Human Capital Management for Sustainable Competitive Advantage in the New Economy

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 ◽  
Human 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.

scholarly journals Human Capital Management: Taking Human Resources Management to the Next Level in Anglophone, West Africa

2015 ◽  
Vol 1 (6) ◽  
pp. 19-30
Author(s):  
Enyonam Canice Kudonoo ◽  
Victoria Tsedzah
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Collaboration ◽  
Open Systems ◽  
Human Resources Management ◽  
Sustainable Competitive Advantage ◽  
Capital Management ◽  
Human Capital Management ◽  
Conceptual Approach ◽  
Competitive Edge

In this article, we propose ways for organizations in Anglophone West African (AWA) countries to tackle their human capital challenges in order to attain a competitive edge and globally position themselves. Human capital is critical to an organization’s survival. While organizations in advanced countries are focusing their attention on building their human capital for the sustenance of competitive advantage, those in AWA countries lag behind, leading to poor service delivery and low productivity. Resource-based view and open systems theories highlight the importance of human capital management for organizational effectiveness. The paper adopts a conceptual approach and proposes a human capital centered model comprising six core factors that are vital in facilitating effective human capital management for sustainable competitive advantage. It concludes by emphasizing effective research collaboration between academia and industry in AWA countries and suggests testing of the model in organizations in AWA countries for applicability.

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.

Human Capital Management and Optimization

2012 ◽  
pp. 605-616
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 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 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
Keyword(s):  
Information System ◽  
Human Capital ◽  
Information Systems ◽  
Human Resource ◽  
Simple Random Sampling ◽  
Primary Data ◽  
Technological Advancement ◽  
Capital Management ◽  
Human 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.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 221-233
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

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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