Defining Performance in HR: A Literature Review Mapping the History and Future Direction of HRD

Abstract

The role of human resources is evolving from being employer-centered to making employees the focal point of institutional strategies, primarily for competitive readiness. In reviewing theoretical, empirical, and practitioner literature, four recurring themes emerge as critical components of human resource development (HRD): technology, systems thinking, employee care, and strategic partnerships. After a comparative analysis of the HRD mission within each of these components, it is apparent that the functional role of human resource management (HRM) is gradually metamorphizing entities into high-performance organizations (HPOs) that are assessed by objectives and key results (OKR) metrics. This transformation creates the need to understand better what is meant by the term performance within the context of HRD. This literature review, coupled with the benefits of technological advancements in HRM, has allowed for a new understanding of future HR activities to emphasize workplace flexibility, employee care, and employee-driven environmental, social, and governance (ESG) efforts.