Managing Human Capital

2015 ◽  
Author(s):  
David J. Ketchen ◽  
T. Russell Crook ◽  
Samuel Y. Todd ◽  
James G. Combs ◽  
David J. Woehr
Keyword(s):  
Human Capital ◽  
Indirect Effects ◽  
Management Practices ◽  
Direct And Indirect Effects ◽  
Impact Performance ◽  
Strategic Resources ◽  
Hr Management ◽  
Strategic Human Capital ◽  
And Performance ◽  
The Impact

This article explores human resource (HR) management and its interrelationship with strategic human capital and performance. Drawing on data from 158 studies of human capital, the authors consider how synchronized systems of HR management practices affect human capital and how individual practices impact performance. The authors also look at the impact of synchronized systems of practices on performance in relation to human capital and existing resources. The authors describe resource-based theory that explains performance differences and how firms manage their strategic resources to enhance performance. Finally, the work compares the direct and indirect effects of HR practices and systems on performance.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

Exploring the impact of intellectual capital on company reputation and performance

2018 ◽  
Vol 19 (5) ◽  
pp. 915-934 ◽  
Author(s):  
Gianluca Ginesti ◽  
Adele Caldarelli ◽  
Annamaria Zampella
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Corporate Reputation ◽  
Intangible Asset ◽  
Competition Authority ◽  
Data Set ◽  
Content Type ◽  
Capital Efficiency ◽  
And Performance ◽  
The Impact

Purpose The purpose of this paper is to analyse the impact of intellectual capital (IC) on the reputation and performance of Italian companies. Design/methodology/approach The paper exploits a unique data set of 452 non-listed companies that obtained a reputational assessment from the Italian Competition Authority (ICA). To test the hypotheses, this study implemented several regression analyses. Findings Results support the argument that human capital efficiency is a key driver of corporate reputation. Findings also reveal that companies, which obtained reputational rating under ICA scrutiny, show a positive relationship between IC elements and various measures of financial performance. Research limitations/implications The study focuses on a single country; it is not free from the imprecisions of Pulic’s VAIC model. Practical implications This paper recommends companies that are interested to achieve a robust reputation should consider the human capital as a strategic intangible asset. Second, the results suggest that companies with an ICA reputational rating are able to leverage their intangibles to potentiate performance and competitiveness. Originality/value This is the first empirical investigation on the contribution of IC in generating value for corporate reputation. Additionally, the study contributes to the literature on the link between IC and performance by examining a sample of firms not yet explored in prior research.

scholarly journals DETERMINING THE IMPACT OF TOURISM DEVELOPMENT ON THE CITY ECONOMY

2020 ◽  
Vol 5 (158) ◽  
pp. 32-37
Author(s):  
N. Denysenko
Keyword(s):  
Indirect Effects ◽  
Urban Economy ◽  
Tourism Development ◽  
Tourism Industry ◽  
Economic Effects ◽  
Direct And Indirect Effects ◽  
Tourism Impact ◽  
Goods And Services ◽  
The Impact ◽  
The City

Problems of efficiency of tourism development for the urban economy should be considered on the basis of a systematic approach, which involves the establishment of different criteria and indicators for different levels of government, as well as a hierarchy of goals and corresponding efficiency criteria. Based on the analysis, the article summarizes the concept of "tourist potential of the city". It is determined that the main components of tourist potential are resource, economic and social potential. The main methods of determining the tourist potential are identified, including expert, comparative, cartographic, technological, aesthetic methods of analysis. The directions of tourism impact on the economy of the territory are considered. Direct and indirect effects, as well as induced effects of tourism development are considered separately. The interrelation and interaction of different spheres of the city economy and tourism are shown. In the analysis it is necessary to consider significant sectors of the urban economy: hotel, construction, catering, retail, tour operators, industry, wholesale, housing and communal services, communications, transport, insurance and banking, medicine, education and others. To calculate the gross tourist product, calculate the sum of all costs incurred for the production of tourist goods and services for a certain period. These are the costs of tourist consumption, private and public tourism investments. In addition, calculate the amount of all income from the sale of tourist goods and services for a certain period. This income from the sale of tourist goods and services, income from renting rooms, apartments, etc. The use of a multiplier to determine the impact of tourism development on the city economy is proposed. The calculation of tourism multipliers involves determining the total income from the tourism industry and related infrastructure. Comprehensive assessment allows to identify the economic level of tourism development in the territory, the effect, and is also the basis for justification and management decisions. The study showed that in the modern scientific literature there are several types of multipliers. These are multipliers of income, employment, investment, commercial operations, production and sales. The foreign experience of assessment of social and economic effects from the development of the tourist sphere is analyzed and the possibility of its use in the conditions of Ukraine is substantiated. Keywords: tourist potential of the city, direct and indirect effects, multiplier.

Using Modeling and Simulation Techniques to Improve the Accountability and the Performance of Human Resource Management

2018 ◽  
pp. 75-112
Author(s):  
Florea Nicoleta Valentina ◽  
Manea Marinela Daniela
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Organizational Performance ◽  
Simulation Techniques ◽  
A Value ◽  
Long Run ◽  
Level Data ◽  
Strategic Role ◽  
And Performance ◽  
The Impact

The analysis of human resources function and its contribution to obtain performance dates back to the 1920s. Now, the HR is an equal partner on the board of the companies, having a strategic role in obtaining performance, thus we try to show that compensating appropriately, the human capital it will be motivated to obtain performance. This paper examines the two different visions of different managers in which the human capital is perceived as a major cost for organization and the others which perceive it as an investment on long run. In this article, we analyse the impact could have the direct costs of human capital on individual and organizational performance using samples of some variables from European level, data between 2005-2016. Data used for the different years were analysed using simulation methods. Findings of this study show consistency with the theory in the filed, bringing a value in motivation and accountability of human capital and performance obtained through human capital.

Keep Your Brain Tissue Healthy

2021 ◽  
pp. 27-66
Author(s):  
Charles Alessi ◽  
Larry W. Chambers ◽  
Muir Gray
Keyword(s):  
Physical Activity ◽  
Immune System ◽  
Inflammatory Response ◽  
Stress Reduction ◽  
Indirect Effects ◽  
Cognitive Abilities ◽  
Direct And Indirect Effects ◽  
The Impact ◽  
The Brain

This chapter starts by advising how to reduce the impact of stress. When stress becomes long term, the immune system becomes less sensitive to cortisol, and since inflammation is partly regulated by this hormone, this decreased sensitivity heightens the inflammatory response and allows inflammation to get out of control, increasing our risk of many diseases. You can reduce your stress yourself through a variety of methods, including physical activity and mindfulness-based stress reduction. Adequate sleep is also a major factor that can improve cognitive abilities and reduce the risk of dementia, and this chapter outlines what we need to know about sleep cycles, insomnia, and sleep disordered breathing, and how to sleep more and sleep better. The chapter then covers how to protect your brain from over medication (polypharmacy). It finishes by discussing how to maintain and indeed increase your levels of physical activity, and how increasing physical activity has both direct and indirect effects on the brain.

Report: The World Tourism Organization's Efforts in the Development of a Tourism Satellite Account

1998 ◽  
Vol 4 (3) ◽  
pp. 279-283 ◽  
Author(s):  
Enzo Paci
Keyword(s):  
Indirect Effects ◽  
Direct And Indirect Effects ◽  
National Accounts ◽  
The World ◽  
World Tourism Organization ◽  
Tourism Activity ◽  
Tourism Organization ◽  
The Impact ◽  
The Universe ◽  
Statistical Operation

A tourism satellite account (TSA) is a synthetic statistical operation closely linked to the central core of a country's national accounts, placing an emphasis on tourism activity. It isolates the various items making up economic tourism activity from the universe of national accounts in order to: specify the impact and describe the direct and indirect effects of tourism on the economy; quantify the overall impact of tourism; analyse the relationships between tourism and the rest of the economy; and make it possible to use major qualitative parameters in analysing tourism activity – place of residence, sex, income, duration of stay, etc. This report outlines the efforts of the World Tourism Organization (WTO) to develop a flexible and sustainable framework for the national and international implementation of TSAs.

TQM practices and its performance effects – an integrated model

2019 ◽  
Vol 36 (8) ◽  
pp. 1318-1344 ◽  
Author(s):  
Anu P. Anil ◽  
Satish K.P.
Keyword(s):  
Customer Satisfaction ◽  
Performance Indicators ◽  
Indirect Effects ◽  
Integrated Model ◽  
Mediating Effect ◽  
Common Method ◽  
Direct And Indirect Effects ◽  
Content Type ◽  
Performance Effects ◽  
And Performance

Purpose Total quality management practices have been embraced by many quality-oriented firms around the world in order to improve performance in terms of quality, productivity, customer satisfaction and profitability. The purpose of this paper is to investigate the direct and indirect effects of TQM practices on various performance indicators specifically in the Indian manufacturing context. This paper focuses on developing an integrated model encompassing significant structural relations showing the linkage between TQM practices and multiple performance indicators – quality performance, customer satisfaction level, operating performance, employee performance, innovation performance, society results and financial performance. Apart from analyzing the direct relationship between constructs, the main purpose of this work is also to identify all the possible mediation effects of performance indicators on others using structural equation modeling (SEM). Design/methodology/approach An in-depth literature review was conducted to identify the key practices for the successful implementation of TQM in an organization as well as to explore TQM-performance effects. As a result, four TQM practices and seven performance indicators were identified. The data were collected from 260 Indian manufacturing organizations. After confirming the reliability and validity using exploratory and confirmatory factor analysis, the proposed hypotheses were tested using SEM. Findings Through testing the proposed hypothesized structural model, the direct and indirect effects of TQM practices have been examined. Moreover, this work developed an integrated model showing the interrelationships between TQM practices and performance indicators identified. The findings gave an insight that the effective implementation of TQM practices assists in reaping benefits in the every facet of an organization. By implementing these practices effectively, managers can expect to realize improvement in all these performance areas. Research limitations/implications This study is subject to certain limitations. Even if all variables were found to be reliable, valid and satisfactory non-response bias test results, the remote possibility of bias in the data might not be fully ruled out. There is a probability of occurrence of common method variance and common method bias, since the data for both dependent and independent variables were collected from the same respondents in the organization. Additionally data on performance indicators were based on the respondent’s assessment and awareness only. The mediating relationship between individual TQM practice and performance indicators can be investigated in future studies. Since society results are a necessity in future, the direct and indirect practices focusing toward this can be explored. In addition, there is a research scope to identify the moderating effect of contextual factors such as degree of TQM implementation, scope of operation and type of organization. Practical implications The findings of the research offer some potentially valuable insights into the relevance of TQM practices and its strong linkage on various performance indicators, through which the overall organization performance can be enhanced. By implementing these practices effectively, managers can expect to realize improvement in all these performance areas. Hence, the managers can adopt this approach to assess their organization’s level in the quality path and as a guideline in implementing TQM practices. They can also measure the impacts of TQM practices on multiple performance measures in order to evaluate their TQM initiatives. Especially the deployment of quality culture is a requisite to excel in the every facet of performance. The positive relationship between TQM practices and various performance indicators can motivate the managers to allocate resources in time, effort and capital for TQM implementation in pursuing quality, leading to customer retention and competitiveness. The findings of the study strongly suggest the need for the holistic implementation of TQM practices for the survival of the organization. Originality/value While there is a considerable volume of researches carried out to investigate the linkage between TQM and organization’s performance across the globe, still little is evidenced regarding the mediating effect of performance indicators on others, especially in the Indian manufacturing context. The present paper attempts to extend and add knowledge to this line of research and to bridge the gap and provide sufficient empirical evidence specifically in the Indian scenario. Thereby helps the organization to follow a guideline to improve the overall performance.

Measuring the effectiveness of managerial action in SMEs

2007 ◽  
Vol 30 (12) ◽  
pp. 892-914 ◽  
Author(s):  
Glenn A. Metts
Keyword(s):  
Indirect Effects ◽  
Equation Modeling ◽  
Direct And Indirect Effects ◽  
Manufacturing Companies ◽  
Automotive Manufacturing ◽  
Content Type ◽  
Managerial Action ◽  
The Impact ◽  
Competitive Forces ◽  
Strategy Making

PurposeThe paper's purpose is to investigate the direct and indirect effects of industry competitive forces on strategy‐making and performance in small‐to‐medium‐sized manufacturing companies.Design/methodology/approachThe paper's approach is a survey design with structural equation modeling used for hypotheses testing.FindingsThe findings provide strong support for the mitigating role of managerial action through the strategy‐making process and indications that this is true regardless of small‐to‐medium‐sized enterprise (SME) size. Also, automotive‐manufacturing SMEs seem to exhibit higher levels of competitive factors compared with non‐automotive manufacturing SMEs.Research limitations/implicationsThe major limitation of this research is that the survey was taken in the Mid‐western USA and involved only SME manufacturing organizations. The research should be extended to other geographic regions, industry types, and larger organizations.Practical implicationsMany small company managers feel that they have little impact on industry‐wide macro‐economic and industry‐specific forces. This research indicates that managers in SMEs can mitigate some of the negative effects of industry competitive factors through strategy‐making activities.Originality/valueThis research is unique in several ways. It is the only research that has clearly identified and successfully measured the impact of managerial action in SMEs. It demonstrates that managerial action can be measured by comparing the direct and indirect effects of industry competitive forces on performance. It further identifies the need for a self‐assessment tool to measure the effectiveness of managerial action of top managers in SMEs.

scholarly journals The impact of epidemics on agricultural production and forecast of COVID-19

2020 ◽  
Vol 12 (3) ◽  
pp. 409-425 ◽  
Author(s):  
Shurui Zhang ◽  
Shuo Wang ◽  
Lingran Yuan ◽  
Xiaoguang Liu ◽  
Binlei Gong
Keyword(s):  
Indirect Effects ◽  
Agricultural Production ◽  
Negative Impact ◽  
Spillover Effects ◽  
Control Measures ◽  
Growth Accounting ◽  
Direct And Indirect Effects ◽  
Content Type ◽  
Dynamic Panel Model ◽  
The Impact

PurposeThis article investigates the mechanism of the direct and indirect effects of epidemics on agricultural production and projects the impact of COVID-19 on agricultural output in China.Design/methodology/approachThis article first adopts a dynamic panel model and spatial Durbin model to estimate the direct and indirect effects, followed by a growth accounting method to identify the channels by which epidemics affect agriculture; finally, it projects the overall impact of COVID-19 on agriculture.FindingsThe incidence rate of epidemics in a province has a negative impact on that province's own agricultural productivity, but the increase in the input factors (land, fertilizer and machinery) can make up for the loss and thus lead to insignificant direct effects. However, this “input-offset-productivity” mechanism fails to radiate to the surrounding provinces and therefore leads to significant indirect/spillover effects. It is projected that COVID-19 will lower China's agricultural growth rate by 0.4%–2.0% in 2020 under different scenarios.Research limitations/implicationsIt is crucial to establish a timely disclosure and sharing system of epidemic information across provinces, improve the support and resilience of agricultural production in the short run and accelerate the process of agricultural modernization in the long run.Originality/valueConsidering the infectivity of epidemics, this article evaluates the mechanism of the direct and indirect effects by introducing a spatial dynamic model into the growth accounting framework. Moreover, besides the impact on input portfolio and productivity, this article also investigates whether epidemics reshape agricultural production processes due to panic effects and control measures.

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