Discussion comment

  
I need at least 150-word comment on my class mate’s discussion
Eric,
The role of technology in the human resource delivery is to augment the system to make it efficient and effective. Human capital development is about linking people, strategy, and performance for the organization to achieve competitive advantage. At first, employees were considered a cost, then human resource (HR) and now has been widely considered as the human capital (Luthans, 2001). HR role in the organization has evolved from professional to strategic partner. New opportunities for HR professionals, new demands, for HR’s accountability, and new perspectives on measuring organizational performance have all converged (Becker, Huselid, & Ulrich, 2001).  Becker, Huselid, and Ulrich noted, the most effective way we know to change the calculus is to develop a measurement system designed to link people, strategy, and performance. The fact is the Balanced Scorecard (BSC) and Management Control Systems (MCS) and their role in strategy management and performance evaluation in organizational behavior is conducted as a means to protect and improve the strategic assets of the company. The strategic assets which the literature defines as “the set of the difficult trade and imitate, scarce, appropriable, and specialized resources and capabilities that bestows the firm’s competitive advantage” (p. 2) has been the driving force in strategic partnership.  
A glaring weakness of most human resource management (HRM) programs is the absence of any systematic, built-in evaluation system that takes into account the strategic role of the human capital. A comprehensive analysis of the evaluation of the human resources programs concluded that the traditional approach has been to “review a program with one or two vice presidents at the corporate office, various managers in the field, and perhaps a group of perspective trainees. It continues to be used until someone in a position of authority decides that the program has outlived its usefulness” (Luthans, 2011).
This begins with ensuring adequate and complete job description and effective performance evaluation. As the HR Director, I was once approached to offer an appointment letter for a new position. When I demanded for the job description, I was told that would be completed at a later date and I refused. The COO thought I was a difficult person but these are the realities of what organizations go through and no wonder we find ourselves in various predicaments regarding linking people, strategy, and performance.
References
Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press.
Luthans, F. (2011). Organizational behavior (12th ed.). New York, NY: McGraw-Hill.