Human Capital Management and Optimization

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.

Human Capital Management for Sustainable Competitive Advantage in the New Economy

Encyclopedia of Human Resources Information Systems ◽

10.4018/978-1-59904-883-3.ch065 ◽

2009 ◽

pp. 441-450

Author(s):

Benjamin Oyegoke Akinyemi

Keyword(s):

Human Capital ◽

Competitive Advantage ◽

Human Resource ◽

Critical Role ◽

New Economy ◽

Sustainable Competitive Advantage ◽

Capital Management ◽

Competitive Edge ◽

Primary Means

The critical role of human capital (HC) in creating and sustaining the competitive edge at organizational and national levels is recognized by researchers and practitioners. Human resource (HR) is the major driver of organizational success and the principal element that makes a business. Financial resources and technology are essential but people are the primary means by which progress is made. Leveraging, therefore, the HC to gain and sustain competitive advantage in an environment of accelerated pace of change is highly imperative. The purpose of this article is to discuss the significance and leveraging of human capital (HC) for sustainable competitive advantage (SCA) in the new economy. It gives an overview of the human capital management (HCM) concept, distinguishing it from personnel management and human resource management (HRM) and discusses HCM’s significant role as key differentiator for organizational SCA.

What is different in human capital management? The necessity and advantages of a new philosophy for human resource departments

International Journal of Learning and Intellectual Capital ◽

10.1504/ijlic.2006.011750 ◽

2006 ◽

Vol 3 (4) ◽

pp. 421 ◽

Cited By ~ 1

Author(s):

Isabell Welpe ◽

Sylvia Rachbauer

Keyword(s):

Human Capital ◽

Human Resource ◽

Capital Management ◽

Human Capital Management

Retooling leadership development

Strategic HR Review ◽

10.1108/shr-07-2018-0061 ◽

2018 ◽

Vol 17 (6) ◽

pp. 275-281 ◽

Cited By ~ 1

Author(s):

Michael A. Couch ◽

Richard Citrin

Keyword(s):

Human Capital ◽

Leadership Development ◽

Design Methodology ◽

Capital Management ◽

Content Type ◽

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.

Human Capital Management: An Emerging Human Resource Management Practice

International Journal of Learning and Development ◽

10.5296/ijld.v2i1.1354 ◽

2012 ◽

Vol 2 (1) ◽

Cited By ~ 13

Author(s):

Faryal Siddiqui

Keyword(s):

Human Capital ◽

Resource Management ◽

Human Resource Management ◽

Human Resource ◽

Management Practice ◽

Human Resource Management Practice ◽

Capital Management ◽

Human Capital Management

Human Capital Management in organization of the future

Nowoczesne Systemy Zarządzania ◽

10.5604/18969380.1159091 ◽

2013 ◽

Vol 8 (1) ◽

pp. 127-143

Author(s):

Wiesław HARASIM ◽

Jacek DZIWULSKI

Keyword(s):

Human Capital ◽

Capital Management ◽

Human Capital Management: The German Way

German Journal of Human Resource Management Zeitschrift für Personalforschung ◽

10.1177/239700220702100306 ◽

2007 ◽

Vol 21 (3) ◽

pp. 295-321 ◽

Cited By ~ 6

Author(s):

Volker Stein

Keyword(s):

Human Capital ◽

Present Article ◽

State Of The Art ◽

Frame Of Reference ◽

Future Perspectives ◽

Capital Management ◽

German State ◽

The Past ◽

The German discourse on Human Capital Management (HCM) has a long history which resulted in the manifoldness of notions connected with HCM. The exact specification of the meaning of HCM basically depends on the frame of reference used: the frame of the past, of the present or of the future. The present article which concentrates on the German aspects of the HCM debate is aimed at systematizing this discourse by outlining the past and present HCM development in Germany as well as its future perspectives. It will result in a synoptic view, summing up the German state-of-the-art HCM.

The Effects of Human Capital Development on Organizational Performance

International Journal of Scientific Research and Management ◽

10.18535/ijsrm/v7i1.em03 ◽

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 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

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

East African Journal of Business and Economics ◽

10.37284/eajbe.5.1.523 ◽

2022 ◽

Vol 5 (1) ◽

pp. 11-19

Author(s):

Robert Kiplangat Koech ◽

Joseph Kirui ◽

Lydia Langat

Keyword(s):

Information System ◽

Human Capital ◽

Information Systems ◽

Human Resource ◽

Simple Random Sampling ◽

Primary Data ◽

Technological Advancement ◽

Capital Management ◽

Cross Sectional

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.

Creating a “Nalanda” for the New Millennia

Jindal Journal of Business Research ◽

10.1177/2278682119850287 ◽

2019 ◽

Vol 8 (2) ◽

pp. 169-178

Author(s):

Neeraj Sharma ◽

Jaya Bhasin ◽

Bharti Sujan

Keyword(s):

Higher Education ◽

Human Capital ◽

Human Resource Development ◽

Research Output ◽

Educational Institutions ◽

Capital Management ◽

Higher Educational Institutions ◽

Important Place ◽

Higher Educational

Higher education is all about people and management. The success of the higher educational institutions revolves largely around the quality of the research and the faculty. This emphasizes the need of a strong financial base to deliver a quality education to students. In the present scenario, which is characterized by intense information flow, dynamism, progress, growth, and continuous challenging environment, the higher educational institutions hold an important place. The present study focuses on exploring the relationship between human capital management and human resource development (HRD) climate. For the research purpose, two universities, University of Jammu and University of Kashmir, have been taken. The model derived by applying a confirmatory factor analysis in the present research study depicts a linkage between human capital management and HRD climate, and if applied in the institutions of higher education by customizing according to their needs and requirements, it would help in attaining the vision as perceived by Federation of Indian Chambers of Commerce and Industry for 2030 in attaining overall excellence in higher education sector in India. So, it is very important to develop research focused universities with community participation which could deliver high quality research output and research focused graduates and lead to creating a NALANDA for the new millennia.