本研究以實際任職之公司為例，以人力資源管理活動、績效衡量、關鍵業績指標、平衡計分卡、平衡的績效衡量等構面進行人力資源計分卡建立研究。藉由文獻探討來確認五個構面及建立研究架構，研究結果整體而言，人力資源從業人員必須更專注於策略性人力資源的發展，在企業策略轉換或組織變革過程中，跳脫行政管理角色的傳統思維，從企業價值鏈的角度出發，思考如何透過人力資源管理活動與規劃，協助企業加強人力資本管理，提升人力資源效能以發揮組織競爭力，真正成為企業核心的策略夥伴。

In this study, the practical worked of the company, for as an example, human resource management activities, performance measures, key performance indicators, balanced scorecard, balanced performance measurement and other aspects of human resources scorecard to the establishment of research. To confirm the five dimensions through literature and the establishment of a research framework, the findings Overall, HR practitioners must focus more on strategic human resource development, the conversion of the corporate strategy or the process of organizational change and beyond the administrative the role of traditional thinking, starting from the perspective of the enterprise value chain, through human resource management activities and planning, the thinking about how to help enterprises to strengthen human capital management to enhance the effectiveness of human resources to play an organizational competitiveness , and truly become a strategic partner of the enterprise's core.