scholarly journals Human Capital Resource Pipelines

Management ◽  
2016 ◽  
Author(s):  
Anthony Nyberg ◽  
Dhuha Abdulsalam ◽  
Ingo Weller
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Succession Planning ◽  
Organizational Capacity ◽  
General Idea ◽  
Organizational Capability ◽  
Internal Mobility ◽  
Ongoing Functioning ◽  
And Training

The “Human Capital Resource (HCR) pipeline” is an organizational capacity that involves the internal, external, horizontal, and vertical flow of human capital resources in and out of an organization. The goal of an HCR pipeline is to ensure that the appropriate quality and quantity of HCRs are in place for the ongoing functioning of organizations. In turn, managing the HCR pipeline is the organizational capability to acquire, develop, and align individual or unit-level capacities to match unit-relevant purposes as they arise. It is necessary for organizations to think of managing the HCR pipeline as an ongoing process that involves the horizontal alignment, or congruence, of several human resources (HR) functions. This includes Staffing, through attraction, Selection, and Attrition. Once talent is in place, then it must be developed through Performance Appraisal, Succession Planning, and Training. It is also essential to align that talent with the organization’s objectives. This involves continuously matching talent with the appropriate role, including focusing on Internal Mobility, Fit, and Flexibility. Compensation also affects the HCR pipeline through Sorting (e.g., who is attracted to the pipeline) and its effects on how the HCR pipeline coordinates; however, heretofore, compensation has not been explicitly tied to the HCR pipeline. The HCR pipeline may also need to focus extra and different attention on Stars and executives or other employees who disproportionately contribute to organizational performance. The general idea of considering the HCR pipeline has been growing in importance, including the creation of a special interest group at the Strategic Management Society, and two journal special issues dedicated to the topic. Therefore, the concept of the HCR pipeline is an extension of this literature that highlights the dynamic nature of HCR that has thus far been looked at in a static lens.

scholarly journals The mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public sector

2017 ◽  
Vol 36 (5) ◽  
pp. 626-643 ◽  
Author(s):  
Fathi Mohamed Al Damoe ◽  
Kamal Hamid ◽  
Mohmad Sharif
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Training And Development ◽  
Mediating Effect ◽  
Content Type ◽  
Hrm Practices ◽  
Recruitment And Selection ◽  
The Relationship ◽  
And Training

Purpose Despite the fact that previous studies have identified a possible mediator (organizational climate) in the HRM practices-HR outcomes link, the role of organizational climate as a mediator has, however, not been accorded the respect it deserves in the HRM practices-HR outcomes relationship. Moreover, studies on organizational climate are still scarce and have often focused on western organizations. The purpose of this paper, among others, is to examine the direct effect of HRM practices on the HR outcomes within the context of Libyan organizations. It further investigates whether organizational climate mediates the influence of HRM practices on the HR outcomes within the context of Libyan organizations. Design/methodology/approach This paper uses multiple regression analysis on a sample of Libyan organizations. Findings Regarding the findings, first, the paper finds that organizations that adopt HRM practices, such as performance appraisal, compensation and rewards and HR planning achieve significant HR outcomes. The finding also indicates that recruitment and selection and training and development are not good predictors of HR outcomes in the organization. Finally, the study reveals that the influence of HRM practice dimensions such as performance appraisal, compensation and reward and HRP on organizational performance is mediated by the presence of organizational climate; on the other hand, organizational climate fails to mediate the influence of both recruitment and selection and training and development on the HR outcomes. This study suggests that not all HRM practices are influenced by organizational climate of the organizations in Libya, and this may be due to the present environmental situation in Libya. Originality/value The study is deemed as an initial attempt to investigate the mediating effect of organizational climate on the relationship between HRM practices and HR outcomes in the Libyan public organizations. This finding acts as a springboard for further research and a wake-up call to the organizations in Libya to evaluate the importance of organizational climate in achieving HR outcomes in a volatile environment.

scholarly journals Examining Succession and Replacement Planning in Work organizations

2020 ◽  
Vol 5 (2) ◽  
Author(s):  
Peace Ifidon Gabriel ◽  
Chris Samuel Biriowu ◽  
Eli Legg-Jack Dagogo
Keyword(s):  
Organizational Performance ◽  
Succession Planning ◽  
Knowledge Capital ◽  
Work Organizations ◽  
Short Term ◽  
Specialty Area ◽  
Systematic Effort ◽  
And Training

Succession planning and replacement planning are both strategies that are incredibly important to the lifeline of any organization. Succession planning is a deliberate and systematic effort by an organization to ensure leadership continuity in key positions, retain and develop intellectual and knowledge capital for the future, and encourage individual advancement. Replacement planning is the process of identifying short-term and long-term emergency backups to fill critical positions or to take the place of critical people. This paper examines the role of succession and replacement planning in improving organizational performance. It established the importance; types; features and objectives of succession planning in the workplace. The paper juxtaposed replacement and succession planning in the workplace, established the development plan of replacement planning and examines how succession and replacement planning helps to improve on the performance of the organization. The paper identified that succession planning and replacement planning are two different strategies; succession planning is oriented around developing people through training, mentoring, coaching, while replacement planning is focused on meeting the demands of emergencies in the organization. The paper further identified that from the perspective of the workplace succession planning helps the organization to access the risk in key position, minimizes risk through appropriate compensation, recognition and management, and assuring the readiness of successors by identifying and training high potential employees. Replacement planning assumes a stable and unchanging organizational structure, which encourages silo-d thinking about talent since in most cases; replacements come from a specific specialty area. The paper concludes that these strategies are incredibly important to the lifeline of any organization as they both assists to improve organizational performance. The paper recommends that Organizations should make use of replacement planning and succession planning; together they can mitigate the risks of any organization going out of business.

Innovative Techniques and Strategies of Skill Building for Human Resource Development in SMEs, India

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Arti Awasthi
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Skill Development ◽  
Education And Training ◽  
Global Competitiveness ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Key Factor ◽  
Skill Building ◽  
And Training

India has gradually evolved as knowledge based economy due to the abundance of capable, flexible and qualified human capital. With the constantly rising influence of globalization, India has immense opportunities to establish its distinctive position in the world. However, there is a need to further develop and empower the human capital to ensure the nations global competitiveness. Despite the empathetic stress laid on education and training in this country, there is still a shortage of skilled manpower to address the mounting needs and demands of the economy. Skill building can be viewed as an instrument to improve the effectiveness and contribution of labor to the overall production. It is as an important ingredient to push the production possibility frontier outward and to take growth rate of the economy to a higher trajectory. This paper focuses on skill development in Small and Medium Enterprise (SMEs) which contribute nearly 8 percent of the country's GDP, 45 percent of the manufacturing output and 40 percent of the exports. They provide the largest share of employment after agriculture. They are the nurseries for entrepreneurship and innovation. SMEs have been established in almost all-major sectors in the Indian industry. The main assets for any firm, especially small and medium sized enterprises are their human capital. This is even more important in the knowledge based economy, where intangible factors and services are of growing importance. The rapid obsolescence of knowledge is a key factor of the knowledge economy. However, we also know that for a small business it is very difficult to engage staff in education and training in order to update and upgrade their skills within continuous learning approach. Therefore there is a need to innovate new techniques and strategies of skill development to develop human capital in SME's.

Workplace policies and training in China: evidence from matched employee-employer data

2015 ◽  
Vol 36 (7) ◽  
pp. 986-1011 ◽  
Author(s):  
Vinod Mishra ◽  
Russell Smyth
Keyword(s):  
Organizational Performance ◽  
Causal Relationship ◽  
Professional Staff ◽  
Workplace Training ◽  
Cross Sectional ◽  
Content Type ◽  
Transitional Countries ◽  
Workplace Policies ◽  
And Training ◽  
Policies And Practices

Purpose – The purpose of this paper is to examine the extent to which workplace policies and practices are related to participation in, and frequency and duration of, workplace training, controlling for worker and workplace characteristics. Design/methodology/approach – The authors regress variables depicting participation, frequency and duration of workplace training on workplace policies and control variables. In the case of participation in training, the dependent variable is binary; hence, the authors use a logit model. To examine the number of times which employees participate in training and the number of days they spend training the authors use a Tobit model. The Lewbel (2012) method is used to examine whether there is a causal relationship between workplace policies and the frequency, and duration, of training. Findings – The findings suggest that about half of the workplace policies considered are positively correlated with the incidence and breadth of workplace training. There is also some support for the view that bundling of policies is positively correlated with the provision of workplace training. The Lewbel (2012) results suggest a causal relationship between a bundle of workplace policies and the frequency, and duration, of workplace training. There is, however, no evidence that workplace policies designed to devolve responsibilities to workers and incentivize staff polarizes skills through resulting in more training for professional staff over others. Originality/value – The authors use matched employer and employee cross-sectional data for Shanghai in China. To this point most studies that have examined the determinants of training use data for Europe or the USA. There are few studies of this sort for countries in other regions and, in particular, developing or transition countries. There are no studies at all on the relationship between workplace policies and practices designed to promote organizational performance and training in developing or transitional countries. This study addresses this gap in the understanding of the factors related to on-the-job training in transitional countries, such as China.

Towards an employment strategy of inclusive growth

2017 ◽  
Author(s):  
Günther Schmid
Keyword(s):  
Human Capital ◽  
Social Development ◽  
Social Mobility ◽  
General Level ◽  
Inclusive Growth ◽  
Employment Relationships ◽  
Level Of Education ◽  
Economic Event ◽  
The Life Course ◽  
And Training

The inclusive growth agenda prioritises a broad based, employment centred pattern of growth as a foundation of social development. Welfare goals cannot be pursued solely through taxes and transfers ‘after the economic event’. The focus must also be upon the predistribution of economic endowments such as human capital, on the distribution of opportunities within the labour market as well as the wages and conditions of the workforce. This means raising the general level of education and training in the workforce, promoting inclusion of marginalized employees, encouraging transitions between various employment relationships over the life course, and ensuring the potential of social mobility.

scholarly journals The correlation between polygamy and educational achievement of children

2021 ◽  
Vol 58 (1) ◽  
pp. 2532-2539
Author(s):  
Aeshah saif Alahmadi, Najla Mohamed Alqhtani
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Work Performance ◽  
Management Practices ◽  
Educational Achievement ◽  
Recent Past ◽  
Appraisal System ◽  
Managerial Decision ◽  
Appraisal Systems

Among themost efficient employee related management practices identified in both the developed and the developing nations is performance appraisal system, which is alsorecognized as a strong motivator for employees. It also enables smooth functioning of managerial decision making, administrative decision making and the employee development. The present study reviews prominent and key studies conducted in recent past systematically in order to assess how organizational performance appraisal systems and competency management frameworks affect employees’ work performance in the telecomsector.

scholarly journals THE ROLE OF HUMAN RESOURCE IN ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY

2021 ◽  
Vol 37 (1) ◽  
pp. 19-28
Author(s):  
Endre Szabó ◽  
Katinka Bajkai-Tóth ◽  
Ildikó Rudnák ◽  
Róbert Magda
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Automotive Industry ◽  
Structured Interview ◽  
Training System ◽  
Preventive Action ◽  
The Impact ◽  
And Training

In the course of the research, we examined the impact of the selection and training system of a Hungarian automotive company on organizational performance, which together ensure the future development of the company. It contributes to the optimization of sales, purchasing and logistics processes, ensures customer satisfaction and the success of the company. In this fast-paced and globalized world, it is essential for companies to be aware that one of the most important factors of production is human resources themselves, whose proper selection and training are a key element in maintaining and developing economic competitiveness. Human resources play the biggest role in the operation of an economic organization. Process quality and process orientation reduce costs, increase profitability, and improve processes to always meet growing requirements. This is the basis of the quality strategy. Therefore, it consistently applies preventive quality assurance methods, learns from failures, eliminates the causes of mistakes without delays and transfers its experience to all areas of the company for preventive action. It is customer-oriented and strives for excellence in all areas, and thus makes it an obligation for everyone to aim for the highest level of customer service. Due to the special peculiarities and characteristics of the labor force, it cannot be compared to any of the production resources. Taking this as a basis, the human resource management used to be more of a functional purpose, while in recent decades human factors have become an essential source of competitiveness. The market operation and performance of an organization depends significantly on how we can select the most suitable workforce. We need to see what the strategic points that determine the role of HR are, and we are also looking for the answer in which direction the needs, expectations and professionalism given by the generational difference move the activities of human resources. The aim of the research is to get an answer to how the employees of one of the leading Hungarian players in the automotive industry perceive the importance of the selection and training of the workforce in maintaining and improving competitiveness. To this end, we used a semi-structured interview, with the help of which we evaluated the current selection and training processes in the light of competitiveness and made suggestions for the improvement and refinement of these processes.

scholarly journals Impact of Intellectual Capital on the Organizational Performance of Airline Industry in Malaysia

2015 ◽  
pp. 38-50
Author(s):  
Muhammad Khalique ◽  
Abu Hassan Md. Isa
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Airline Industry ◽  
Spiritual Capital ◽  
International Airport ◽  
Structural Capital ◽  
Customer Capital ◽  
Technological Capital

This chapter aims to examine the role of intellectual capital in order to enhance the organizational performance of airline industry in Malaysia. Five components of intellectual capital, namely human capital, customer capital, structural capital, technological capital, and spiritual capital, were used to investigate the role of intellectual capital in airline industry in Malaysia. A structured questionnaire was used to gather the required data from Kuala Lumpur, Sultan Ismail Johor Bharu International Airport, and Kuching International Airport. A total of 195 out of 200 useable questionnaires were collected. Multiple regression analysis was employed to test the proposed research hypotheses of this study. The findings show that two variables, namely customer capital and spiritual capital, appeared as significant contributors while the remaining three variables, human capital, structural capital, and technological capital, appeared as insignificant contributors. This is a preliminary study and it could be a milestone for further studies.

scholarly journals A Probe into the Oriented Management Mode of "Human Resource Return"

2020 ◽  
Vol 4 (1) ◽  
pp. 29
Author(s):  
Fan Shi
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Capital Investment ◽  
Human Capital Investment ◽  
Education And Training ◽  
Management Mode ◽  
Present Stage ◽  
And Training

At the present stage, each big enterprise bases itself on the human resource inside the enterprise, increases the human capital investment one after another, pays attention to the human capital investment and the talented person education and training. This paper analyzes how the return on human capital investment is realized in the enterprise and how the enterprise realizes the highest return on human capital investment.

PERAN MODAL MANUSIA TERHADAP KINERJA ORGANISASI YANG DIMEDIASI OLEH KREATIVITAS UNIVERSITAS KRISNADWIPAYANA

2021 ◽  
Vol 9 (1) ◽  
Author(s):  
Sintya Agustin ◽  
Fajar Cahyo Utomo
Keyword(s):  
Human Capital ◽  
Quantitative Analysis ◽  
Organizational Performance ◽  
Research Method ◽  
Quantitative Methods ◽  
Statistical Information ◽  
Quantitative Approach ◽  
Analysis Approach ◽  
Test Results

<em>This study aims to determine the description and influence of human capital, creativity and organizational performance at Krisnadwipayana University.  The research method used in this study using quantitative methods can be interpreted as a research method based on the philosophy of positivism. Researchers who use a quantitative approach will test a theory by detailing specific hypotheses, then collect data to support or refute these hypotheses. The approach to be used in this research is a quantitative analysis approach based on statistical information. This study shows that the effect of human capital on creativity has a significant effect, the effect of human capital based on the test results has a significant effect on organizational performance, the effect of creativity based on the test results has a significant effect on organizational performance, and the effect of human capital through creativity does not affect organizational performance. because the existence of creativity as a mediating variable does not make the role of human capital increase in organizational performance.</em>

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