scholarly journals Strategic Human Capital Management and Sustainable Development of Organisations: A Cognitive Mapping to Analyse the Role of Human Capital on Sustainable Development

2020 ◽  
Vol 9 (7) ◽  
Author(s):  
Amembah A Lamu Amos ◽  
Blandina Kori
Keyword(s):  
Sustainable Development ◽  
Human Capital ◽  
Cognitive Mapping ◽  
Capital Management ◽  
Human Capital Management ◽  
Strategic Human Capital

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.

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