HUMAN RESOURCE PRACTİCES AND HUMAN CAPİTAL: EVİDENCE FROM INDİAN MANUFACTURİNG SECTOR

2021 ◽  
Vol 6 (11) ◽  
pp. 385-392
Author(s):  
Ajay Solkhe ◽  
Devender Singh Muchhal ◽  
Vikram Singh
Keyword(s):  
Human Capital ◽  
Performance Evaluation ◽  
Human Resource ◽  
Crucial Role ◽  
Manufacturing Sector ◽  
Evaluation Process ◽  
Vital Role ◽  
Hr Practices ◽  
Business Goals ◽  
Indian Manufacturing Sector

Human Capital plays the most vital role to any organization for achieving diversified business goals in today’s scenario. Also, the HR practices followed in Indian organization plays a very crucial role for the organizational success. The present study was designed to study the nature and pattern of relationship between Human Capital and HR practices (Compensation, Performance Evaluation process & promotion) of the employees working in manufacturing sector. Questionnaires consisting of 19 items (Human Capital) and 15 items (HR Practices) were used. The findings of the present study reveals that Human Capital followed in Indian Industry are correlated positively with the HR Practices.

Measure human capital because people really matter: development and validation of human capital scale (HuCapS)

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rinki Dahiya ◽  
Juhi Raghuvanshi
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Human Resource ◽  
Factor Structure ◽  
Manufacturing Sector ◽  
Validity And Reliability ◽  
Content Type ◽  
Psychometric Instrument ◽  
Indian Manufacturing Sector ◽  
Hrd Professionals

PurposeNotwithstanding the findings of several published articles on human capital, there is scarcity of a comprehensive instrument to measure it. In this direction, the objective of present research is to develop a valid and reliable scale to assess human capital.Design/methodology/approachThis research was divided into two parts. Study 1 focused on literature review of human capital measures, development of items and exploring the factor structure of human capital construct on a sample of 184 employees. Study 2 was based on the survey of 212 employees, and reliability assessment and confirmatory factor analysis was performed to validate the factor structure of human capital construct.FindingsThe findings can be summarized in two ways. Study 1 present that human capital scale is multidimensional consisting of employee capability, leadership and motivation, employee satisfaction and creativity. The findings of study 2 confirms the validity and reliability of three factor structure of human capital construct consisting of 18 items in total.Practical implicationsThe study provides a multidimensional psychometric instrument which can help in measuring the human capital of the organization from the perspective of capabilities, satisfaction and creativity and leadership and motivation. Moreover, it can serve as an aid to human resource (HR) and human resource development (HRD) professionals for human capital assessment in the organizations.Originality/valueThis study provides a measure to assess human capital in Indian manufacturing sector organizations that makes a novel contribution to the area.

Human Capital Creation: Innovative Practices by an Indian Bank

2014 ◽  
Vol 3 (2) ◽  
pp. 195-205
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Employee Retention ◽  
Industrial Relations ◽  
Working Environment ◽  
Organizational Behaviour ◽  
Hr Practices ◽  
Hr Management ◽  
Management Students ◽  
Conducive Environment

Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.

Human Resource Practices and Firm Performance in China: The Moderating Roles of Regional Human Capital Quality and Firm Innovation Strategy

2015 ◽  
Vol 11 (2) ◽  
pp. 237-261 ◽  
Author(s):  
Xiaobei Li ◽  
Xin Qin ◽  
Kaifeng Jiang ◽  
Sanbao Zhang ◽  
Fei-Yi Gao
Keyword(s):  
Human Capital ◽  
Firm Performance ◽  
Human Resource ◽  
Business Strategy ◽  
Innovation Strategy ◽  
Performance Study ◽  
Firm Level ◽  
Capital Theory ◽  
Hr Practices ◽  
Capital Development

ABSTRACTWe conducted two studies to investigate the contingent role of regional human capital quality (i.e., the knowledge, skills, and abilities of the collective workforce in a region) in the relationship between firm-level human resource (HR) practices (i.e., practices focusing on employees’ human capital development) and firm performance in China. Drawing upon human capital theory, we hypothesized that the human capital–enhancing HR practices and regional human capital quality have a substitutive effect on firm performance. Study 1 uses a World Bank survey of 9,125 firms in 30 provinces. We found that the human capital–enhancing HR practices relate more strongly to firm performance when regional human capital quality was lower than when it was higher. Study 2 used a sample of 203 firms across seven provinces. We found similar results. We further hypothesized and found that the substitutive effect of regional human capital quality was stronger when a firm adopted an innovation strategy. Our findings provide new evidence for the contingency perspective of strategic HR management and highlight the importance of matching HR practices with local labor quality conditions and the business strategy of the firm.

scholarly journals Impacts of Human Resource Practices on Employee’s Perceived Performance: A Study of Private Schools Faculty of Pakistan

2019 ◽  
Vol 9 (2) ◽  
pp. 387
Author(s):  
Awais Ahmad ◽  
Sadia Munir ◽  
Khadija Pervaiz ◽  
Sehar Fatima ◽  
Moaz Ahmad
Keyword(s):  
Performance Evaluation ◽  
Human Resources ◽  
Human Resource ◽  
Private Schools ◽  
Positive Relationship ◽  
Research Study ◽  
Significant Positive Relationship ◽  
Hr Practices ◽  
Perceived Performance ◽  
Relationship Of

The current research study determined the result of four human resources practices –compensation, promotion, performance evaluation, and grooming and maturation along the employee perceived performance of private schools of Pakistan. 101 research studies supported our Hypothesis that HR practices have a confident relationship with employee’s perceived performance. The outcomes of this research also demonstrated a significant positive relationship of HR practices with employee’s perceived performance.

scholarly journals Retention Management Of Critical (Core) Employees A Challenging Issue Confronting Organisations In The 21st Century

2011 ◽  
Vol 3 (2) ◽  
Author(s):  
Janet Chew ◽  
Lanny Entrekin
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Management Practices ◽  
Attrition Rate ◽  
New Paradigm ◽  
High Performing ◽  
Hr Practices ◽  
Expert Opinions ◽  
Critical Skills ◽  
Hr Managers

Employee retention is one of the challenges facing many business organisations today. Many industries are afflicted with high demand for specialised employees and are also suffering high levels of turnover. We have moved into a knowledge-based society where human capital is considered a key resource and a competitive business advantage. The high attrition rate of critical (core) employees is costly to corporations. Loss of these high talent employees results in the stripping of valuable human capital, critical skills and institutional memory. Consequently, companies are giving increased attention to ways of retaining their high performing employees rather than relying on costly replacement and retraining. New paradigm companies recognise that an important element in business management practices is the need to successfully motivate and retain employees who survive organisational restructuring, downsizing, consolidation, reorganising or re-engineering initiatives. This paper examines the current human resource practices on the retention of core employees in twelve Australian organisations. It explores the relationship between human resource (HR) practices and retention and further identifies the elements of HR practices, which strongly influence the decision for core employees to stay. It is part of a three phased study and the methodologies discussed in this paper consist of a) a Delphi survey of expert opinions and b) an in-depth interview of HR Managers of organisations. Results from this study will assist in the development of an effective HRM retention program for organisations. Businesses can successfully keep critical employees with a total retention strategy and HR programs to support it.

Human resource practices accompanying industry 4.0 in European manufacturing industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yennef Vereycken ◽  
Monique Ramioul ◽  
Sam Desiere ◽  
Michiel Bal
Keyword(s):  
Human Resource ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Employee Involvement ◽  
Manufacturing Sector ◽  
Skill Development ◽  
Strong Positive Correlation ◽  
Job Complexity ◽  
Content Type ◽  
Hr Practices

PurposeRecent research has shown that the implementation of Industry 4.0 requires companies to (re)adjust their human resource (HR) policies. This article focuses on the relationship between Industry 4.0 and three HR practices: i.e. employee involvement, job design and skill development.Design/methodology/approachWe use data of the European Company Survey (ECS) (2019). This nationally representative survey in the EU28 gathers data on workplace practices among managers from establishments employing at least 10 employees. We focus on 5,609 establishments in the manufacturing sector.FindingsFirstly, employee involvement shows a strong positive correlation with Industry 4.0, irrespective of the digital technology used, country or firm size. Secondly, weak but significant correlations are found with increasing job complexity and skill development.Research limitations/implicationsResearch should engage in fine-grained analyses of the alignment between particular digital technologies and their respective HR practices.Practical implicationsOur results stress the importance of involving employees during the implementation of Industry 4.0.Originality/valueDespite frequent acknowledgement across Industry 4.0 roadmaps and maturity models, the predictions for HR practices are empirically incomplete and theoretically inconclusive.

scholarly journals HRM Practices and Intellectual Capital Architecture: Fostering Ambidexterity in MNCs

2018 ◽  
Vol 22 (1) ◽  
pp. 115-132 ◽  
Author(s):  
C. Lakshman ◽  
Olivier Dupouët ◽  
Tatiana Bouzdine-Chameeva
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Intellectual Capital ◽  
Organizational Ambidexterity ◽  
Organizational Capital ◽  
Hrm Practices ◽  
Hr Practices ◽  
Resource Perspective

Organizational ambidexterity has been well researched. Yet, the human resource perspective on this is non-existent. We contribute by providing an empirical understanding of HRM practices at a large MNC encompassing both structural and contextual ambidexterity. Our revelatory case design provides an in-depth investigation of a French MNC. Findings suggest that an intellectual capital configuration, with relatively high levels of human, social, and organizational capital respectively is essential for fostering ambidexterity. Additionally, both a human-capital enhancing HR system and an administrative HR system aids ambidexterity. We discuss the intellectual capital architecture, HR practices, theoretical contributions, limitations, and directions for further research.

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