ABSTRACT
The how, who, what and where questions usually raised when addressing the issue of measuring the contribution of corporate HR, becomes increasingly difficult at the international level. Complexities of scope, authority level, cultural, political and legislative barriers are just some of the issues which might impact on being able to trace direct causal links between HR input and organizational performance. The following two distinct approaches can be identified in this area:
1 attempts to prove a link between people management practices and organizational performance; and
2 methods of evaluation of the contribution of the HR function itself.
