The Development and Implementation of a Replacement Cost Model for Measuring Human Capital: A Field Study

Flamholtz, Eric G.; Geis, George L.

doi:10.1108/eb055497

Cited by 6 publications

(5 citation statements)

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“…One of the first studies of HRA systems in practice was carried out at RG Barry by Brummet et al (1968) and Pyle (1970). This was followed by other studies in a range of organisations including accounting firms, financial institutions, and local authority organisations (Alexander, 1971; Flamholtz, 1973, 1999; Frantzreb et al , 1974; Ogan, 1976; Flamholtz and Kaumeyer, 1980; Flamholtz and Geis, 1984).…”

Section: Literature Reviewmentioning

confidence: 91%

“…One of the first studies of HRA systems in practice was carried out at RG Barry by Brummet, Flamholtz and Pyle, (1968) and Pyle (1970). This was followed by other studies in a range of organisations including accounting firms, financial institutions, and local authority organisations (Alexander, 1971;Flamholtz, 1973;Frantzreb, Landau & Lundberg, 1974;Ogan, 1976;Flamholtz and Kaumeyer, 1980;Flamholtz and Geis, 1984;Flamholtz, 1999) However, following this initial enthusiasm interest in HRA began to fade in the 1980's. A number of reasons appear to account for this.…”

Section: Literature Reviewmentioning

confidence: 99%

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Valuing human resources: perceptions and practices in UK organisations

Verma

Dewe

2008

Journal of Human Resource Costing &Amp; Accounting

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as to what information should be reported and lack of precision and reliability in current human resource measures. The research identified that there is more interest in the area from human resource professionals than accounting professionals and that valuation of human resources should be included in internal reports rather than reported externally. More research is now needed, both on conceptual models for valuing human resources within organizations and empirical research focusing on issues such as gaining commitment to valuing of human resources by senior management, the development of systems of valuing human resources, how systems to value employees, when developed, are implemented in organisations and the consequences, both intended and unintended of how the systems operate in practice.K Ke ey yw wo or rd ds s: : v va al lu ui in ng g h hu um ma an n r re es so ou ur rc ce es s, , i im mp po or rt ta an nc ce e, , b ba ar rr ri ie er rs s, , f fu ut tu ur re e p pr ro og gr re es ss s V Va al lu ui in ng g H Hu um ma an n R Re es so ou ur rc ce es s: : P Pe er rc ce ep pt ti io on ns s a an nd d P Pr ra ac ct ti ic ce es s i in n U UK K O Or rg ga an ni is sa at ti io on ns s

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Section: Literature Reviewmentioning

confidence: 91%

Section: Literature Reviewmentioning

confidence: 99%

Valuing human resources: perceptions and practices in UK organisations

Verma

Dewe

2008

Journal of Human Resource Costing &Amp; Accounting

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“…Although a number of studies are related to human capital (e.g. Flamholtz and Wollman, 1978;Flamholtz and Lacey, 1981;Flamholtz and Geis, 1984;Wright et al, 1998;Ng and Siu, 2004;Gollan, 2012), research in this area comparing different HRM strategies is limited. Furthermore, there is no evidence to confirm the relationship between human capital and financial performance in terms of HRM strategies.…”

Section: Introductionmentioning

confidence: 99%

HC and financial performance with two HRM strategies

Rompho

2017

IJPPM

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Purpose The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies. Design/methodology/approach A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance. Findings The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies. Research limitations/implications This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance. Practical implications The research encourages firm managers to understand the value of human capital, preparing them for changes in the future. Originality/value This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

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“…In 1974, the first edition of Flamholtz's book Human Resource Accounting (Flamholtz, 1974(Flamholtz, , 1985(Flamholtz, , 1999 was published, presenting the state-of-the-art of HRA.…”

Section: Stage Iii: Significant Academic Research and Growthmentioning

confidence: 99%

“…Flamholtz's resultant study involved the development and application of a model for measuring the replacement costs of civilian industrial engineers. This was the first project of significant scope by a major institution in either the public or the private sector (Flamholtz and Geis, 1984;Flamholtz, 1999).…”

Section: Stage V: Resurgence Of Interest In Hramentioning

confidence: 99%

Human resource accounting: a historical perspective and future implications

Flamholtz

Bullen

Wei

2002

Management Decision

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The purpose of this paper is to provide an overview and history of human resource accounting (HRA) with the objective of promoting both continued academic research and organizational applications. The history of HRA illustrates how academic research can generate improvement in management systems. The paper defines HRA and suggests implications of measuring human capital for financial reporting and managerial uses. Recent Swedish‐based HRA applications with respect to measuring human assets and intellectual capital, including the Skandia Navigator, illustrate how intellectual history and developments in business schools can influence business history.

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The Development and Implementation of a Replacement Cost Model for Measuring Human Capital: A Field Study

Cited by 6 publications

References 0 publications

Valuing human resources: perceptions and practices in UK organisations

Valuing human resources: perceptions and practices in UK organisations

HC and financial performance with two HRM strategies

Human resource accounting: a historical perspective and future implications

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