Strategic human capital management for a new University: a case study of Suan Dusit Rajabhat University

2015 ◽  
Vol 19 (1) ◽  
pp. 108-120 ◽  
Author(s):  
Danai Thienphut ◽  
Suriya Jiamprachanarakorn ◽  
jirusth sirasirirusth ◽  
Rachen Boonloisong
Keyword(s):  
Human Capital ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Practical Implementation ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Depth Interview ◽  
Strategic Human Capital ◽  
The University

Purpose – This paper aims to study the key success factors (KSFs) that determine the direction and context of a new university, Suan Dusit Rajabhat University (SDU), to formulate strategic human capital management (SHCM) for the university, and also to recommend a proposal for the human resources (HR) structure and systems that supports SHCM for a new university. Design/methodology/approach – This study used mixed methods. There were four steps, including documentary research to develop a draft of SHCM prototype, in-depth interview and knowledge-sharing technique with 17 key informants to develop the underlying final SHCM prototype, collecting the quantitative data from a questionnaire to develop a prototype of SHCM, and validation and confirmation of the suitability and feasibility of SHCM for a new university by using a focus group and knowledge-sharing technique with 14 HR experts and re-confirm for practical implementation with SDU’s executive team. Findings – The four KSFs were university positioning, talent capability, harmonization, and transformation. The SHCM formulation was categorized into two sections: components including strategy on thinking and planning, implementation and measurement; and procedures including HR policy committee, strategic and operational HR management. The HR proposal for implementation was emerging. Originality/value – The tacit knowledge in SHCM, including human capital-centric driving for KSFs and innovative HR in university transformation comprising of the strategic and operational levels, was revealed.

Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

scholarly journals Building organizational resilience through human capital management strategy

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephanie Douglas
Keyword(s):  
Human Capital ◽  
Management Strategy ◽  
Management Strategies ◽  
Organizational Level ◽  
Organizational Resilience ◽  
Capital Management ◽  
Human Capital Management ◽  
Capability Development ◽  
Content Type

Purpose This paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience. Design/methodology/approach A review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience. Findings Supporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented. Originality/value This paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.

Evidence Based Strategic Human Capital Management

2014 ◽  
pp. 53-72 ◽  
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

Evidence Based Strategic Human Capital Management

2016 ◽  
pp. 1056-1074
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

Avatars-Based Decision Support System Using Blockchain and Knowledge Sharing for Processes Simulation

2021 ◽  
Vol 17 (1) ◽  
pp. 72-92
Author(s):  
Vardan Mkrttchian
Keyword(s):  
Human Capital ◽  
Decision Support ◽  
Knowledge Sharing ◽  
Process Simulation ◽  
Efficient Algorithm ◽  
Capital Management ◽  
Human Capital Management ◽  
Variance Gamma ◽  
R Language ◽  
Variance Gamma Process

This article is an enhancement of the chapter “About Digital Avatars for Control in Virtual Industries” in the book Big Data and Knowledge Sharing in Virtual Organizations. The article discusses the capabilities of the R language for modeling Levy processes that currently most closely correspond to the nature of the organizational learning movements in sliding mode. The efficient algorithm of the CGMY process simulation as a difference of the tempered stable independent Levy is processed and programmed at R language. The efficient algorithm of variance gamma process simulation using variance gamma random variables is processed and programmed at R language. Overview of CGMY process simulation in practice is use for human capital management in the context of the implementation of digital intelligent decision support systems and knowledge management and for digital intelligent design of avatar-based control with application to human capital management.

Secrets to success: human capital management strategy

2018 ◽  
Vol 17 (4) ◽  
pp. 170-175 ◽  
Author(s):  
Elissa Tucker
Keyword(s):  
Human Capital ◽  
Best Practices ◽  
Best Practice ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Learning Retention ◽  
Business Results ◽  
Hr Function ◽  
Workforce Performance

Purpose The purpose of this paper is to detail four elements that drive human capital management (HCM) strategies that get business results. Design/methodology/approach Analysis of APQC’s Open Standards Benchmarking® data and human capital management best practices case studies reveals how to establish the groundwork and successfully execute an HCM strategy. Findings A successful HCM strategy requires specific groundwork and execution to support workforce performance. In terms of groundwork, HR must display strategic competence and business insight. Then, HR must establish a solid implementation infrastructure and follow-up with a comprehensive results assessment. Originality/value Many HR professionals understand what needs to go into an HCM plan for compensation and benefits, long-term workforce strategy, succession, diversity, learning, retention and HR technology updates and upgrades. This paper details how best-practice organizations successfully build and implement such plans and what tangible results an HR function can expect from adopting the four detailed best practices.

Proposing a hybrid method based on DEA and ANP for ranking organizational units and prioritizing human capital management drivers

2016 ◽  
Vol 11 (1) ◽  
pp. 213-239 ◽  
Author(s):  
Mohammad Mehdi Tavakoli ◽  
Hadi Shirouyehzad ◽  
Reza Dabestani
Keyword(s):  
Human Capital ◽  
Hybrid Method ◽  
Analytic Network Process ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
Dea Model ◽  
Efficiency Measures ◽  
Network Process ◽  
Dea Efficiency

Purpose – The purpose of this study is to present a hybrid analytic network process (ANP) and data envelopment analysis (DEA) method for ranking organizational units as well as prioritizing organization’s human capital management criteria. Design/methodology/approach – In the proposed DEA model, human capital management criteria are considered as the inputs and organizational commitment considered as the output of DEA model. Afterward, the organizational unit’s efficiency and the weight of human capital management criteria are evaluated through DEA and the data are considered as the basis of ANP model. Findings – The results of prioritizing the drivers of human capital management were showed that leadership practices, human capital management and learning capacity are the most important ones. Also, the findings proved that the proposed integrated DEA/ANP can be helpful in managerial issues. Research limitations/implications – Filling the super-matrix and designing the questionnaire of ANP have always been the challenge of scholars because of the large number of data it requires. One of the main advantages of the proposed hybrid method in this research is that it resolves the above-mentioned problem of ANP. Practical implications – The results of the proposed method may provide managers this opportunity to better analyze the condition of organizational units from human capital management perspective and focus on the most important activities in this context. Moreover, the proposed hybrid method can help scholars to better use both DEA and ANP techniques and obtain more reliable findings. Originality/value – In this study, DEA efficiency measures of units, and the weights of inputs and outputs of DEA model are used to fill the super-matrix of ANP. In addition to having a logical approach, this method provides more reliable results and enjoys the advantages of both ANP and DEA techniques.

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