Section Six
situations are not clear-cut or where a double
standard may appear to exist.^13 APPROACHES TO EVALUATION
There are a number of general approaches to human resource
evaluation, as well as various measures and criteria of
effectiveness. Some of the classifications of these components
of evaluation are not mutually exclusive—they may fit several
categories.
Audit Approaches
In addition to different evaluative foci, criteria, and levels of
analysis, there are also two general approaches that have been
traditionally used in human resource evaluation. The first is the
audit approach, which relies on (1) personnel indices, such as
per-capita recruiting costs, absenteeism rates, or workers’
compensation experience rates, or (2) service/user reactions,
such as the perceived equity of the job evaluation system.
Typically, data pertaining to the latter would be obtained
through the use of surveys or interviews.^14 Usually, items for
such surveys can be obtained from published sources. Audit
approaches also may be referred to as stakeholder approaches.
Stakeholder approaches determine the satisfaction of key users
or consumers of human resource services. Such stakeholders