Integrated performance measurement system for firm's human capital building | |
| Author | Bunjongjit Rompho |
| Call Number | AIT Diss. no.SM-12-11 |
| Subject(s) | Human capital Human capital |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Management |
| Publisher | Asian Institute of Technology |
| Abstract | In the era of knowledge economy, performance measurement system (PMS) and organizational learning (OL) are widely accepted as management tools for firm’s performance improvement and competitiveness. Meanwhile, human capital has been recognized as the key factor for creating firm’s competitiveness. Previous studies have asserted that human capital could not be utilized and nurtured without supporting infrastructure. Drawing from the relevant literature review, there are some linkages among these three concepts (PMS, OL and human capital). However, the linkages have not been specifically explored in the existing relevant studies. Therefore, this study explores the relationships among the three constructs to uncover another benefit of PMS besides monitoring and control. This could help firms to improve the utilization of their existing management tools and their competitiveness. The study results reveal that the PMS, which is designed with three main qualities – being valid, comprehensive, and coherent with its environment, has a significant impact on the improvement of human capital (employee satisfaction and work-related competencies) and OL. It suggests that a valid individual performance measure has a direct positive impact on employee satisfaction. A comprehensive set of measures has a direct positive impact on work-related competencies. The coherence of PMS with its environment is directly associated with OL and indirectly associated with both human capital indicators through OL. Nevertheless, OL positively affects both human capital indicators and enables firms to gain more benefits from the PMS in improving their human capital. The result suggests that each component of the PMS has different impact on the human capital and OL. Thus, to build human capital, firms should consider their PMS from a holistic viewpoint and design the system by each component starting from the individual measure, a set of measures and the relationship of the PMS and its environment. Firms should emphasize the coherence of the PMS with its environment as this can improve both OL and human capital. |
| Year | 2012 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Sununta Siengtha |
| Examination Committee(s) | Chenhall, Robert;Badir, Yuosre;Chotchai Charoenngam; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2012 |