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

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.

Human Capital Management of Government Internal Supervisory at the Ministry of Defense of the Republic Indonesia

The results of the study found that the government internal supervisory performance was not yet optimal in supporting the achievement of the vision and mission as well as organizational goals. This study aims to provide an overview of human capital management practices of government internal supervisory at the Ministry of Defense by using a balanced scorecard perspective approach from a stakeholder perspective, a business internal process perspective, a learning and growth perspective and a financial perspective. This study used a qualitative method with a case study approach and used purposive and snowball sampling. There are 19 informants including a structural officer, the auditor, and personnel from the National Financial and Development Supervisory Board. It is noted that the quality of the auditors does not fulfill the required quality. The recommendations include the importance of improving aspects of human resource competence through education and training for certification of the Functional Auditor (JFA) according to the level of the position, improving the quality of the code of ethics, improving the recruitment system, and increasing the budget for providing the operational budget and enhancing the quality of the government internal supervisory.

The Essence and Role of Human Capital in Increasing Production Efficiency

The article discusses the origin of the concept of "human capital". In the economic and social sciences, the first place is always occupied by human capital, whose creative qualities, abilities, strengths can improve one's personality and the world around it. But the development of the material and technical base of accelerated production overshadowed the problems of human development and its productivity capabilities. As a result of all this, for many years the capabilities of the producer were considered as one of the quantitative factors of production. At the same time the main task was only a qualitative combination of labor, working capital and fixed assets. The idea of human capital has long been rooted in the history of economic thought. One of his formulations can be found in William Pete's "Political Arithmetic", which was later reflected in Adam Smith's "Studies on the Nature and Causes of People's Wealth", in the Principles of Economics by Alfred Marshall and many other scholars. The theory of human capital was developed at the turn of the 50s and 60s of the 20th century. The paper analyzes the structural elements of human capital from the point of view of various authors. The author has studied the characteristics of human capital that distinguish it from other capital. The characteristics of the human capital of the organization were examined, the evaluation methods were determined, the role of human capital in the improvement of the efficiency of the organization was determined. It has been found that the effectiveness of human capital management depends on the mobility of working resources. As a result of the research, the author presented a model of human capital management of the organization. Keywords: human capital, organization, efficiency, formation, management, system.

Human capital management and performance of community-based health planning and service (CHPS): a mediator analysis

Purpose This paper aims to examine the complexity of the relationship between human capital management (HCM) and the performance of community-based health planning and services (CHPS) from an emerging market perspective. It further explores the mediating role of community orientation; institutional intervention and capability of resources in the hypothesized relationship between HCM and the performance of CHPS. Design/methodology/approach Quantitative data was collected (through a survey) from 210 health volunteers using a systematic random sampling technique. A 95% response rate was realized and the data was analyzed using exploratory and confirmatory factor analysis and hierarchical multiple regression. Findings HCM has a direct relationship with the performance of the CHPS model. It also emerged that institutional intervention and capability of resources partially mediate the relationship between HCM and CHPS performance; while community orientation fully mediates the same relationship. Practical implications Capacity building for staff must be wired into the workings of the CHPS model to yield the maximum impact. This points to the need for training packages that focus on building both social and cultural competence for staff working among locals under the CHPS model. Effective planning is, thus, needed to ensure a seamless allocation of adequate resources to boost performance. Also, community engagement is critical to the success of the CHPS model as it could serve as a platform for awareness creation among locals. Originality/value This paper introduces community orientation, institutional intervention and capability of resources as mediating variables to investigate the hypothesized relationships. It offers a developing country insight into how HCM-related factors might be impacting the performance of community-based health programs.

AI-Powered HCM: The Analytics and Augmentations

Artificial intelligence (AI) is seemingly everywhere, red-hot right now, livewire and livelihood for everyone contributing $15 trillion to the World Economy and amplifying Society (Humans 2.O), auguring Service (Cyborg Concierge) and augmenting Management (C-Suite). The waning of ‘Enterprise Technologies’ (R/3 Legacy Systems) and waxing of ‘Dynamic Technologies’ viz., Artificial Intelligence (AI), Deep Learning (DL) and Machine Learning (ML) reshaped, redefined and rewrite the concept of ‘Human Capital Management (HCM)’. The ‘Human Capital’ has always been a top challenge and ‘Human Talents’ are ever scarce resources even today. The Human Capital Management (HCM) and Human Capital Intelligence (HCI) emerged as ‘Natural Intelligence Science’ for Chief Human Resources Officer (CHRO). The HCM Functions have been augmenting, ‘app’ified (an application form) a nerve in a large, diagnosing and detecting problems, proposing the promising solutions. AI-powered HCM embedded into the workplace and transformed the workforce from doing digital to being digital, from centre driven to human-centric, from compliance and control to trust and empowerment. In dictum, AI and ML will be ‘Bright and Shiny Objects’ in the future reinventing Employee Workforce Analytics and redefining Employee Interface (EI) and refining Employee Experience (EX).

Structure of Remuneration as Assessed by Employees of the Energy Sector—Multivariate Correspondence Analysis

Remuneration policy is an element of company management. Remuneration systems should be flexible and evolutionary. They must consider not only the changes in the external environment but, most of all, the changing needs of the internal environment. In practice, this means aligning the company’s strategy and goals with the remuneration system. What is more, the remuneration policy must be consistent with all personnel substrategies, which should systematically create integrated human capital management. The aim of our research was to determine how employees perceive the appropriate structure of remuneration and how the relationships between the elements that make up the structure of remuneration are perceived. Energy sector employees were selected for the study, dividing the group of respondents by gender, age and level of education. The obtained data were submitted to multivariate correspondence analysis. The analysis of the perception map for the variables of gender, age and education, as well as the subjective assessment of the components of remuneration, allows the general assertion that both men and women believe that the amount of the fixed part of remuneration should be influenced by such elements as: work efficiency, education, seniority in the current place of employment, position in the hierarchy of the position held, as well as the level of salaries in the labor market. But people aged 60 and over with a vocational education tend to believe that the amount of the fixed part of remuneration should be influenced by collective agreements. Moreover, people aged 25–34 with higher education believe that the granting of additional benefits should not be affected by collective labor agreements.

Assessing the Influence of Selected Human Capital Management Factors on the Organizational Performance of Higher Education Sector in Afghanistan

Human resources are found to be one of the most fundamental contributors in the success of any organization. In the context of the education sector, the importance to be attributed to the potential human capital and its management is ever-increasing. The main purpose of the study is to establish the influence of human capital management on performance of an organization, particularly within the education sector of Afghanistan. For this purpose, 20 universities were selected, amongst which 10 universities were private and the rest 10 were government institutions. The study used questionnaire method to collect the required data from selected public and private universities in Afghanistan. Three hundred employees were sampled from various higher education institutions of the country, both public and private and the data were analyzed through SPSS 16 version. The findings of the study depict a strong positive relationship between human capital management and organizational performance.

Features of human capital management in the context of digitalization

The article examines the features of the human capital management system in the context of digitalization, which is currently considered one of the key factors of the company’s competitiveness.