How HR can have an impact in non-traditional areas

2016 ◽  
Vol 15 (1) ◽  
pp. 5-13 ◽  
Author(s):  
Jack J Phillips ◽  
Patti Phillips
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Great Opportunity ◽  
Content Type ◽  
Critical Part ◽  
Technology Leader ◽  
Leader Support ◽  
Hr Function ◽  
Hr Strategy ◽  
Important Purpose

Purpose – This paper aims to explain how the human resource (HR) function can take a lead in all of these areas by being a critical part of human capital strategy and driving that strategy with the support and input from executives. Organizations want a sense of purpose beyond just being productive and efficient. Four important purpose areas represent opportunities for HR leaders to add value: create an innovative organization; create a technology leader; support the environment; and confront globalization. Design/methodology/approach – The paper represents the typical HR strategy and then provides an update to address 12 forces that are significantly influencing the success of organizations. Next, the paper focuses on four areas for human capital strategy that represents non-traditional areas. Originality/value – Expanding the typical human capital strategy to non-traditional areas provides a great opportunity to add value to the organization.

The ethic of care: an HR strategy to address obesity in the workplace

2018 ◽  
Vol 26 (2) ◽  
pp. 12-15
Author(s):  
Leon C. Prieto ◽  
Babita Mathur-Helm ◽  
Kasey N. Dawson
Keyword(s):  
Human Resource ◽  
Design Methodology ◽  
Ethic Of Care ◽  
Content Type ◽  
Care Approach ◽  
Hr Strategy

Purpose This paper aims to highlight an ethic of care approach human resource (HR) departments can use to address obesity in the workplace. Design/methodology/approach This paper is prepared by experts who add their unbiased views to a very pertinent topic. Findings This paper focused on an ethic of care approach to addressing obesity in the workplace and provides advice that HR departments can adopt to address this issue. Originality/value This paper addresses a pertinent topic in a succinct manner that saves time for practitioners and scholars alike. This paper addresses the topic of obesity in the workplace which is of a growing concern worldwide.

HC and financial performance with two HRM strategies

2017 ◽  
Vol 66 (4) ◽  
pp. 459-478 ◽  
Author(s):  
Nopadol Rompho
Keyword(s):  
Human Capital ◽  
Regression Analysis ◽  
Financial Performance ◽  
Lead Time ◽  
Design Methodology ◽  
Strategy Choice ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies. Design/methodology/approach A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance. Findings The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies. Research limitations/implications This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance. Practical implications The research encourages firm managers to understand the value of human capital, preparing them for changes in the future. Originality/value This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

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.

Employee loyalty during slowdown of Covid-19: Do satisfaction and trust matter?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
I Nengah Aristana ◽  
I Wayan Edi Arsawan ◽  
Ni Wayan Rustiarini
Keyword(s):  
Design Methodology ◽  
Hotel Industry ◽  
Employee Loyalty ◽  
Content Type ◽  
Hotel Employees ◽  
Leader Support ◽  
Tourism Sector ◽  
Quantitative Design ◽  
The Relationship

Purpose This research aims to test employee loyalty in the hotel industry, particularly during the Covid-19 pandemic. This study examines the relationship between leader support in building job satisfaction, trust and employee loyalty. Also, this research aims to test and explain the role of satisfaction and trust as mediator variables. Design/methodology/approach This research used a quantitative design by distributing questionnaires to 206 employees of the 97 hotels in Bali, Indonesia, particularly during pandemic Covid-19. The research data were then analyzed by using WarpPLS software. Findings The results revealed that leader support did not have a significant effect on loyalty. Satisfaction and trust act as double mediators in leaders’ support and loyalty relationships. Research limitations/implications Employees need leaders’ support to remain loyal to their organization in a slowdown situation due to the Covid-19 pandemic and its various challenges. Originality/value Research on the effects of the Covid-19 pandemic on various sectors has been comprehensive. However, the research that invests in employee loyalty in the hospitality industry is still rare. This study analyzes the loyalty of hotel employees, particularly when the tourism sector is experiencing a slowdown. This study also examines the role of trust and satisfaction as mediating relationships between leaders’ support and loyalty, which have not been widely analyzed in previous studies.

Why do organizations share their most important capital? The provision of an open innovation model based on human capital

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elham Sahami ◽  
Ali Safari ◽  
Reza Ansari ◽  
Ali Shaemi Barzoki
Keyword(s):  
Human Capital ◽  
Open Innovation ◽  
Design Methodology ◽  
Social Aspects ◽  
Structured Interviews ◽  
Final Model ◽  
Content Type ◽  
The Core ◽  
Innovation Model ◽  
Inside Out

Purpose In this study, an open innovation (OI) model was designed in which the organization’s human resource systems comprise the main core. To identify the various dimensions of the model, this study aims to investigate how and under what conditions the organizations update and upgrade their knowledge and experiences in the human capital (HC) systems domain within the OI framework and in line with sharing them with other organizations. Design/methodology/approach In this qualitative study, the data were collected by means of semi-structured interviews and analyzed through grounded theory, which led to the extraction of the final model. Findings The implementation of the HC-based OI helps upgrade knowledge in the organization and industry knowledge, create win-win relationships and increase the interaction capital, power and credit of the organization. Originality/value In this study, HC systems have been regarded as the core of the OI model (rather than an intervening factor in OI). This is the main innovative aspect of the current study. In addition, the special attention paid to the inside-out approach to OI and the examination of the human and social aspects of inter-organizational knowledge sharing – particularly in the light of the fact that the study was carried out in a developing country – are the other innovative aspects of this study.

The pathway to marketplace insight: structuring the analysis context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Liam Fahey
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Content Type ◽  
Critical Part ◽  
Early Stages ◽  
Working Definition ◽  
Marketing Analysis ◽  
Definition Of ◽  
Practical Implications

Purpose By clearly mapping the pathway for managing the early stages of any marketplace analysis project, its definition, scope, framing, focus, perspective, context, imagination and data choices – the odds of generating important strategic insight can be greatly increased for executives as well as analysis teams. Design/methodology/approach A marketing analysis team should pay specific attention to how it organizes the analysis context’a process called “Structuring”. Findings A working definition of insight: new marketplace understanding that makes a difference to the organization’s thinking, decision making and action. Practical/implications 10; Nothing constricts the insight structuring process as much as lack of imagination! Originality/value The choice of analysis scope, framing, focus, perspective or methods is a critical part of the marketplace analysis structuring process that increases the possibility of distinctly different strategic inferences emerging. The article is a much needed guide to mastering strategic insight for executives and marketplace analysts.

A comparative benchmark model for SMEs: viable entrepreneur emotional intelligence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noorliza Karia
Keyword(s):  
Human Capital ◽  
Emotional Intelligence ◽  
Design Methodology ◽  
Sustainable Business ◽  
Content Type ◽  
Benchmark Model ◽  
Entrepreneurial Performance ◽  
Self Confidence ◽  
Practical Implications ◽  
Viable Model

PurposeBesides small- and medium-sized enterprises' (SMEs) constraints, there is a lack of critical observations of the human capital model naturally inspiring themselves from within. Therefore this paper exposes the factors of emotional intelligence (EI) that make entrepreneurs gain sustainable competitiveness.Design/methodology/approachA data of self-administered survey from 397 SMEs in Malaysia was investigated using regression analysis.FindingsThe results reveal factors of EI comprised of self-confidence, self-innovation, self-inspiration and self-vision that have significant positive impacts on entrepreneurial performance. Amazingly, EI contributes almost 30% of the success, where self-vision and self-innovation are the robust EI to strengthen and sustain entrepreneurial performance. In contrast, self-confidence and self-inspiration are generic EI of human capital and easy to be applied by rivals.Research limitations/implicationsThe study provides a comparative benchmark model for SMEs, managers and entrepreneurs inspiring themselves from within that they can emulate and attain the same success. SMEs can obtain success by investing and culturing EI factors within themselves.Practical implicationsThe study provides a comparative benchmark model for SMEs and managers inspiring themselves from within and expands the theory of heterogeneous SMEs and the human capital to sustainable business and competitiveness. SMEs can obtain success through capitalizing human capital attributes within themselves.Originality/valueThe study is the first providing the viable model for SMEs or entrepreneurs leading themselves from within, to their action, behaviour, decision and achievement or the performance mechanism with a benchmark model of entrepreneur EI as a booster.

scholarly journals Enhancing human capital beyond university boundaries

2019 ◽  
Vol 10 (2) ◽  
pp. 434-446
Author(s):  
Maria Jakubik
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Value Creation ◽  
Design Methodology ◽  
Educational Institution ◽  
Master's Students ◽  
Content Type ◽  
Master Thesis ◽  
External Stakeholders

Purpose The purpose of this paper is to present a case about the emergence of human capital (HC) during the master thesis as a work-based learning project. Design/methodology/approach The case study uses data from 107 master’s students 2007–2011 and feedback from 91 managers as business advisors 2007–2016. Findings The findings show direct contributions of higher education (HE) to intellectual capital (IC) in organisations through the enhanced HC of managers. Originality/value The case contributes to the emerging new, fifth stage of IC research by demonstrating how HC develops beyond the boundaries of an educational institution; how it influences an organisation’s IC and how 91 business advisors, as external stakeholders, assessed the achievements and value creation of HE.

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.

Human capital and export performance in the Spanish manufacturing firms

2020 ◽  
Vol 15 (1) ◽  
pp. 99-119 ◽  
Author(s):  
José López Rodríguez ◽  
Bill Serrano Orellana
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Export Performance ◽  
Theoretical Background ◽  
Manufacturing Firms ◽  
Export Intensity ◽  
Resource Based View ◽  
Content Type ◽  
Specific Human Capital ◽  
General Human Capital

Purpose The purpose of this paper is to investigate the effects of firms’ general and specific human capital on the export propensity and intensity. Design/methodology/approach The resource-based view of the firm provides the theoretical background to examine export performance. Empirical analysis is carried out using a national representative sample of Spanish manufacturing firms and employing Logit and Tobit models. Export performance is evaluated in a dual way, as export propensity and export intensity. In relation to human capital a distinction is made between general and specific human capital. Findings The results shown that differences exist in the effect of general and specific human capital. While the firms’ general human capital (education of the firm’s employees) affects both export propensity and intensity, only some dimensions of specific human capital (employees’ experience at the workplace) affects export propensity and intensity but no the employees’ training. Moreover, the firms’ general human capital generates greater changes than the effect of specific human capital on the export behavior. Originality/value This paper extends a line of research underexplored in the literature by analyzing the effect of organizational human capital on the firm’s export performance; moreover, it is the first study for Spanish manufacturing firms; the distinction between general and specific human capital enhances our comprehension of the human capital as a determinant of export performance. In relation to the specific human capital, besides training, we add a new variable related to experience at the workplace.

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