STRATEGIC MANAGEMENT OF HUMAN CAPITAL IN EDUCATION: A Framework

2011 ◽  
pp. 25-44
Keyword(s):  
Human Capital ◽  
Strategic Management

Problems of Strategic Management in the Education System

2020 ◽  
Vol 8 (6) ◽  
pp. 4-9
Author(s):  
Leonid Basovskiy ◽  
Elena Basovskaya
Keyword(s):  
Higher Education ◽  
Human Capital ◽  
Strategic Management ◽  
Education System ◽  
Quality Of Education ◽  
Highly Qualified ◽  
Higher Education System ◽  
Quality Of Higher Education ◽  
And Control

The paper put forward hypotheses that the conditions for the formation of human capital in the education system and the quality of education are decreasing, that the transition to a post-industrial economic system provides a priority demand and stimulation of the work of highly qualified specialists with higher education. To assess the hypotheses, an analysis carried out using Rosstat data on the structure of unemployment by education levels and on the level of wages of employed workers with different levels of education. The generalization of the results of the analysis made it possible to establish that the value of human capital formed in the education system, the quality of education is steadily decreasing. The human capital of workers, formed in the higher education system, is most in demand in modern conditions, but the quality of higher education, the value of the human capital formed in the process of obtaining it, is steadily decreasing. The reason for the decline in the quality of education is the administrative and control style of management used in the education system and the outdated form of strategic management based on the application of orders, standards and control, which, being inherited from the industrial economy and, as is known, is ineffective and ineffective. Competitive in modern conditions.

scholarly journals Examining the role of human capital and strategic management in Islamic perspective

2021 ◽  
Vol 3 (2) ◽  
pp. 41-50
Author(s):  
Muafi Muafi
Keyword(s):  
Human Capital ◽  
Strategic Management ◽  
Response Rate ◽  
Statistical Technique ◽  
Partial Least Square ◽  
Least Square ◽  
Business Sustainability ◽  
Islamic Perspective ◽  
Target Sample

This study examines and analyzes the effect of; (i) Human Capital in Islamic Perspective (HCIP) on Business Sustainability (BS); (ii) Strategic Management in Islamic Perspective (SMIP) on Business Sustainability, (iii) Mediation of Strategic Management in Islamic Perspective in relation to Human Capital in Islamic Perspective on Business Sustainability. This study uses Batik MSME respondents in Pekalongan City. Pekalongan is a Batik city that has the batik talents, qualified craftsmen, known worldwide and have been passed down from one generation to the next. The target sample is 150 MSMEs. It is conducted purposively with a return rate of 116 questionnaires (response rate 77%). The data is collected through questionnaires and interviews with several owners or managers of MSMEs. The statistical technique uses Partial Least Square (PLS 3.3). This study finds that; (i) Human Capital in Islamic Perspective has no significant effect on Business Sustainability; (ii) Strategic Management in Islamic Perspective has a significant effect on Business Sustainability, (iii) Strategic Management in Islamic Perspective mediates the effect of Human Capital in Islamic Perspective on Business Sustainability

scholarly journals Nonprofit Strategic Management Revisited

2019 ◽  
Vol 9 (2) ◽  
Author(s):  
Eric W. Miller
Keyword(s):  
Human Capital ◽  
Strategic Management ◽  
Nonprofit Organizations ◽  
Customer Requirements ◽  
Environmental Pressures ◽  
For Profit ◽  
Wide Range ◽  
Efficiency And Effectiveness ◽  
Strategy Performance ◽  
Over Time

This article presents a review and analysis of empirically based research on strategic management in nonprofit organizations appearing in peer-reviewed journals between 1998 and 2015, and compares these findings with an earlier, similar study to determine how nonprofit use of strategic management has evolved over time. Findings suggest that determinants of strategic management have evolved beyond funder requirements to include environmental pressures to increase organizational efficiency and effectiveness, professionalize staff capacities, and respond to changing customer requirements. Nonprofits continue to use strategic management in response, and have recently adopted a wide range of for-profit strategies and practices in both strategy content and strategy performance areas. Strategic management offers both risks and rewards for nonprofits, but requires significant time, resources, and human capital that not all nonprofits readily possess.RÉSUMÉCet article présente l’évaluation et l’analyse de recherches empirique—parues entre 1998 et 2015 dans des revues évaluées par les pairs—sur la gestion stratégique d’organismes à but non lucratif. Il compare ces données avec uneétude antérieure similaire afin de déterminer comment la gestion stratégique par les organismes à but non lucratif a évolué. Les résultats suggèrent que les déterminants de la gestion stratégique ont progressé au-delà des besoins des subventionneurs, tenant compte aujourd’hui des pressions environnementales pour accroître l’efficience et l’efficacité organisationnelles, professionnaliser le personnel et répondre aux besoins changeants de la clientèle. Dans ces circonstances, les organismes à but non lucratif continuent de recourir à la gestion stratégique et ont récemment adopté un vaste éventail de stratégies et pratiques à but lucratif dans les domaines du contenu et de la performance stratégiques. La gestion stratégique, tout en posant certains risques, offre incontestablement des récompenses aux organismes à but non lucratif, mais elle requiert un temps, des ressources et une main d’oeuvre que les organismes à but non lucratif ne possèdent pas forcément.

scholarly journals Peran Budaya Perusahaan Terhadap Usaha Penciptaan Kinerja Karyawan

2021 ◽  
Vol 1 (1) ◽  
pp. 112
Author(s):  
Zhiella Sabrina Darwis ◽  
Syafiq Basri Assegaff
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Strategic Management ◽  
Employee Performance ◽  
The Given

This study aims to determine the role of organizational culture in improving employee performance at PT Telekomunikasi Indonesia, Tbk, especially senior employees at the Human Capital Strategic Management division. PT Telekomunikasi Indonesia, Tbk create a team named Culture Agent to communicate about the transformation of the culture in company. In the results of the study it can be concluded that changes in organizational culture can improve employee performance in completing the given task. And also can eliminate the seniority attitude that exists in PT Telekomunikasi Indonesia, Tbk.

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