Human Capital Of Enterprise Research Articles

Design of corporate human capital value measurement model based on binary tree

The measurement process of corporate human capital value ignores the in-depth analysis of the influencing factors of value measurement, which leads to the inaccuracy of the measurement result of corporate human capital value. Therefore, taking an enterprise in Heilongjiang Province as the research object, a measurement model of enterprise human capital value based on binary tree is designed. Establish the corporate human capital value measurement index system, and initially fix the human capital value. Calculate the floating value of human capital under the complete information, and determine the influencing factors of human capital value measurement. The human capital value of enterprise under incomplete information is calculated to complete the construction of the measurement model of human capital value of enterprise based on binary tree. Taking the actual human resource performance score of an enterprise from 2019 to 2022 as an example, the experiment proved that the design model and the traditional measurement model evaluated the enterprise human resource performance, and proved that the measurement model based on binary tree was more accurate than the traditional model, and the final measurement accuracy of the design model reached 93.5%. Compared with the traditional measurement model ahead of 18.5%–10.3%, compared with the current advanced measurement model ahead of 5.2%–5.7%. The evaluation Angle in the research is slightly lacking of practical significance, and further research can carry out further evaluation on income to maximize the practical significance of the research. However, the model is evaluated from the perspective of pricing, but in real life, the value of enterprise human capital is reflected in income distribution. Therefore, if the measurement of human capital value is combined with income distribution in the next step, the research results will be closer to the actual situation and will have more practical significance.

Проблемы формирования кадрового потенциала организаций сельского хозяйства Самарской области

The article is devoted to the study of factors influencing the human resources formation as a component of the agricultural organization human capital. The indicated factors are considered in the context of their correlation with problematic aspects of the agriculture human resources potential formation and development both in the country and in a separate region. In order to identify indirect aspects that affect the agricultural enterprise human capital in Samara region, a SWOT analysis of business conditions in the region and labor market and employment indicators statistical study for the activity relevant type were conducted. The proposed directions for solving the agricultural organizations human resources formation and development problems in Samara region are outlined in the framework of improving and creating regional programs.

Index approach to the assessment of the formation of human capital of the enterprise

Purpose: of the article is to develop a methodology for assessing the formation of an enterprise human capital, which is based on the calculation of indices of formal and informal learning of its employees.Methods: this article is based on the key provisions of the theory of human capital. The focus of this research is the specific enterprise human capital. The questionnaire method was used, which allowed assessing the development of the enterprise human capital based on the opinions of its direct carriers – employees representing different professional groups. The index method was used. Based on the calculation of the indices of formal and informal learning, the composite indices of the formation of human capital were determined, reflecting the assessment of the actual learning of employees and the desired state in which they feel the need. Visualization of the obtained results is presented in the form of theperception map.Results: the article presents an improved methodology for assessing the formation of human capital of an enterprise. The assessment of the formation of human capital of various professional groups of employees of the enterprise is carried out. The conducted research has shown that the need for formal and informal learning in various professional groups is differentiated. The essence of the author's position is that one of the most important tasks of the enterprise for the development of human capital is the organization of formal and informal learning of its employees in accordance with the current and future needs of the enterprise itself. The prospects for the development of the enterprise human capital are seen in the development of its vocational education ecosystem by strengthening relationships with educational organizations and other providers of new progressive knowledge, and also by strengthening the relationship between formal and informal learning.Conclusions and Relevance: the approach to the assessment of the human capital development of an enterprise considered in the article allows us to give practical recommendations on optimizing the organization of learning of the enterprise employees. The results of the study can be used by the professional community, including business leaders, to form a strategy for the development of human capital.

Human Capital Digital Incentive Mechanism Construction Based on Deep Learning

The introduction of human capital can be traced back to the ancient Greek period, emphasizing the important role of knowledge and skills in the production and life process. Human capital reward mechanism promotes modern social and economic development and is an important part of social and economic growth. The core management of the enterprise is the management of human capital, and the central work of human capital management is the incentive of human capital. Many enterprises are now facing difficulties in industrial operation, serious brain drain, and lack of core competitiveness in the market. As a result, enterprises cannot adapt to the speed and requirements of today’s social and economic development. One of the important reasons is that the enterprise lacks attention to the value of the human capital incentive system, or the human capital incentive system of the enterprise is unreasonable, which leads to a series of problems such as poor employee enthusiasm and low enterprise performance. How to establish a reasonable and effective incentive mechanism to mobilize the enthusiasm and creativity of employees has become a problem that enterprises must pay attention to. Taking the technical managers and general technicians of a high-tech enterprise as an example, combined with the deep learning method, the article made a detailed analysis of the four major incentive factors of enterprise human capital. It made employees’ satisfaction with corporate cultural incentives reaching 56.1%, which showed that emotional motivation was also one of the key factors for employees to be satisfied with the corporate incentive system.

Formation of human capital in the real economy sector: ecosystem approach

Purpose: the purpose of the article is to substantiate the ecosystem approach to managing the interaction of an enterprise with educational and other organizations to provide it with the necessary human capital.Methods: this article is based on an ecosystem approach. A resource approach was used to substantiate the advantages of the professional and educational ecosystem. The method of situational analysis is used. The questionnaire method made it possible to evaluate the results of the ecosystem of a particular enterprise based on the expert`s opinion. The assessment of the structural model of management of the professional and educational ecosystem was carried out using correlation analysis.Results: the possibilities of an ecosystem approach to the formation of new organizational forms of interaction between subjects of the real sector of the economy and the education system in a dynamically changing external environment are shown. The content of the vocational education ecosystem is revealed as a kind of socio-economic, the key features of which are the specific composition of subjects and a special goal (creation of joint value) – reproduction of the enterprise human capital. The key objects of management of the vocational education ecosystem are highlighted: resources, processes, results and interaction of participants. An algorithm for evaluating the management system of the vocational education ecosystem of the enterprise is presented. The experience of the vocational education ecosystem of a knowledge-intensive enterprise is analyzed and practical recommendations for its development are given.Conclusions and Relevance: the approach to the management of the vocational education ecosystem through the analysis of key objects considered in the article has practical significance and allows us to give concrete practical recommendations for its improvement. Based on the results of the analysis of the objects of management of the vocational education ecosystem of the machine-building enterprise, the need to strengthen the relationship of enterprises with educational organizations that form the basis of human capital has been established. The key advantage of the vocational education ecosystem of the enterprise is the unhindered accessibility for employees of the enterprise in advanced training, the implementation of the principle of lifelong learning.

An Early Warning Risk and Control Model for Manpower Capital Investment Using Data Warehousing and Computational Intelligence.

Human capital plays an important role in the development of enterprises. Investing in human capital is the main focus of enterprises to improve personnel quality and enhance their core competitiveness. With the development of market economy, the function of human resource market allocation has been improved and the mobility of enterprise human resources has been enhanced leading to the increase in investment risk of enterprise human capital. Enterprise human capital investment risk has a negative impact on enterprises, reduces the income of enterprises' human capital investment, and affects their growth. Hence, enterprises need to avoid the risk of human capital investment or minimize the negative impact of risk. Using the data warehouse and computational intelligence, this paper constructs the early warning and control model for human capital investment risk and analyzes the existing approaches during the recruitment process and training, investment, and production, among enterprises. Finally, this paper proposes the corresponding control method according to the model inspiration.

Management accounting of costs for human capital of the service enterprise

The systematic study, critical assessment of theoretical provisions and current practice of accounting organization of costs for human capital of the service enterprise, improvement of accounting mechanisms for the use of personal human assets and human capital of the enterprise are provided in the article. It is proved that the need to reflect human capital in accounting is due to the following factors: human capital is considered an integral part of national wealth; determining the main role of human knowledge, abilities, qualifications, and education in the process of social production; change of attitude to a person that is the appreciation of its creative potential and intellectual abilities. Characteristic definitions of human capital in aspects of different spheres of its functioning are analyzed. Peculiarities of normative and legal regulation of human capital as an intangible asset under SSAP and IFRS and identification of contradictions in accounting of personnel costs under the current accounting system are considered. The peculiarities of the organization of primary accounting of human capital at the enterprises of the service sphere are considered. It has been proposed to record information on the costs for human capital in terms of the processes of its formation, use, and development in the Employee Data Card (standard form P-2) by introducing an additional Section VI “Costs per employee.” The financial statements of analytics have been improved to Form No.1 of the Balance Sheet (Statement of Financial Condition) by introducing analytics in the first section of liabilities in the item “Additional capital” of information on human capital of the enterprise, which will generate financial statements for full disclosure to stakeholders, especially investors. Suggestions are given for the prospects of further development: research of accounting of costs for personnel of the enterprise depending on the life cycles of personnel and the enterprise, development of theoretical and methodological bases of corporate social reports on human capital, improvement of personnel value assessment methods (especially residual and liquidation value).

Impact of enterprise human capital on technological innovation based on machine learning and SVM algorithm

Human resource is the most important resource of an enterprise, and good talents can lead the enterprise to make continuous breakthroughs. So far, human resource has become the key to the competition of enterprises in the market. The reasonable distribution of human resource can enhance the competitiveness of enterprises. In addition, giving full play to the role of talents can promote the innovation and development of enterprises. Therefore, we should give full play to the role of talents in the development of enterprises. Through the construction of the model, we can see that human resources have a positive role in promoting the development of enterprises. The efficient use of human resources can make the development of enterprises more stable. Enterprises are composed of people, and talents are the main driving force for sustainable development of enterprises. The dynamic ability and technological innovation ability of talents are the key to enhance the innovation ability and market competitiveness of enterprises. This paper mainly studies the influence coefficient of talent's dynamic ability and technological innovation ability. We can judge the influence degree of human resource on enterprise according to the different influence coefficient.

MANAGEMENT ACCOUNTING OF COSTS FOR HUMAN CAPITAL OF THE SERVICE ENTERPRISE

The systematic study, critical assessment of theoretical provisions and current practice of accounting organization of costs for human capital of the service enterprise, improvement of accounting mechanisms for the use of personal human assets and human capital of the enterprise are provided in the article. It is proved that the need to reflect human capital in accounting is due to the following factors: human capital is considered an integral part of national wealth; determining the main role of human knowledge, abilities, qualifications, and education in the process of social production; change of attitude to a person that is the appreciation of its creative potential and intellectual abilities. Characteristic definitions of human capital in aspects of different spheres of its functioning are analyzed. Peculiarities of normative and legal regulation of human capital as an intangible asset under SSAP and IFRS and identification of contradictions in accounting of personnel costs under the current accounting system are considered. The peculiarities of the organization of primary accounting of human capital at the enterprises of the service sphere are considered. It has been proposed to record information on the costs for human capital in terms of the processes of its formation, use, and development in the Employee Data Card (standard form P-2) by introducing an additional Section VI “Costs per employee.” The financial statements of analytics have been improved to Form No.1 of the Balance Sheet (Statement of Financial Condition) by introducing analytics in the first section of liabilities in the item “Additional capital” of information on human capital of the enterprise, which will generate financial statements for full disclosure to stakeholders, especially investors. Suggestions are given for the prospects of further development: research of accounting of costs for personnel of the enterprise depending on the life cycles of personnel and the enterprise, development of theoretical and methodological bases of corporate social reports on human capital, improvement of personnel value assessment methods (especially residual and liquidation value).

Human capital of enterprise in the global space of knowledge economy

Methods. In the course of the research a dialectical approach was applied – to determine the main characteristics and factors of modern socio-economic development; historical and logical methods – while considering the evolution of economic thought in the study of human capital; abstraction – while establishing the essence of the concept of «human capital»; scientific generalization – while identifying changes in qualitative and quantitative characteristics of human capital in different countries. Results. Quantitative and qualitative changes in the process of human capital functioning depending on the rate of destruction of old models of economic development, development of new knowledge in various spheres of society life and the effectiveness of their transformation into strategic assets of economic structures at the levels of macro and microeconomy. The relevance of the study of the problem of human capital is proved and its increase in the context of global competition for technological leadership and strengthening the emigration of talent, especially from developing countries. On the basis of the generalization of foreign and domestic experience, there is given a description of changes regarding operating conditions and directions of further development of human capital when the digital economy is forming and new technologies are introduced that change the functionality of market structures, their targets, models and time parameters of contractual relations “employer-employee” in unstable conditions and force majeure circumstances of the pandemic. There is grounded the thesis about the underestimation of the nation's intelligence which worsens the conditions for the reproduction of human capital and attracting the necessary investment for the development of the intellectual labor market. Novelty. The necessity of transition to a new paradigm of human capital development in the dynamic environment of knowledge economy is substantiated. The specifics of this paradigm, which takes into account the growing role of the individual and political capital in the processes of transformation of human resources into a strategically important component of intellectual capital, reflects the new socio-economic space of formation of human capital and human sociology with emphasis on global mobility. Practical value. Disclosure of the importance of human capital for a particular enterprise, national economy and world economy allows us to focus on the sources of its investment and areas of more effective involvement in the process of creating well-being at the level of the individual and society as a whole.

A flexible evolutionary model of machine learning of the most successful strategies of human capital development

As a result of research, the concept of a flexible evolutionary model is proposed, which with the help of machine learning allows obtaining the most successful strategy for the development of human capital. The proposed conceptual and methodological approach to machine learning of the process of assessing human capital of enterprises, taking into account the cognitive psychology of man and reflective attitudes in the human environment, can increase the effectiveness of decision-making in the field of human capital development management. The training involves indicators of return on investment in the individual, in the types of components of human capital, which are characterized by properties (creativity, competence, purposefulness, communication, motivation), where between their varieties there are appropriate reflective relationships. The main difficulty of this approach to the choice of alternative solutions for finding options for the use of human capital is the correct selection of indicators of significance (return) of contributions to the development of types of human capital, on the basis of which cycles occur of systemic learning. This approach can simplify the search for and developments of human capital development strategies, present alternative ways, and simplify management decisions.

Human Capital of the Enterprise in the Context of System Economy

One of the key factors that determine the success of the company and ensure its ongoing development, adaptation to the requirements of the digital economy, is the human capital (HC) of the enterprise. In this regard, the purpose of the study is designated as identifying ways to support the integral and sustainable growth of a company based on the development of its human capital. Since an enterprise is an open socio-economic system, the methodological basis of the work is the systems economic theory, which made it possible to present the company's activities as the interaction of object, environmental, process and project systems. Based on this concept and taking into account the objectives traditionally pursued by the company, four basic functional complexes have been identified that ensure the stability and reproductive capabilities of the enterprise, the challenges that need to be overcome within such capabilities were identified, the requirements for the knowledge, skills and abilities of personnel were established. Comparison of the human resources of the enterprise and the features of the corporate tasks solved with their help made it possible to group the elements of the company's HC in a new way – depending on the impact on the noted basic subsystems that determine the integrity of the company. This systematization demonstrated the interconnection of individual elements of the enterprise's HC and the performance of the corresponding complexes. Thus, the probable personnel reasons for the lag in certain areas of the company's activity and the possibilities of their reorganization by targeted impact on the required elements of the HC were identified. Since the implementation of the proposed approach requires the determination of the status of the corporate HC, and the reliability of such a procedure traditionally raises criticism due to the objective difficulties of measurement, the article proposes a methodology to streamline the process of assessing the state of the parameters under study. The methodology is based on the ranking of HC indicators depending on the accuracy of displaying the parameters of the object. The proposed approach made it possible to determine the tools for monitoring the selected categories of human capital, ways to step them up and remedy the situation.

Human Capital in Russian Power Generating Corporations

The Russian energy industry is on the verge of major changes. The potential of existing technologies has been exhausted, and to ensure economic growth, the development and implementation of new approaches in the field of electricity generation is necessary. The human capital of enterprises is the most important driver of changes in the energy sector. The purpose of the article is to analyze the influence of factors characterizing human capital on the effectiveness of Russian power generating corporations. The study found that the efficiency of power generating corporations is most strongly influenced by the share of managers in the structure of employment and labor productivity. Such indicators as the share of specialists with higher education and staff turnover did not significantly affect the efficiency of power generating corporations.

ТРАНСФОРМАЦИЯ СИСТЕМЫ УПРАВЛЕНИЯ ПРЕДПРИЯТИЕМ: ОТ НАЙМА РАБОТНИКОВ К ЧЕЛОВЕЧЕСКОМУ КАПИТАЛУ

The article highlights the features of the management system of social and labor relations of the enterprise. For this purpose, a characteristic is given and the transformation of objects of management of social and labor relations of an enterprise is shown. The work also provides a brief overview of the key concepts of the theory of the firm, management of social and labor relations and the direct implementation of various enterprise management systems. The comparative characteristic of the system change is given: from the management of labor (human) resources to the management of the enterprise's human capital. It is shown that it is the management of the human capital of an enterprise that demonstrates its greatest efficiency in the transition to a knowledge economy.

Market fundamentals of organization of work in the field of stage and audio-visual arts and production

Market fundamentals of organization of work in the field of stage and audio-visual arts and production

Research on Regional Human Capital and Technological Innovation of Enterprises—Empirical Based on the R&D Intensity

Ethnological innovation is inseparable from human capital. Regional human capital as an endogenous force can promote the technological innovation capability of enterprises. Lots of researches argue that regional human capital and the Technological innovation are positive linear, while ignoring the moderate effects by R&D intensity. This paper bases on the provincial panel data of 2009-2015 years in China to explore the impact of regional human capital on technological innovation of enterprises, furthermore, under the moderate effect of R&D intensity. It’s found that regional human capital can effectively enhance the technological innovation capability of enterprises. Besides, R&D intensity has a significant moderating effect on the relationship between regional human capital and enterprise technological innovation capability.

The critical success factors of social entrepreneurship in India: an empirical study

The paper describes the social entrepreneurship (S-ENT) critical success factors (CSFs) identified from a survey study carried out in India. The ranking analysis of the survey results shows that 28 factors are rated as critical for determining the S-ENT success of a social enterprise. Further, the factor analysis revealed that the identified CSFs can be grouped into seven clusters, namely leadership, social enterprise planning, community engagement, innovative financing, human capital, legal support, and social enterprise marketing. The outcome of the thesis provides pioneering insights through a structured framework for investigating the individual CSFs and their different levels of contribution to S-ENT success. The inventive knowledge generated out of the thesis work, can be specifically fruitful for practitioners and other stakeholders in identifying the areas of their social enterprise functioning that demand their utmost priority and attention, in identifying the skills and resources required for their venture success, in assessing their competitive advantage and in helping to setup evaluation mechanism of their ventures etc. The pioneering insights can also be utilised by academicians for theory building and further analysis in the field.

Motivating Workers at Russian Industrial Enterprises in a Time of Reindustrialization

This article examines the problem of how subjectively prepared the human capital of modern Russian industrial enterprises is for the technological breakthrough on the threshold of the fourth industrial revolution. It analyzes social types of workers differing in terms of motivator-dominants for labor (motivation models) on the basis of an expert sociological survey of company managers. These types are “lumpen person,” “economic person,” “social person,” “ethical person,” “psychological person,” and “creative person.” The conclusion that the “economic person” dominates in the social structure of enterprises, that the “lumpen person” has a noticeable presence in this structure (10 percent), and, in the context of urgent development tasks, that the “creative person” holds a weak position shows that it is not possible for the human capital of enterprises in its current form to act as a full-fledged catalyst of technological breakthroughs. At the same time, the article finds preliminary confirmation of a hypothesis regarding a regressive trend over time of the structure under examination: a strengthening of the “negative” positions in terms of production output of the “lumpen” group of workers and a weakening of the position of the “positively tinged” (creative) group.

Econometric Modeling of the Relationship Between Competitiveness and Human Capital

Ensuring and maintaining staff competitiveness on the national and international level, the quantification of effective ways of enhancing competitive advantages of the national economy, are crucial strategies for socio-economic development of world countries. This article investigates the determinant aspects of the interdependencies between competitiveness and human capital for the purposes of statistically evaluating the observed connections. The research methodology focused on use of the following methods: analysis, synthesis, comparison, induction, abduction, scientific abstraction, and modelling. Based on the research, we can conclude that there are direct links between competitiveness and human capital, thus, with the growth of enterprise human capital, the competitiveness of the companies will increase simultaneously.

The Quality of Enterprise Human Capital: Empirical Evidence Based on Enterprise Survey in China

Based on the classical human capital theory, we propose the connotation of human capital quality which is the combination of knowledge; techniques, capability and health etc. that are embedded in labor and with economic values. According to this concept, we put forward the three-dimensional structure of human capital quality which is constructed by health awareness, education effect and family background. And on the ground of our hypotheses, we set up theoretical models of second-order CFA and get perfect fit by using enterprise survey data of Dongguan city in China. Furthermore, we adopt multiple-group CFA model to test the invariance across subsample of workers and sub-sample of managers and technical staff. Implications of the results for public personnel management are discussed at the end.