HR's new ROI: Return on intangibles

Human Resource Management

Volumn 44, Issue 2, 2005, Pages 137-142

  Ulrich, Dave ^a   Smallwood, Norm ^a  

^a RBL Inc   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 20744449621     PISSN: 00904848     EISSN: None     Source Type: Journal    
DOI: 10.1002/hrm.20055     Document Type: Article

References (11)

1. Rucci,A., Kirn, S., & Quinn, R. (1998, January-February). The employee-customer-profit chain at Sears. Harvard Business Review, pp. 82-99.
2. Watson Wyatt. (2001). Human capital index: Human capital as a lead indicator of shareholder value. Watson Wyatt. Retrieved September 13, 2004, from http://www.watsonwyatt.com/research/resrender.asp?id=W-488&page= 1 ;
3. Pfau, B., & Kay, I. (2001). Human capital edge: 21 practices your company must implement (or avoid) to maximize shareholder value. New York: McGraw Hill.
4. Sartain, L., & Finney, M. (2003). HR from the heart: Inspiring stories and strategies for building the people side of great business. New York: AMACOM;
5. Kotter, J., & Heskett, J. (1992). Corporate culture and performance. New York: Free Press.
6. Fitz-enz, J., & Davison, B. (2001). How to measure human resource management. New York: McGraw Hill.
7. Lev, B. (2001). Intangibles: Management, measuring, and reporting. Washington, DC: Brookings Institute.
8. Measures of intangibles for not-for-profits might include alumni donations, contributions, retention of associates, and political capital.
9. This work draws heavily from Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Boston: Harvard Publishing Company.
10. See note 5.
11. This architecture for intangibles is drawn from Ulrich, D., & Smallwood, N. (2003). Why the bottom line isn't. New York: Wiley.