Faults Made by Leaders and HR Managers in the Selection of Employees and Opportunities to Prevent Them

2020 ◽  
pp. 1-9
Author(s):  
Martin MOSER
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Demographic Change ◽  
Personnel Selection ◽  
Mental Stress ◽  
Skilled Workers ◽  
Critical Issues ◽  
Hr Managers ◽  
A Company ◽  
Selection Of

Executives and HR managers face many challenges today, such as demographic change, shortage of skilled workers, development of the diversity of the staff, pressure to expect service quality, increase in mental stress, etc. Personnel selection is one of the most critical issues for a company because it is an investment in human capital, which can be a decisive competitive advantage for an organization. For many companies and industries, it is becoming increasingly difficult to find suitable staff, since applicants tend to be interested in large corporations or attractive brands.

scholarly journals MODERN SYSTEMS OF PERSONNEL SELECTION AS A BASIS FOR THE HUMAN CAPITAL FORMING AT THE ENTERPRISE

2017 ◽  
pp. 107-112
Author(s):  
Natalia Kravchuk
Keyword(s):  
Human Capital ◽  
Personnel Selection ◽  
Economic Conditions ◽  
Employment Service ◽  
Advantages And Disadvantages ◽  
State Employment ◽  
External Sources ◽  
Modern Economic ◽  
Business Entities ◽  
Selection Of

The article examines the essence, main advantages and disadvantages, as well as the tools of selection and selection of personnel at modern enterprises. In particular, external sources (consulting, outsourcing, Internet, recruiting, the State Employment Service) and internal (Internet, universities, media, own resumes, personal contacts, fairs) of the source are classified as the main methods of employee search. The main methods for recruiting staff were interviewing, Brainteaser-interviews, stressinterviews, physiognomy and others. The efficiency of using the methods of selection and selection of personnel in modern economic conditions for increasing the profitability of business entities has been proved.

scholarly journals Human Capital Situation in Indian Pharmaceutical Sector

2019 ◽  
Vol 8 (3) ◽  
pp. 2980-2983
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Capital Investment ◽  
Workforce Planning ◽  
Human Capital Investment ◽  
Development Program ◽  
Training And Development ◽  
A Company

In the global scenario, the companies are controlled by challenger, despite of industry. The highly aggressive market has made impression on the companies to have competitive advantage. The unique challenging edge is company’s human capital. The human capital play significant role in increasing organizational performance. Now organizations have to take moment to enhance their workforce by imparting training and development program to upgrade skills, talents and knowledge to make their human capital effective. It also examines on the mindset of the employees and gives high attainment in their workforce planning. An employee is most valued resource to a company and provides tangible base needed to build long-term profitability and continuous success. Hence the study determines the significance importance of human capital investment in Indian pharmaceutical sectors. The situation of current human capital investment are explore and conclusion drawn from the study

scholarly journals “Remuneration is not all that an employee works for”– about gratification and different forms of non-wage motivation in the company

2018 ◽  
Vol 6 (1) ◽  
pp. 29
Author(s):  
Krzysztof Gaweł
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Highly Qualified ◽  
The World ◽  
Basic Salary ◽  
The Relationship ◽  
A Company ◽  
Market Success

The aim of the paper is theoretical presentation, along with a description of the practical example, the relationship between human capital and the expected basic salary, as well as the presentation of diversified non-wage motivation methods for employees. In today's innovative times, where the world seems to be the most technologically advanced, worker is still the most important component in the establishment of a company. A company that does not possess a creative, highly qualified and properly motivated staff cannot count on achieving competitive advantage, market success, and long-term profitability.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

The Influence of Human Capital on Financial Performance and Corporate Value

2019 ◽  
Vol 10 (1) ◽  
pp. 47-56
Author(s):  
MULYANINGTYAS MULYANINGTYAS
Keyword(s):  
Human Capital ◽  
Financial Performance ◽  
Firm Value ◽  
Stock Exchange ◽  
Learning Experience ◽  
Vital Role ◽  
Knowledge Capital ◽  
Corporate Value ◽  
Descriptive Approach ◽  
A Company

Human Capital (HC) reflects the knowledge capital of employees of an organization. In this era there was a huge changes in the economic field where human capital would be a factor of production that has a vital role. One way to increase human capital for companies is to increase expertise through learning experience programs. Profitability is a reflection of the financial performance of a company and a company that is well aware of the management of Human Capital, because the good and bad of Human Capital will affect the company's financial position directly and affect the company's profitability in the end. This study aims to determine whether the influence of human capital on firm value with financial performance as an intervening variable in the banking companies on the IDX registered in 2012-2016. This study uses two approaches, namely descriptive approach and explanatory approach. The technique of determining the sample of this study was purposive sampling carried out on banking companies which during 2012 to 2016 were listed on the Indonesia Stock Exchange.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

Zarządzanie wiekiem jako strategia wzrostu konkurencyjności przedsiębiorstw w dobie globalizacji

2011 ◽  
Vol 7 ◽  
pp. 73-81
Author(s):  
Paweł Czapliński
Keyword(s):  
Competitive Advantage ◽  
Management Strategies ◽  
Cultural Conditions ◽  
Age Diversity ◽  
Potential Benefits ◽  
A Company

This article is an attempt to characterise the age management strategies in companies in the context of demographic, economic and cultural conditions. As it is suggested by the conducted research, the majority of Polish companies currently do not use the age management strategies, which is primarily caused by their failure to realise the potential benefits as the fact of possessing rich age diversity in a company is one of the methods to accomplish the competitive advantage.

Identifikation und Auswahl von Business Ecosystems*/Identification and selection of business ecosystems. Procedure and strategic and operative integration in industrial companies

2019 ◽  
Vol 109 (04) ◽  
pp. 294-301
Author(s):  
R. E. Geitner ◽  
T. Bauernhansl
Keyword(s):  
Value Proposition ◽  
Business Ecosystem ◽  
Industrial Companies ◽  
A Value ◽  
Basic Procedure ◽  
Business Ecosystems ◽  
Value Propositions ◽  
Operational Integration ◽  
A Company ◽  
Selection Of

Die fortschreitende Digitalisierung führt zu neuen und konvergierenden Produkt- und Dienstleistungen und effizienteren Prozessen. In Verbindung mit einem Wandel der Bedürfnisse führt sie darüber hinaus auch zu einem veränderten Nutzerverhalten und Nutzenverständnis der Kunden. Zur flexiblen und schnellen Umsetzung von passgenau individualisierten, oft branchenübergreifenden Wertangeboten und der Absicherung des Kundenzugangs wird es zukünftig wettbewerbsentscheidend sein, sich im richtigen Business Ecosystem – also der Gruppe von Akteuren die interagieren müssen, um ein entsprechendes Wertangebot zu realisieren und den entsprechenden Kundenzugang haben – zu bewegen und dieses mitzugestalten. Der Beitrag beschreibt das grundsätzliche Vorgehen zur Identifizierung und Auswahl relevanter Business Ecosystems sowie deren strategische und operative Einbindung in ein Unternehmen.   The ongoing digitization leads to new and converging product benefits and more efficient processes. In connection with a change in needs it also leads to a change in user behaviour and understanding of the benefits for customers. For the flexible and fast implementation of customized, individualized, often cross-industry value propositions and the safeguarding of access to customers, it will be crucial in the future to act and help to shape the relevant business ecosystems (group of actors that need to interact in order to realize a value proposition or to have access to customers). The article describes the basic procedure for identifying and selecting relevant business ecosystems and their strategic and operational integration into a company.

Could CSR improve the financial performance of developing countries’ firms? Analyses of mediating effect of intangible resources

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Hamdoun ◽  
Mohamed Akli Achabou ◽  
Sihem Dekhili
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Mediating Effect ◽  
Social Dimension ◽  
Content Type ◽  
Intangible Resources ◽  
The Impact

Purpose This paper aims to examine the link between corporate social responsibility (CSR) and financial performance in the context of developing countries. More specifically, the mediating role of a firm’s competitive advantage and intangible resources, namely, human capital and reputation are studied. Design/methodology/approach The study considered a sample of 100 Tunisian firms. The analysis makes use of the structural equation modelling method to explore the relationship between CSR and financial performance, by including mediator variables. Findings The results confirm that CSR has no significant direct effect on financial performance. In particular, they indicate that the social dimension of CSR has a negative impact on performance. However, CSR does have a positive impact on competitive advantage via the two intangible resources considered, human capital and company reputation. Research limitations/implications The research fills a gap that occurred in the previous literature. In effect, previous studies focussed only on the direct link between CSR and financial performance. In addition, it enriches the limited literature on CSR strategies in the context of developing countries. However, further studies should explore the opposite relationship, i.e. the impact of financial performance on CSR strategy. In addition, the authors believe that amongst other potential research avenues, it would be interesting to study the moderating role of the activity sector. Practical implications From a practical point of view, this study suggests new applications with respect to the link between CSR and financial performance. To enhance their company’s financial performance, managers need to ensure that intangible resources are managed efficiently. Originality/value The paper contributes to the literature by examining how a firm’s intangible resources mediate between CSR and competitive advantage and how competitive advantage mediates between intangible resources and financial performance. Second originality is related to the study of the link between CSR and the financial performance of business organisations in the context of a developing country.

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