Purpose

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

Design/methodology/approach

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

Findings

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

Research limitations/implications

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

Practical implications

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

Originality/value

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

中文翻译：

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人力资源卓越推动因素和结果：制定评估关键内部和外部人力资源利益相关者看法的量表

目的

本文的目的是开发一个多利益相关者量表，用于评估优秀的人力资源（HR）职能，以从主要内部和外部利益相关者的角度展示其专注于创造价值的程度。

设计/方法论/途径

在第一阶段，进行了深入的文献回顾，以提取优秀人力资源职能的最佳实践。然后，为了测试所开发框架的有效性，将其发送给不同国家的人力资源学者和从业者。使用结构方程模型（SEM）和验证性因子分析的方法对调查结果进行了分析。

发现

本研究提出了一个出色的人力资源多利益相关者评估量表，由基于内部和外部人力资源利益相关者的看法的十项标准组成。

研究局限性/影响

本研究提出了一个基于关键内部和外部人力资源利益相关者的看法来评估整体人力资源卓越性的框架。此外，建议未来的研究人员对不同行业和企业规模的发展规模进行实证检验。

实际影响

通过使用这个框架，人力资源经理可以不断评估他们的人力资源卓越能力，并将他们的人力资源卓越能力与行业内其他公司的人力资源卓越能力进行比较，然后计划在不同人力资源领域进行持续改进，以改善利益相关者的体验。

原创性/价值

本文确定了优秀人力资源部门的推动因素和结果，并设计了多利益相关者反馈量表，以更好地了解关键的内部和外部人力资源利益相关者的看法。