{"id":{"repo_id":"city-london","oai_identifier":"oai:openaccess.city.ac.uk:7890"},"canonical_url":"https://search.dev.ndltd.org/etd/city-london/oai:openaccess.city.ac.uk:7890","repository":{"repo_id":"city-london","name":"City University of London","base_url":"https://openaccess.city.ac.uk/cgi/oai2"},"display":{"title":"The evaluation of two models of Human Resource Accounting using a simulation methodology","abstract":"This research is concerned with the subject of Human Resource Accounting (HRA) and how two particular HRA models may be operationalized. The two models concerned are the \"Stochastic Rewards Valuation Model\" and the \"Replacement Cost Model\". The research takes the form of three case exercises in which managers from different organisations used a computerized simulation model to assist them in their employee resourcing. In the process of using this simulation figures were obtained that could operationalize the two HRA models under consideration. These figures and the managers explanation for heir computation and application are used to compare the two HRA models and to evaluate their utility. The conclusions drawn are that whilst managers implicitly hold human resources to have value, in the normally accepted nontechnical sense, the two HRA models do not provide a consistent way of measuring it. Whilst the models themselves may therefore have limited utility it was however concluded that the process of operationalising them is seen to be useful.","abstract_html":"This research is concerned with the subject of Human Resource Accounting (HRA) and how two particular HRA models may be operationalized. The two models concerned are the "Stochastic Rewards Valuation Model" and the "Replacement Cost Model". The research takes the form of three case exercises in which managers from different organisations used a computerized simulation model to assist them in their employee resourcing. In the process of using this simulation figures were obtained that could operationalize the two HRA models under consideration. These figures and the managers explanation for heir computation and application are used to compare the two HRA models and to evaluate their utility. The conclusions drawn are that whilst managers implicitly hold human resources to have value, in the normally accepted nontechnical sense, the two HRA models do not provide a consistent way of measuring it. Whilst the models themselves may therefore have limited utility it was however concluded that the process of operationalising them is seen to be useful.","abstract_has_math":false,"creators":["Dawson, C.P."],"institution":"City University London","degree_name":"phd","degree_level":"doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":1992,"date_issued":"1992-05","date_published":"1992-05","updated_at":"2026-07-24T01:39:08Z","subjects":["HB Economic Theory"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":null,"outbound_label":null,"outbound_source":null},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Dawson, C.P."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["1992-05"]},{"key":"dc:date.issued","label":"Date","values":["1992-05"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Bayes Business School","Doctoral Theses","Bayes Business School Doctoral Theses","Cass Business School"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["City University London"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://openaccess.city.ac.uk/id/eprint/7890/"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["phd"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["HB Economic Theory"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://openaccess.city.ac.uk/id/eprint/7890/1/The_evaluation_of_two_models_of_Human_Resource_Accounting_using_a_simulation_methodology.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This research is concerned with the subject of Human Resource Accounting (HRA) and how two particular HRA models may be operationalized. The two models concerned are the \"Stochastic Rewards Valuation Model\" and the \"Replacement Cost Model\". The research takes the form of three case exercises in which managers from different organisations used a computerized simulation model to assist them in their employee resourcing. In the process of using this simulation figures were obtained that could operationalize the two HRA models under consideration. These figures and the managers explanation for heir computation and application are used to compare the two HRA models and to evaluate their utility. The conclusions drawn are that whilst managers implicitly hold human resources to have value, in the normally accepted nontechnical sense, the two HRA models do not provide a consistent way of measuring it. Whilst the models themselves may therefore have limited utility it was however concluded that the process of operationalising them is seen to be useful."]},{"key":"dc:format","label":"Dc Format","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["The evaluation of two models of Human Resource Accounting using a simulation methodology"]}]}],"canonical_facts":{"dc:creator":["Dawson, C.P."],"dc:date":["1992-05"],"dc:date.issued":["1992-05"],"dc:description.abstract":["This research is concerned with the subject of Human Resource Accounting (HRA) and how two particular HRA models may be operationalized. The two models concerned are the \"Stochastic Rewards Valuation Model\" and the \"Replacement Cost Model\". The research takes the form of three case exercises in which managers from different organisations used a computerized simulation model to assist them in their employee resourcing. In the process of using this simulation figures were obtained that could operationalize the two HRA models under consideration. These figures and the managers explanation for heir computation and application are used to compare the two HRA models and to evaluate their utility. The conclusions drawn are that whilst managers implicitly hold human resources to have value, in the normally accepted nontechnical sense, the two HRA models do not provide a consistent way of measuring it. 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