Human Capital Management Practices Research Articles

Exploring human capital management practices: A comprehensive review

This paper comprehensively reviews Human Capital Management (HCM) practices, focusing on key dimensions such as Training and Development, Performance Appraisal, Recruitment and Selection, and Career Management. The success and survival of an organization depend on the efficient management of human resources in today's fast-paced, cutthroat commercial world. Through an extensive analysis of existing literature and empirical studies, this review identifies the critical role of HCM practices in enhancing employee skills, performance, engagement, and retention. The examination of Training and Development initiatives reveals their significance in fostering employee growth, improving competencies, and ensuring adaptability to changing job requirements. Similarly, Performance Appraisal systems emerge as essential tools for providing feedback, aligning individual goals with organizational objectives, and driving continuous improvement. Recruitment and Selection processes are highlighted as crucial stages in acquiring and retaining top talent, emphasizing the importance of aligning recruitment strategies with organizational culture and goals. Moreover, Career Management practices are explored in depth, emphasizing their role in promoting employee satisfaction, retention, and professional growth through clear career pathways, mentoring, and skill enhancement opportunities. Overall, this review underscores the need for organizations to prioritize effective HCM practices as strategic imperatives. By investing in the development, engagement, and retention of human capital, organizations can adapt to market dynamics, foster innovation, and achieve sustainable growth. The findings of this review offer valuable insights for practitioners and scholars alike, informing future research directions and guiding the implementation of HCM strategies in diverse organizational contexts.

Promoting an E-Learning Culture: Exploratory Study of Different Organizational Approaches

Investing in human capital represents a substantial lever for meeting the challenges organizations face, particularly the exacerbation of competition, competitiveness, and performance. (Baujard, 2006). In this landscape, the knowledge and skills of employees represent a fundamental axis for maintaining competitive advantage and pursuing growth. Consequently, the implementation of training programs would enable organizations to develop the potential of their human capital and engage in a dynamic of innovation. (El Yaacoubi and Bennani, 2022) However, in an increasingly connected world, it's time for private and public organizations to embrace digital transformation. (Bellalij, 2021). This is the case for public and private organizations, where the advent of information and communication technologies has completely overturned their managerial context and human capital management practices (Niniss, 2022). Training is one of the practices that should be part of this movement and adopt a strategy of continuous innovation. Keywords: E-learning, E-learning culture, Organizational approaches, Promoting, Qualitative study

Performance management for effective virtual work performance in the higher education sector in the Eastern Cape Province

Theoretical and empirical work on performance management has, over the years guided human capital management practices. In recent years, known practices for effective human capital management have been challenged and thrown into disarray owing to modification of the concept of 'workplace' which has been virtualized in many sectors such as the higher education sector. The purpose of the study was to investigate the question: How can performance management be implemented for better performance of academics at a university selected from the Eastern Cape Province. The study was inspired by the Resource Based Theory based on the need to create unique internal capabilities among human capital for unique performance. A typical university in the Eastern Cape that has significantly virtualized was considered and data was collected through document analysis related to the study of the performance management policy of the university and interviews with eight Heads of Departments (HOD) at the University were conducted. The results showed that performance management in virtual work arrangements should arise from inspired psychological states in academics to meet certain societal needs through effective higher education. Specifically, it was found that in virtual higher education arrangements, academics and non-academics in the sector should be psychologically empowered to see the value of their independent contributions so that they become self driven for better performance. It was also found in the study that performance rewards and personalized job satisfaction and self motivation were important concepts for better performance. It is recommended that, as they virtualise, higher education institutions should promote empowerment and self driven desires to perform through effective reward structures, individual motivation systems and employee recognition systems. There was evidence that these practices have become more important in the virtual context than ever. Keywords: Performance management, Human capital, job satisfaction, employee motivation, virtualization, digitalization, remote working.

УПРАВЛЕНИЕ ЧЕЛОВЕЧЕСКИМ КАПИТАЛОМ В УСЛОВИЯХ НОВОГО ТЕХНОЛОГИЧЕСКОГО УКЛАДА ИНДУСТРИИ 4.0

The task of the research is to analyze the trends in changes in human capital management practices in the context of the spread of the new technological structure of Industry 4.0. The concept of Industry 4.0 implies large-scale digitalization of the industrial and service sectors of the economy. At the same time, employees with the necessary skills should work in new digital enterprises. These skills include digital skills, professional skills and various personal skills. In the context of a massive shortage of relevant skills, directions for developing the necessary skills in employees at the scale of the national economy should be formed. The increment of scientific knowledge in the conducted research is to categorize the skills that workers need in the context of Industry 4.0 and to identify the directions for forming these skills. Further research in the framework of the mentioned problems can be aimed at identifying new skills with the help of various tools and assessing the effectiveness of different formats of skill formation in workers.

Effect of Human Capital Management Practices on Employee Retention in Large Manufacturing Companies in Kenya

Employee retention is vital as it brings implications for organizational competitiveness in an increasingly global landscape. Retaining key employee is a vital source of competitive advantage for any organization. The general objective of this study was to establish the effect of human capital management practices on employee retention in manufacturing companies in Kenya. The study specific objectives was to determine the influence recruitment on employee retention, training, job design and compensation on employee retention in manufacturing companies in Kenya. The theories informing the study were Resource-based theory and Job characteristics theory. The population was 181 large manufacturing firms and the sample size of 124. A Human Resource Manager was purposively selected from each of the 124 manufacturing firms. The study adopted a descriptive research design. Primary data was collected using questionnaire. The data was analyzed using descriptive and inferential statistics. A regression model was used to test the effect of human capital management practices on employee retention performance of manufacturing firms. The results indicated that recruitment and employee retention is positively and significantly related. The results further indicated that training and employee retention is positively and significantly related. The results further indicated that job design and employee retention is positively and significantly related. Lastly, results showed that compensation and employee retention is positively and significantly related. The study concluded that human capital management practices on employee retention in large manufacturing companies in Kenya. The study recommends that HR managers should endeavor that their recruitment, selection and retention process always focuses businesses objectives. The study recommends that HR managers should design specific training programmes that target this group of employee with the aim of enhancing their readiness in taking up tasks and accepting changes in the sector. Remuneration of employees who have upgraded should be reviewed according to human resources policy Keywords: Recruitment, Training, Job Design, Compensation &Employee Retention

Examining the Relationship between Aspects of Human Capital Management and Employee Job Performance: Mediating Role of Employee Engagement and Moderating Role of Perceived Organizational Support

This paper examined the effect of the selected aspects of human capital management on employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the HCM-employee performance link. The research sample is the responses of 426 participants from twelve banking organizations operating in Addis Ababa, Ethiopia, utilizing the social exchange theory and the theory of the resource-based view. This paper is structured quantitatively, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships. The results showed that the Human Capital Management (HCM) practices, namely knowledge accessibility, learning capacity, workforce optimization, leadership practice, and career advancement, positively related to employee job performance. Moreover, the bias-corrected bootstrapping iteration revealed that employee engagement partially mediates this relationship between aspects of human capital management and employee job performance. The findings also show that perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and employee job performance. Conversely, it has an insignificant moderation effect on the association between workforce optimization and employee job performance. Finally, the limitations and future research implications are discussed.

The mediating role of structural capital in the relationship between human capital and performance in the public administrations of Mexico and Peru

Intellectual capital refers to the set of intangible assets that create competitiveness in public and private organizations and has a strategically significant role concerning resources, capacities and organizational performance. However, the academic output on intellectual capital in public administration is limited. The present study was conducted in public organizations in Tamaulipas, Mexico, and Arequipa, Peru; both countries are developing economies. The aim was to analyze the effects of human and structural capital on performance in public administration. A total of 502 questionnaires were administered to public employees in the two countries, using the neural networks technique and structural equation modeling. We found that human capital positively impacted organizational performance, and this relationship was mediated by structural capital. Thus, we recommend implementing structural and human capital management practices, given their role in enhancing the performance in public organizations.

The Effect of HCM Practices and HRM Development and Islamic Economics as Mediation on Employee Commitment in Purwakarta Regency

Purpose: This paper examines the “effect of human capital management practices and HRM Development and the Islamic economics as mediation on evaluating the role of mediation in human resources management and employee commitment in several companies in Purwakarta Regency.Design/Method/Approach: This research uses quantitative research methods. The analysis technique used is path analysis or SEM (Structural Equation Modeling) which is operated with the Smart PLS 3.0 application. The samples used were 75 respondents who were taken randomly from several companies in Purwakarta Regency. Testing begins with validity and reliability tests. Followed by Confirmatory Analysis Test and SEM Processing with Smart PLS. Citation using Zotero.Findings: The HCM variable does not directly affect employee commitment by 0.518 < 1.96, so the null hypothesis is accepted and hypothesis 1 is rejected. So the HRM variable has a direct effect on employee commitment of 1.755 > 1.96, so the null hypothesis is rejected and hypothesis 1 is accepted. Islamic economic variables have a direct effect on employee commitment of 2.801 > 1.96, so the null hypothesis is rejected and hypothesis 1 is accepted. And the HCM variable has no indirect effect, namely through sharia economics on employee commitment of 1.814 < 1.96. So the HRM variable has an indirect effect, namely through sharia economics on employee commitment of 2,333 > 1.96Originality/Value: The main contribution of this research is to provide input to employees that human capital management combined with Islamic economics will have an impact on HR development.

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.

Building a multilevel integrated framework of ambidexterity: The role of dynamically changing environment and human capital management in the performance of Greek firms

AbstractThe purpose of this study is to investigate the serially mediating mechanisms of human capital management practices and organizational ambidexterity, expressed by exploration and exploitation, in the relationship between environmental dynamism and organizational performance, expressed by creativity and productivity. The study is based on 1,183 employees working in 83 Greek private sector firms. By applying multi‐level structural equation modeling, the findings show that the dynamically changing environment has a positive impact on human capital management practices, which in turn have a differential positive impact on exploration and exploitation, which then have a positive influence on organizational creativity and productivity. The study contributes to the literature on organizational ambidexterity by examining whether human capital management practices constitute an antecedent of organizational ambidexterity, and whether organizational performance constitutes a consequence.

Overview of Human Capital Management Policies and Practices of the Textile Industry in Tirupur and Coimbatore Districts – A Study

The commitment of Human capital of cooperative Textile units should be fixed at the maximum level. The role of industrial relation and bargaining moments in private sector textile units have been increased. The presence of the same should be ensured in order to make a good representation of the human capital on before top management and government. The job rotation and transfers of public sector employees strongly affect the work life balance of human capital. The process of transfer and job rotation should consider the personnel issues with the respect of the same. The Human capital outsourcing contract should be abolished in the study area. The Human capital Management strategies should be revised by the government, cooperative privates sector textile units to increase the Human Development Index (HDI) in the study area.

Impact of Female Executive on Investment Efficiency of Listed Companies in Shanghai Stock Market: A Case of Over-Investment

The purpose of this study is to analyze the relationships between the presence of female in top management teams and over-investment behavior of listed companies. This study draws on Richardson’s (2006) model and selects A-share listed companies from the Shanghai Stock Exchange from 2017 to 2018 as a research sample. After eliminating the financial listed companies and missing data samples, 725 sample companies were used for statistical analysis. The result shows that 1) the existence of female top management can effectively inhibit the occurrence of over-investment behavior of the company. 2) The higher the proportion of female senior executives, the less likely the listed company’s over-investment behavior will occur. The research in this paper will provide new ideas for the effectiveness of China’s listed companies to strengthen the internal governance mechanism, provide a broader direction for the study of investment theory, and also promote the transformation of the company’s human capital management practices.

Determinants and Consequences of Human Capital Management Disclosure

Despite increasing attention to firms’ human capital management (HCM), scant large-scale empirical evidence exists regarding the determinants and consequences of HCM disclosures. I develop HCM disclosure transparency measures, using a recent machine learning technique (the word embedding model), and hypothesize that heightened awareness of social-oriented considerations and operational-oriented competitiveness drive HCM disclosure incentives. I find that firms disclose more about their social-oriented HCM information but less about operational-oriented HCM information when product market competition is high. Exploiting reductions in import tariff rates as exogenous variation in product market competition, I document a causal link between market competition and HCM disclosures. Further evidence shows that social-oriented disclosures improve social performance ratings and attract sustainable investors. However, I only find that more operational-oriented HCM disclosures are associated with higher subsequent shareholder value. Taken together, my findings suggest that social-oriented HCM disclosures satisfy investors’ information demand and operational-oriented HCM information reflects value-enhancing HCM practices.

Reducing Voluntary Turnover through Career Development: Strategic HRD Research Proposal

Voluntary employee turnover in the United States continues to spiral out of control and is expected to steadily increase in the coming years. Annual cost to American businesses exceeded $630 billion and is expected to exceed $700 billion within the next 24 months. The reasons for the sharp increase in voluntary turnover are not generational by nature as employees of all generations seek a connection with their employer and the ability to share in the firm’s growth. The reasons expressed by employers and employees include lack of training, weak relationships with managers and a general disconnect from company strategy. The primary reason given in recent years is lack of career development. Scheduled, agenda-driven discussions between senior leadership and the employee is needed to focus on employee skills, capacity for learning and enterprise goals has shown promise in reducing voluntary turnover, increasing employee engagement, and increasing talent depth in medium and large businesses. Career planning and development is not necessarily transactional as it includes specific training for a specific purpose to fit the firm’s strategic objectives. This approach can be used for lateral and vertical movement within the company. This proposal seeks to bridge the gap between existing literatures, current human capital management practices and move the discussion to a level that benefits employees and employers alike.

The Impact of Organizational Culture on Customer Service Effectiveness from a Sustainability Perspective

The conducted study focused on a multinational ITC (Information Technology and Communications) company. Empirical research aimed to evaluate organizational culture based on Denison’s model through four features: capacity development, basic values, customer orientation, and goals and objectives. At the same time, the study analyzed service provided to customers, taking into account its three phases: pre-transaction, transaction, and post-transaction. As research methods, we used a questionnaire-based survey and direct observation. The results of the study demonstrate that the company has a strong culture based on an adequate core value system (shared by company members), innovative and effective human capital management practices, and customer orientation. All characteristics ensure the integration of sustainability principles into strategies, policies, and management practices of the company. At the same time, the authors develop a design and analysis model of the impact of organizational culture features on customer service effectiveness, highlighting that the four organizational culture features are good predictors for improving customer service effectiveness, which promotes an ethical business model and sustainable pursuit of economic, social and environmental performance. The study identified a set of good management practices and solutions in the design, operationalization, and monitoring of customer service.

HUMAN CAPITAL IMPACT ON ORGANIZATIONAL PERFORMANCE: SPECIAL REFERENCE TO THE BANKS IN SRI LANKA

The concept of Human Capital (HC) recently received attention from scholars. They hypothesize that HC represents human factor with combined intelligence, expertise and skills of individuals. Human Capital Management is considered as an integrated approach to manage and develop human capabilities thus achieve high performance. Human Capital Management Practices (HCMP), provide with specific competencies that are important to excel best performance in the business world; the war for excellence escalates as the key factor to accomplish the top position among competitors. HC holds transferable characteristics across the jobs, firms or industry. HC has a broad meaning that includes self-generating, expandable, transportable and shareable characteristics that closely linked with the individual economic performance. Article visualizations:

Association of Employee Engagement Factors and Turnover Intention Among the 2015 U.S. Federal Government Workforce

Employee turnover is a major challenge facing the federal workforce, which has lost more employees to voluntary turnover than any other form of turnover. This study determined the associations between engagement, demographic factors, and voluntary turnover intention by analyzing 2015 Federal Employee Viewpoint Survey data. The findings indicate that employees with higher engagement levels are less likely to report an intention to leave their jobs than those with lower engagement levels. All engagement factors—perceptions of supervisors, leaders, and intrinsic work experience—are independently associated with turnover intention. Demographics also influenced turnover intention; being younger, male, and in a supervisory role and having a higher education level and shorter tenure were more likely to indicate turnover intention. Increasing employee engagement can have a positive effect on retaining a productive federal workforce. To retain an effective federal workforce, human capital management practices are needed to optimize factors that reduce turnover intention.

The Structure of Human Capital Management Practices in the Higher Education System of Pakistan

This study attempts to explore the structure of human capital management (HCM) practices in the higher education system of Pakistan. The study does not consider the respondents to be conceptually aware of the concept of HCM, yet the prevailing practice within the HRM system might reflect a transition towards HCM. We collected our data using a selfadministered online questionnaire from 299 employees in the University of Pakistan. The data thus collected were analyzed using an exploratory factor analysis first and then a confirmatory factor analysis to further validate the structure highlighted in the data in the exploratory factor analysis. We found that there does exist a structure that can be related to HCM in the universities of Pakistan. Five components, as such, were highlighted in our analysis though we had initially added seven to the original survey. The component of talent was merged into knowledge and the component of retention was merged into supporting activities. This suggested the relevant correlations between these pairs. Thus, the structure suggests that Pakistani Higher Institutes (HIs) look for talent within education and knowledge rather than any separable aspect of human capital. Moreover, we found the retention is embedded into supporting activities. The study implicitly finds and claims that the mindset towards the implication of HCM is developing and performance evaluation and reward system are being considered as important trends in HIs of Pakistan. The study mainly focused on all the universities of Pakistan. It might be possible that the situation is different in the private and public sector HIs.

Talent management practices impact on Malaysian SMIs managers job performance

This study illustrates the influence of utilisation of human capital management practices via talent management practices (TMP) that influences managers' job performance in the Malaysia's manufacturing small and medium enterprises (SMEs) that is called small and medium industries (SMIs). This study modifies the Mitchel's job performance motivation model by including new variables that had been ignored by previous studies. 300 questionnaires had been collected, and the study employed partial least squares (PLS) for primary data analysis to test the model. The study limits itself in the scope of making out most of the managers' TMP within the perimeter of manufacturing SMEs in Malaysia. This was due to the fact that the specific needs of manufacturing are different than other sectors such as mining, quarrying, construction, services and primary agriculture. This study contributes significantly to the effect of moderating role of TMP that could influence Malaysia's manufacturing SMEs managers' job performance.

Understanding The Effect of Human Capital Management Practices, Psychological Capital, and Employee Engagement To Employee Performances

Understanding The Effect of Human Capital Management Practices, Psychological Capital, and Employee Engagement To Employee Performances