No easy path to HRM performance measurement systems: Exploring the introduction of the U.S. Human Capital Assessment and Accountability Framework and the Flemish management code

This article discusses comparative research on the introduction of a performance measurement system for HR management in two different governmental settings. One case concerns the Human Capital Assessment and Accountability Framework used in the federal level of government of the United States, and the other examines the introduction of a management code at the state level in Flanders, Belgium. To compare both cases, the policy cycle is used as an analytical tool. The research finds differences in agenda setting and organizational capacity and leadership that reflect distinct approaches to strategic human resources management.