Abstract The globalization tendency has led the new market, the new product, the new point of view, the new ability and the new competitive advantage, the enterprise must have to be able to have the unique competitiveness, the manpower becomes one of enterprise competition most important sharp weapons, the human resources new duty will be guides the enterprise to break through the challenge, the new role must act which from the traditional bracelet. This research is for the purpose of discussing the enterprise the human resources activity situation, enterprise characteristic regarding human resources activity influence, and discusses the human resources function and the human resources potency relations. According to correlation literature discussion, of human resources management function, this research classification will adopt Dr. Bingen Wu's "the organization development","The resource management","the strategy consultation", and"the personnel administration" and so on four big construction surface make the classification. This object of study for aims at of human resources department the enterprise one artificially to execute measures the object, the grand total sends out 782 questionnaire, the returned and effective questionnaire altogether 153, the returns-ratio is 19.8%. The material analysis is take the human resources management function as from variable, as depends on variable potency of weight take the human resources, carries on the variance analysis to examine the human resources management function to the human resources potency whether has the remarkable influence, and utilizes the regression analysis inquisition human resources function to of influence the human resources potency result. These researches concludes: 1.The level of Human resources role is promoted. With the specialty human resources personnel, the human resources highest manager has Master or above school record, and participates in the enterprise operation meeting, shows the importance of the human resources for the enterprise . 2.The human resources function is more perfect, the human resources potency is better. a. The development of organization function is more perfect (make long-term development system for organization, appraisal present situation, draws up the manpower cultivation strategy, impetus organization studies, lead the organization transformation), the potency of the customer capital surface is better. b. The personnel administration function and the resource management function are more perfect (utilizes the multi-dimensional way to hire new employees, salary survey, draws up various levels training plan, result of the achievements to be the dismissal basis, and make the human resource plan for now and the future, base on this to develop education and training plan, achievements evaluation, manpower change and future development plan), the potency of the human capital surface is better. c.The strategy consultation function and the personnel administration function is more perfect (The human department is able to provide the suggestion, the strategy, and drafts the cultivation plan, and also transform the enterprise strategy to the practice of the human resource management, to develop suitable human resources motion, and in hiring, operating, training and keeping, both considering the quality and the cost), then potency of the financial capital surface is better. d.The resource management function is more perfect (draws up the plan for manpower oversupply or shortage, link it to the education and training plan, the manpower changes and the future development in the process), the potency of the structure capital surface is better. The research discovered, the organization should place importance on the investment of the capital of human resource, and coordinates the regulation revision and the human affairs flow improvement, it will conducive toward favor fast also has the system promotion organization's competitiveness

As a result of human resources for an enterprise¡¦s importance will get increasingly day by day, and human resources department¡¦s role will not to be a simply administration and assistant department. It will to be a strategic role and create some performances for an enterprise; therefore, how to estimate human resources department performance will to be an importance key point to evaluate enterprise competitive. Nearly years, Balance Scorecard (BSC) concept was used on scholarly researches popularly, but about human resources management scope are very fewer; generally the greater part of human resources management¡¦s researches were used by human resources management¡¦s activities; efficiency; talent as their research subjects, and they also were used research method: Analytic Hierarchy Process (AHP) to develop human resources department¡¦s indicator. In view of this, the research purpose will use balance scorecard and enterprise value theories as viewpoint for the research key framework, because about human resources scorecard¡¦s researches are very fewer and enterprises which have followed out human resources scorecard are also fewer; therefore, in lack of explicit quantitative information, the research will fit qualitative research¡¦s characteristic than quantitative research¡¦s characteristic. The research will also use bibliography to collect; confer; analyze; compare; generalize and add reality experience to ratiocinate as the research methods. Finally the research will construct two models, including human resources department performance measurement perspective model and human resources department scorecard guiding steps model. The research of human resources department performance measurement perspective model develops four performance measurement perspectives, including (1) financial capital perspective; (2) customer capital perspective; (3) structure capital perspective; (4) human capital perspective; the research of human resources department scorecard guiding steps model develops three phases and eleven steps, including (1) planning phase has four steps; (2) developing phase has three steps¡F(3) practicing phase has four steps.

Made available in DSpace on 2010-04-20T20:51:23Z (GMT). No. of bitstreams: 3 61060100574.pdf.jpg: 21446 bytes, checksum: 2f195cdc864f6ba1dd58a3dce071d405 (MD5) 61060100574.pdf: 1467349 bytes, checksum: 80ecfed622e96c73db02d48d3d08bfdd (MD5) 61060100574.pdf.txt: 448888 bytes, checksum: d19550818f355f9d81e06a75823e886c (MD5) Previous issue date: 2008-02-20T00:00:00Z / The hospitality industry has shown high growth levels in the last years, what has been followed by changes in services delivery, such as guests delight through memorable consumption experiences, in a process known as experience economy. Such aspects highlight the employees’ role and the interaction moment with the guest, giving to the employees the responsibility on the quality of the service provided to the guests. The research on the contribution of the HR department to the organizational outcomes is treated by literature. In this context, HR evaluation process is proposed as a way to verify this contribution, in addition to the performance appraisal and organizational strategy alignment. This work presents the research on the deployment of HR evaluation process, mainly on what concerns to the function of ensure whether the department is contributing to strategic goals of the organizations. The purpose is the comprehension of the process, considering the growing importance of employees to these organizations and the changes in HR role in the organizations. The research was made through four case studies in the biggest hotel chains in Brazil, two of them with national foundation and the two others foreign. The cases analysis reveals that, on the whole, organizations try to use indicators to evaluate the department outcomes, considering the strategic goals of the own department and the organization. The evidences reveal that there is convergence concerning the specific challenges of the industry and the aspects evaluated by the indicators. Although, the research indicates that the hotel chains don’t construct the indicators based on the comprehension of how the department contributes strategically to the organizations performance. In some cases, the contribution of specific activities to financial and operational outcomes is verified by the evaluation process, but it doesn’t consist in an integrated process, which starts in the corporate strategy and defines the performance drivers of HR. Finally, the research reveals that some organizations place value on the HR outcomes in a strategic way, what suggests a diverse approach from the one in which is needed the quantification and measurement of the causality relation between HR outcomes and financial performance on organizations. / O segmento hoteleiro vem apresentando grande crescimento nos últimos anos, o que tem sido acompanhado por mudanças na forma de prestação dos serviços, como o encantamento dos hóspedes por experiências de consumo personalizadas e memoráveis, fenômeno conhecido como economia da experiência. Tais aspectos ressaltam o papel dos funcionários e o momento de interação deste com o hóspede, atribuindo àquele grande responsabilidade pela qualidade do serviço prestado pelos hotéis. A pesquisa acerca da contribuição da área de RH para os resultados das organizações também é abordada pela literatura. Nesse contexto, o processo de avaliação de RH é proposto como forma de verificação dessa contribuição, bem como de acompanhamento do desempenho da área e de alinhamento com a estratégia organizacional. O presente trabalho apresenta a investigação acerca da aplicação do processo de avaliação de RH, sobretudo no que diz respeito à sua função de verificar se a área está contribuindo para os objetivos estratégicos das organizações. O objetivo é esclarecer, contribuir para elucidar o processo nessas empresas, tendo em vista a crescente importância dos funcionários e a mudança no papel do RH nas organizações. A pesquisa foi realizada por meio de quatro estudos de caso com as maiores redes hoteleiras do Brasil, sendo duas delas de origem nacional e as outras duas estrangeiras. A análise dos casos revela que, de forma geral, as empresas buscam a utilização de indicadores para avaliar os resultados da área em relação aos objetivos estratégicos de RH e da organização. As evidências revelam ainda que há certa convergência em relação aos desafios específicos do segmento e os aspectos avaliados pelos indicadores. Entretanto, a pesquisa indica que as redes hoteleiras não desenvolvem os indicadores com base na compreensão da forma pela qual a área contribui estrategicamente para o desempenho das empresas. Em alguns casos, a avaliação verifica a contribuição de atividades específicas para os resultados financeiros e operacionais, mas não se trata de um processo integrado que parte da estratégia definindo os vetores de desempenho de RH. Por fim, a pesquisa mostra que algumas empresas valorizam os resultados de RH de forma estratégica, o que sugere uma abordagem distinta à de que é necessário quantificar e mensurar a relação causal entre os resultados de RH e o desempenho financeiro das organizações.