scholarly journals Relationship between Recruitment Information System and Management of Human Capital: A case of James Finlay Limited, Kenya

2022 ◽  
Vol 5 (1) ◽  
pp. 11-19
Author(s):  
Robert Kiplangat Koech ◽  
Joseph Kirui ◽  
Lydia Langat

Technological advancement in the 21st century has unlocked possibilities in all spheres of existence. Lately, with the advent of the Covid-19 pandemic, the workplace has been transformed, and businesses are operating in unchartered waters. A human resource management information system is believed to guarantee a more efficient and effective way of managing human capital in organizations. However, its implementation has not effectively transformed from the manual method of running the human resource functions. Many organizations are, therefore, still stuck with the traditional way of managing human capital. On this basis, this study sought to establish the effectiveness of recruitment information systems in human capital management. The study was anchored on the resource-based theory of the firm and used a cross-sectional research design with a target population of 458 employees. A sample size of 213 respondents was determined while stratified and simple random sampling techniques were adopted to select the respondents for the study. A structured questionnaire was used to obtain primary data from the respondents. The reliability of the questionnaire was tested through a pilot study where an average Cronbach alpha coefficient of 0.89 was obtained. The validity of the questionnaire was ensured by doing a detailed literature review and consultation with subject experts. Descriptive statistics (mean and standard deviation) were used to summarize data, while correlation analysis was used to test the study's hypothesis. Results were presented using tables. The findings established that recruitment information systems had a strong positive relationship (R = 0.873, β1 = 0.518, R2 = 0.762, p = 0.05) with human capital management, indicating that James Finlay Limited should invest more in Recruitment information systems. The study recommended that the company improve the recruitment information system to enhance the job interview process and improve the system to allow efficiency in tracking job applications and appointment processes.

Author(s):  
Mária Sibilová ◽  
Simona Putovná ◽  
Terézia Michalková ◽  
Martin Mičiak ◽  
Alžbeta Kucharčíková

Abstract Human Capital Management (HCM) is a modern strategic and planned approach to the management of people in enterprises to meet the goals of the organization. It focuses on the effective use of human capital, its development and effective investment in it. The concept of HCM along with the management of generations are complementary concepts to the current concept of the human resource management. The aim of this paper is to identify and compare several information systems that can be used to facilitate the implementation of the HCM process in business practice.


2019 ◽  
Vol 4 ◽  
pp. 48-64
Author(s):  
Prakash Kumar Gautam

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.


2019 ◽  
Vol 4 (2) ◽  
pp. 21
Author(s):  
Miriam Wanjiru Nderitu ◽  
Dr. Thomas Waweru Gakobo ◽  
Prof. Isaac Ochieng

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.


Author(s):  
Joanna Dzieńdziora ◽  
Małgorzata Smolarek

Human capital refers to all the competences of employees. It is a resource of knowledge, skills and attitudes existing in every human being and society as a whole, which defines capability of work and adaptation to changes in the environment, and possibility of creating new solutions. The paper is theoretical and empirical in nature and presents the role of human capital in the implementation of personnel policy in an organisation. The aim of the paper is to present diagnosis of the level of human capital that contributes to the implementation of personnel policy of public administration on the example of integration and welfare institutions examined. Empirical part of the paper presents analysis of the survey results within selected aspects of human capital management in the institutions examined. Primary data collected during a quantitative study using questionnaire surveys, with a survey questionnaire as a research tool. The questionnaire was addressed to randomly selected employees of public administration organizations of the type integration and welfare institutions located in Silesian Voivodeship (Poland). Results of research: in the area of a strategy for human capital management there is a clear lack of a comprehensive approach which would enable a consistent use of modern tools for human capital management in this type of institutions. Keywords: human capital, human resources management, public administration.


Author(s):  
Marianne Gloet

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.


2010 ◽  
pp. 1403-1415
Author(s):  
Marianne Gloet

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.


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