scholarly journals Managing Human Capital as a Strategic Source of Sustainable Enterprise Development and Competitive Advantage

2020 ◽  
Vol 5 (1) ◽  
pp. 20-29
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Capacity Building ◽  
Employee Engagement ◽  
Pearson Correlation ◽  
Training And Development ◽  
Capital Management ◽  
Enterprise Development ◽  
Human Capital Management ◽  
Efficient Management

Managing institutions workforce encompasses enormous challenges, which warrants careful assessment of elements that constitute its effective and efficient management to ensure outstanding performance, organisational development and sustainability is enhanced. This study examined procedures and processes of managing human capital as a strategic source of sustainable enterprise development and competitive advantage. In this regard, it reviewed several pieces of literature that identified considerable elements of human capital management. This study however employed descriptive quantitative and correlational methodsfor the collection, classification and presentation of data, which was obtained through the distribution of three hundred (300) questionnaires to employees of 2 financial institutions. Data obtained from survey was analysed using percentages and Pearson correlation. Results of data analysed showed that staff capacity building (training and development), employee engagement and commitment and compensation and rewards management serves as strategic elements which facilitate the efficient management of organisations human capital. Further facts revealed, emphasised that, the judicious management of aforementioned components reinforces organisations capacity to strategically position their workforce for competitive excellence. More findings disclosed that, an efficient performance management system ensures the conduct of staff capacity building programmes and the provision of adequate toolsfacilitate the enhancement of skills and competencies for effective job performance. Also, recognising employees for their immense contributions through financial and non-financial rewards strengthens organisations management capability. In addition, effective engagement strengthens employer-employee relationship which supports and improve task, adaptive and contextual performance. In relation to the foregoing facts about human capital management, this study is noteworthy to human capital specialists, general management practitioners, business consultants and training and development specialists.

scholarly journals Human Capital Management and Work Behavior: Evidence from Nepali Life Insurance Companies

2019 ◽  
Vol 4 ◽  
pp. 48-64
Author(s):  
Prakash Kumar Gautam
Keyword(s):  
Human Capital ◽  
Life Insurance ◽  
Pearson Correlation ◽  
Employee Motivation ◽  
Work Behavior ◽  
Insurance Companies ◽  
Primary Data ◽  
Capital Management ◽  
Human Capital Management ◽  
Workplace Behavior

Background: Human resource is dynamic and complex ever because of changes in local, regional and global dimensions. Managing people for optimal use of their competencies for organizational purpose has no options. Employee motivation and employee turnover is being the central issue in the modern organizations, corporate movement of competent people is being the regular corporate news in business arena. Human capital management (HCM) helps them to be satisfied and being positive to their work and the organization. It helps organization to cope with turnover challenge and deviant workplace behavior. Employee motivation, satisfaction, job burnout, turnover are being common challenges to the management. To cope with such challenges, organizations should have strategic focus on human capital management. Objectives: This study aims to explore the situation of human capital management in Nepali insurance companies and the employee’s satisfaction from human capital management. The study also aims to examine the association between satisfaction from HCM and workplace behavior. To examine the gender influence on workplace behavior of the employees created by HCM. Methods: This study was conducted with correlational research design. Primary data for each variable was collected from 402 employees of different seven life insurance companies having at least five years of business experience. To observe the current HCM practices, 3-Point statements were asked. Structured questionnaire with 5-Point Likert Scale was used to collect responses on satisfaction from HCM and the satisfaction towards positive workplace behavior. Descriptive statistics, Pearson correlation, and independent sample t-tests were used to examine the objectives. Result: Results of the study revealed that Nepali insurance companies have maintained human capital management causing employee satisfaction. Employees have reported that they have positive workplace behavior. Female employees have more positive workplace behavior of employees. Employee’s satisfaction from HCM is obtained having positive relationship with workplace behavior. Conclusion: Nepali insurance companies have satisfactory HCM effective to motivate their employees. Employee’s satisfaction leads for positive workplace behavior. There is no gender difference in satisfaction on HCM while female have more positive workplace behavior in comparison to their male counterparts. Implications: To cope with intense competition among the competitors in Nepali insurance industry, this study provides strong evidence to focus on HCM and positive workplace behavior.

scholarly journals EFFECT OF HUMAN CAPITAL MANAGEMENT ON EMPLOYEE PERFORMANCE AT CO-OPERATIVE BANK OF KENYA

2019 ◽  
Vol 4 (2) ◽  
pp. 21
Author(s):  
Miriam Wanjiru Nderitu ◽  
Dr. Thomas Waweru Gakobo ◽  
Prof. Isaac Ochieng
Keyword(s):  
Human Capital ◽  
Performance Appraisal ◽  
Employee Engagement ◽  
Positive Impact ◽  
Employee Performance ◽  
Statistical Significance ◽  
Primary Data ◽  
Employee Perception ◽  
Capital Management ◽  
Human Capital Management

Purpose: The general objective of the study was to examine the effect of human capital management on employee performance at Co-operative Bank of Kenya.  The study was guided by three specific objectives namely; to analyze the effect of employee skills, employee perception and employee engagement on employee performance at Co-operative Bank of Kenya.  The study was anchored on theories of human capital and resource based view.Methodology: The study adopted a descriptive research design. This enabled the use of multiple methods for data collection and data analysis and purposive stratified random sampling technique was used with a target population of 198 employees and a sample size of 132. Primary data was collected using a self-administered questionnaire and analyzed quantitatively using descriptive and inferential statistics and presented using frequencies, percentages, tables and charts.Results: The study found out that human capital management has a strong influence on employee performance. The study therefore rejected the three null hypotheses and adopted the alternate hypothesis to indicate that there is statistical significance effect between the independent variables and the dependent variable. The findings revealed that employee skills have a statistical significant effect on employee performance. This was evident because the study found out that the bank develops its employees to take up more responsibilities and to improve on their performance.  The study also found out that the bank identifies the training needs of employees using a formal performance appraisal mechanism. The study also found out that employee perception also influence employee performance positively.  The study indicated that employees perceive that human capital management has a positive impact on skill development. The employees also perceive that they are recognized by the organization which has increased their self confidence ad as a result increased their performance. Employee engagement has also been proven to have a positive significant on employee performance. The employees feels that been engaged has increased their commitment. Engaging employees has helped the organization to achieve its objectives and goals. Contribution to theory, practice and policy: The study recommends that the organization should involve all the employees fully in decision making on decisions concerning development and conduct development on a yearly basis based on performance appraisal.

scholarly journals The Effects of Human Capital Development on Organizational Performance

2019 ◽  
Vol 7 (01) ◽  
Author(s):  
Dr. Cross Ogohi Daniel
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Research Work ◽  
Organisational Performance ◽  
Capital Management ◽  
Human Capital Management ◽  
Human Capital Development ◽  
Modern Business ◽  
Capital Development

the aim of this research work is to highpoint all the effects of human capital development on organisational performance in Trustfund Pension Limited. Modern business nature is in the state of disorder, where competition is very high. Organizations that neglect change may be required to change from existence to non-existence, therefore survival is the solution. To live, companies must uncover all available capital that can bring about competitive advantage. To create a competitive advantage, it is essential that firms truly influence on the workforce as a competitive weapon. Precisely, the study aimed to carry out the following objectives: to establish the relationship between Human capital management and organizational performance, to highlight the needs for human capital development for improved organizational performance. The study had a population size of 152, out of which a sample size of 110 was realized using Taro Yamane formula at 5% error to tolerance and 95 % level of confidence. Instrument used for data collection was primarily questionnaire. The total numbers of 110 copies of the questionnaire were distributed while 80 copies were returned. The descriptive research design was adopted for the study. Two hypotheses were tested using Pearson’s moment correlation coefficient. The findings suggest that there was significant relationship between human capital management and organisational performance. The necessity for human capital development include teaching the skills and knowledge requires in new staff, upgrading the skills and knowledge of old employees, meeting the challenges of technological innovation acquiring the skills required in the competitive market and enhancing human capital resourcefulness. The study recommends that Human resource manage should ensure that proper identification, determination and assessment of human capital needs in the organization                                         

scholarly journals Human Capital Management In The System Of Public Administration In The Context of COVID-19 Pandemic

2021 ◽  
Vol 12 (1Sup1) ◽  
pp. 346-355
Author(s):  
Svitlana Rodchenko ◽  
Tetiana Bielska ◽  
Tetiana Brus ◽  
Yuriy Naplyokov ◽  
Olena Trevoho
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Performance Management ◽  
Public Administration ◽  
Employee Engagement ◽  
Labor Productivity ◽  
Human Potential ◽  
Capital Management ◽  
Human Capital Management ◽  
New Perspective

The article reveals the issues of interdependence of the development of human capital in public administration on the level of its provision by the state in the context of COVID-19. In a democratic, civil, postmodern society, one of the main tasks is the development of systems for managing the efficiency of human capital in the context of public administration, as a means of obtaining higher levels of labor productivity. Today we have to state that the achievement of this efficiency in the use of human resources can be better achieved by orienting the performance management system to promote the attraction of new human potential in public administration at all levels. In this context, a new approach to the human capital management process is being actualized, which includes employee engagement and key factors of employee engagement at every stage. We are talking about a management model that includes the main ideas and offers a new perspective on how to develop and manage the involvement of human resources to achieve high levels of labor productivity in public administration in the context of COVID-19. The purpose of the article is to study the essence, characteristics and role of human capital in the context of public administration in the context of the existence of the epidemic danger of COVID-19

scholarly journals Compromiso laboral y estrés en los empleados de Bancos y Cajas = Commitment and stress on employees in Banks

2013 ◽  
pp. 85
Author(s):  
María Isabel Sánchez Hernández
Keyword(s):  
Human Capital ◽  
Causal Relationship ◽  
Employee Engagement ◽  
Structural Equation Model ◽  
Economic Crisis ◽  
Structural Equation ◽  
Equation Model ◽  
Capital Management ◽  
Human Capital Management ◽  
Capital Humano

<p>La crisis económica de los últimos años ha impactado especialmente en el sector financiero y se ha hecho sentir tanto en el estrés que soportan los empleados de las sucursales de bancos y cajas como en sus niveles de compromiso con la empresa. En este trabajo se analizan los componentes del compromiso laboral en una muestra de 102 trabajadores del sector de la banca confirmándose las dimensiones clásicas del modelo de Allen y Meyer (1996). La relación causal del compromiso con el estrés se testa con un modelo de ecuaciones estructurales dando por resultado que cuanto mayor es el compromiso de la plantilla, menores son los niveles de estrés. Como conclusión se señalan las medidas de gestión del capital humano que podrían mejorar los niveles de compromiso en este sector.</p><p>The economic crisis of recent years has particularly impacted the financial sector. It has been felt in both, the stress endured by employees of banks and the levels of commitment to the company. In this paper the components of employee engagement are analyzed in a sample of 102 workers to confirm the classic dimensions from Allen y Meyer (1996) in banks workers. The causal relationship between employee engagement and stress is tested with a structural equation model. The result is that the higher the commitment of the workforce, the lower the stress levels. In conclusion, proper human capital management could improve engagement levels in the bank sector.</p><h1></h1>

Human Capital Management and Optimization

2012 ◽  
pp. 1023-1034
Author(s):  
Jürgen Mühlbacher
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Recent Work ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Development ◽  
Further Education ◽  
Capital Management ◽  
Human Capital Management ◽  
The Future

Recent work in human resource development emphasises the fact that individual skills are strongly oriented towards the future. They enable a person to tackle upcoming challenges in a self-organised manner. So both the current requirements and the skills necessary in the future have to be seen as a strategic competitive advantage for the company. This change in perspective makes it possible to use further education as a strategic instrument of management development.

scholarly journals The Relationship between HRM Strategies and Sustainable Competitive Advantage: Strategic Agility as a Mediating Variable

2021 ◽  
Vol 124 ◽  
pp. 08008
Author(s):  
Maged Barahma ◽  
Mohmed Battour ◽  
Kalsom Binti Ali ◽  
Mohammad Nashief
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Human Resources Management ◽  
Global Changes ◽  
Sustainable Competitive Advantage ◽  
Manufacturing Companies ◽  
Capital Management ◽  
Human Capital Management ◽  
Strategic Agility ◽  
The Relationship

Manufacturing companies face different challenges due to the continuous and rapid global changes and development in business. Manufacturing companies should review the adopted system and the applied strategies. Therefore, an efficient human capital is needed to survive and to achieve the strategic goals. The human capital management should be able to propose new methods to improve strategic agility under the environment that is rapidly changing, facing severe competition, capable to utilize resources, and following the market trends. Moreover, the human capital management should identify the right competitors, consumers, opportunities, and threats that enable Manufacturing companies to be efficient, rapid, flexible, and proactive. In turn, manufacturing companies’ competitive capabilities will be improved; the existing products will stay longer in the market, new products will be introduced, sustainable competitive advantage will be gained, and strategic sovereignty will be achieved in local and regional markets. Thus, this paper discusses the relationship between human resources management (HRM) strategies and sustainable competitive advantage (SCA) where strategic agility is mediating variable. it provides some original insights into the interactions between these variables. This paper is also expected to provide some suggestions to manufacturing companies to success and to survive, especially in Yemen.

scholarly journals Do environmental management systems affect the knowledge management process? The impact on the learning evolution and the relevance of organisational context

2018 ◽  
Vol 22 (3) ◽  
pp. 603-620 ◽  
Author(s):  
Anna Maria Biscotti ◽  
Eugenio D’Amico ◽  
Filippo Monge
Keyword(s):  
Environmental Management ◽  
Human Capital ◽  
Knowledge Management ◽  
Product Innovation ◽  
Family Firms ◽  
Training And Development ◽  
Management Process ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type

Purpose The purpose of this study is to investigate how an environmental management system (EMS) might affect the environmental product innovation propensity of a firm through its influence on two factors shaping the knowledge process: the human capital management practices of training and development and the organisational context. Design/methodology/approach To test the study’s hypotheses, an empirical analysis was carried out on 262 companies drawn from 16 developed European markets included in the S&P Europe 350 Dow Jones index over the years 2005-2015.The authors adopted regression analysis by using the ordinary least squares and the binary logit econometric models. Findings Consistently with the study’s predictions, results show that for organisational contexts characterised by the presence of family owners, the EMAS-certified EMS reveals as a significant moderating factor that positively influences their approach to the knowledge management tools for the improvement of the workforce cognitive capabilities, with a significant impact on the firm’s openness towards green product innovation. On the contrary, the ISO 14001-certified EMS tends not to stimulate such proactive behaviour, in both family and non-family firms. Practical implications The findings suggest that an EMS can stimulate the knowledge exploration in the environmental protection field. To this end, top managers should overcome the bureaucratic vision of an EMS and conceive it as a knowledge management tool able to support the learning evolution of the organisation through an effective commitment to human capital management policies of training and development. Originality/value Drawing from social identity and institutional theories, this is the first study – to the best of the authors’ knowledge – that theorises and tests why the adoption of an EMS might stimulate the knowledge advancement of the organisation in a different way, especially in peculiar organisational contexts of family firms where the identity overlap between the family and the firm tends to affect the knowledge management process.

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