S Department of Labor, 37.42 United States Chamber of Commerce 256 Unstructured interview I32 Upjohn Company, Validity, 116-1 19 concurrent I I8 construct, I I7 content I17 improving I19 predictive, I I9 Visual presentation distortions, 297 Xerox IS 34.40, 239 Yellow Freight Systems 276 This page intentionally left blank LaVergne, TN USA 16 August 2009 I 54909LV00003Bl53lA //llllllllIl lllllllII// 780884 153962 ...@ IMPROVING I 1 I PERFORMANCE SERIES Series Editor: Jack J Phillips, Ph.D Accountability in Human Resource Management Jack J Phillips Achieving the Perfect Fit Nick Boulter,... on Investment in Training and Performance Improvement Programs Jack J Phillips Technology-Based Training Serge Ravet and Maureen Layte ACCOUNTABlNl IN HUMAN RESOURCE MANAGEMENT Copyright 1999 by. .. Consulting James S Pepitone Human Performance Improvement William J Rothwell, Carolyn K Hohne, and Stephen B King The Human Resources Scorecard: Measuring the Return on Investment Jack J Phillips,