scholarly journals Human Capital Risk and Talent Management Issues in the Insurance Market: Public Policy, Industry and Collegiate Education Perspectives

2014 ◽  
Vol 39 (1) ◽  
pp. 173-196
Author(s):  
W Jean Kwon
Keyword(s):  
Public Policy ◽  
Human Capital ◽  
Talent Management ◽  
Insurance Market ◽  
Management Issues

FEATURES OF HUMAN CAPITAL MANAGEMENT IN THE ERA OF DIGITALIZATION

2021 ◽  
Vol 4 (5) ◽  
pp. 4-11
Author(s):  
Yu. V. NIKITOCHKINA ◽  
Keyword(s):  
Human Capital ◽  
Structural Changes ◽  
Generational Cohorts ◽  
Capital Management ◽  
Human Capital Management ◽  
Factors Affecting ◽  
Economic Trends ◽  
Effective Policy ◽  
Short Time ◽  
Management Issues

In this article, human capital is considered as a set of processes of interaction of local groups of workers in the course of production activities. The study of human capital management issues in relation to the practice of Russian business is of particular interest due to the transition to the digital economy, demographic changes and structural changes in the labor market. The purpose of this article is to determine the features of human capital management, taking into account generational cohorts in the light of new economic trends. The re-search is exploratory and is aimed at studying the practice of human capital management, which includes the processes of formation, retention and development of different generational cohorts. Based on a comparative analysis of major international and domestic scientific research, various factors affecting the process of at-tracting, retaining and developing employees of different generations are identified in the work. The results of this study will allow managers to implement an effective policy of managing the corporation's human capital and in a short time create a favorable environment for the development of employees and the enterprise as a whole with minimal financial costs.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Succession Planning and the Talent Management Toolbox

2014 ◽  
pp. 133-152 ◽  
Author(s):  
Katherine Simpson ◽  
Patricia J. West
Keyword(s):  
Higher Education ◽  
Human Capital ◽  
Succession Planning ◽  
Academic Libraries ◽  
Talent Management ◽  
Decision Science ◽  
Education Environment ◽  
Effectiveness And Efficiency ◽  
Strategic Success ◽  
Science Framework

This chapter defines succession planning as a key component of talent management and explains its relevance for academic libraries. With a combination of unique human capital challenges and the current higher education environment, academic libraries are now facing risks that require special considerations as they plan for the future. In this chapter, the authors define talent management and succession planning and review the major models that are currently in use. They then discuss the “decision-science” framework, which they propose is best suited for addressing future talent needs in academic libraries. Such elements as resources and processes, organization and talent, and sustainable strategic success are highlighted as avenues to linking overall decisions around impact, effectiveness, and efficiency. The final aspect of the chapter includes techniques for developing the talent pipeline, identifying “pivotal” positions, and developing strategies and practices. Assessing progress against talent management goals, including identifying specific metrics, is also outlined.

The Role of Culture in FDI in the PRC

2014 ◽  
Vol 5 (1) ◽  
pp. 37-45 ◽  
Author(s):  
Ramón J. Venero ◽  
Yunshan Lian
Keyword(s):  
Multinational Corporations ◽  
Direct Investment ◽  
Chinese Culture ◽  
Management Practices ◽  
Talent Management ◽  
Transaction Cost Theory ◽  
Republic Of China ◽  
Mode Of Entry ◽  
Management Issues

This paper examines the role that culture plays in Foreign Direct Investment (FDI) in the People's Republic of China (PRC). Using examples of inward FDI from mostly western Multinational Corporations (MNCs), the implication of Chinese culture, Transaction Cost Theory, and modes of entry are discussed. The authors suggest that the increase in, and the rate of direct FDI in the PRC (prior to the current worldwide economic crisis) raises important issues with respect to employment and talent management issues and organizations would be wise to consider the mode of entry and management practices if they are to be successful in China.

Oversight or out of sight: the intersection between talent management, OHS governance and the issues for boards

2011 ◽  
Vol 51 (2) ◽  
pp. 724
Author(s):  
Lisa Barry
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Environmental Performance ◽  
Data Analytics ◽  
Talent Management ◽  
Deepwater Horizon ◽  
Technical Expertise ◽  
Corporate History ◽  
And Performance ◽  
Insight Into

In the wake of the Montara spill many companies have renewed efforts to review and implement leading safety and environmental performance; however, the issue is conceivably even more fundamental. With the recent Deepwater Horizon spillage, BP has booked a $US 32.2 billion provision to cover the costs of the spill—with the result that the company recorded the worst quarterly loss in British corporate history. What would a board need to know, in what form, and by when, in such a situation? Does the governance of such issues need to be strengthened? And in what way? How material and how effective is the oversight exercised by boards over operations of high technical expertise and remote location? What are the questions that boards should be asking about safety and environmental performance? And what are the real lead indicators of risk and performance shortfall? This presentation will draw from research by Deloitte’s Centre for Corporate Governance, as well as from interviews with Australian directors. It will also explore the issue of safety and environmental risk from the human capital perspective of talent management and shortage—mindful that the very impetus for the recently released report by the National Resources Sector Employment Taskforce was the decision to sanction the Gorgon LNG Project now underway. Finally, this presentation will outline some of the latest data analytics available to boards and management to gain insight into OHS and environmental incidents so that they can design measurable interventions to minimise risk.

Human resource development practices, managers and multinational enterprises in Australia

2017 ◽  
Vol 59 (5) ◽  
pp. 483-501 ◽  
Author(s):  
Gitika Sablok ◽  
Pauline Stanton ◽  
Timothy Bartram ◽  
John Burgess ◽  
Brendan Boyle
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Succession Planning ◽  
Multinational Enterprises ◽  
Management Development ◽  
Talent Management ◽  
Training And Development ◽  
Integrative Approach ◽  
Future Research ◽  
Content Type

Purpose The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent. Design/methodology/approach Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies. Findings The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff. Research limitations/implications The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors. Practical implications HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD. Originality/value This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

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