Human Capital Management Strategy Research Articles

A STUDY ON COMPETENCY MAPPING

Competency mapping has emerged as a crucial tool for aligning individual skills with organizational objectives. In today's rapidly evolving business landscape, organizations are continually challenged to enhance employee performance to remain competitive and achieve their strategic goals. The study focuses on competency mapping in HYUNDAI WIA with 217 respondents. This abstract outlines a comprehensive initiative aimed at competency mapping and its profound impact on employee performance. The conceptual foundations of competency mapping, exploring its evolution from traditional job descriptions to dynamic skill-based models aligned with contemporary business needs. The study investigates how organizations identify, assess, and leverage competencies to enhance employee performance, drive talent management strategies, and achieve competitive advantages. The findings of this study have practical implications for HR practitioners, organizational leaders, and policymakers seeking to optimize human capital management strategies and drive sustainable business growth in a rapidly evolving global landscape. The study aims to highlight certain behavioral characteristics that influence competency mapping performance. This study encompasses vital part of behavioral characteristics enhancing the performance of competency mapping as a strategic tool for organization. Key Words—Behavioral Traits, Competence Mapping, Competence, Employee Performance

A STUDY ON COMPETENCY MAPPING WITH REFERENCE TO HYUNDAI WIA

Competency mapping has emerged as a crucial tool for aligning individual skills with organizational objectives. In today's rapidly evolving business landscape, organizations are continually challenged to enhance employee performance to remain competitive and achieve their strategic goals. The study focuses on competency mapping in HYUNDAI WIA with 217 respondents. This abstract outlines a comprehensive initiative aimed at competency mapping and its profound impact on employee performance. The conceptual foundations of competency mapping, exploring its evolution from traditional job descriptions to dynamic skill-based models aligned with contemporary business needs. The study investigates how organizations identify, assess, and leverage competencies to enhance employee performance, drive talent management strategies, and achieve competitive advantages. The findings of this study have practical implications for HR practitioners, organizational leaders, and policymakers seeking to optimize human capital management strategies and drive sustainable business growth in a rapidly evolving global landscape. The study aims to highlight certain behavioral characteristics that influence competency mapping performance. This study encompasses vital part of behavioral characteristics enhancing the performance of competency mapping as a strategic tool for organization. Key Words—Behavioral Traits, Competence Mapping, Competence, Employee Performance

Investigating Talent Management and Intention to Stay as Mediating Transformational Leadership on Employee Performance

A great leadership is imperative for organization wanted to achieve their goals. Transformational leaders will transform and to realize performance outcomes who is able to motivate, inspires and create a commitment with their followers. This study’s aims to have better understanding the influence of transformational leadership on employee performance, by investigating the mediating role of talent management and intention to stay. The research uses SPSS.25 to correlate between each indicator score with the total construct score to determine. To test the hypothesis and cause and effect depiction’s using AMOS software using Structure Equation Model (SEM) to see both, the direct and undirect correlation between indicators. The sample was 200 public servant working in government agencies located in Jakarta using online surveys with non-contrived setting in cross sectional survey design. The results indicate transformational leadership has a significant positive influence on employee performance as talent management and intention to stay as a mediator. Government agencies are improving their human capital management strategies, as they realize that it leads to increase in productivity, innovation, improved rates of participation which all contribute to society welfare and economy. This study should be able to stress the importance factors of transformational leadership in implementation of talent management, and how intention to stay effects performance of the employee. Transformational leadership has been around over decades, but there is remains a lack of comprehensive studies regarding the influence of talent management and intention to stay and provide different perspective for governments in implementing talent management strategies.

Building Organizational Resilience in the Era of Uncertainty: Strategies and Best Practices

This literature review aims to explore strategies and best practices for building organizational resilience in the era of uncertainty. The research synthesizes existing literature to identify key predictors of organizational resilience, including resilient leadership, human capital management strategies, proactive resilience approaches, and cost optimization techniques. The methodology employed in this study involves a systematic literature review using reputable international academic databases over the past five years. Findings reveal that resilient leadership plays a crucial role in fostering organizational resilience by cultivating a resilient culture, enhancing awareness, facilitating learning processes, and strengthening physiological capital. Additionally, human capital management strategies focusing on individual capability development and resilience-building contribute significantly to organizational resilience. Proactive resilience approaches and cost optimization techniques further enhance organizational resilience by enabling quick adaptation and response to unexpected events. This study highlights the importance of adopting a multi-level approach to cost optimization and emphasizes the need for empirical research to validate the effectiveness of different resilience-building strategies. The findings offer practical insights for organizations seeking to enhance their resilience in uncertain environments.

ОСОБЕННОСТИ РАЗРАБОТКИ СТРАТЕГИИ РАЗВИТИЯ ЧЕЛОВЕЧЕСКИХ РЕСУРСОВ ОРГАНИЗАЦИИ

In today’s world, the success of any organisation is inextricably linked to effective human resource management. The development of HR management strategy is a key component for achieving high results and sustainable competitive advantage. Not only the professional development of employees, but also the overall success of the organisation as a whole depends on the quality of the developed strategy. This article is devoted to the study of the peculiarities of human resource development strategy development in the organisation. The purpose of the study is to identify the key aspects that need to be taken into account when planning and implementing a human capital management strategy. To achieve this goal, modern approaches to human resource management have been analysed. The article considers the theoretical views of modern authors on the development of strategy in the field of human resources development, outlines the contradictions and author’s proposals on the topic under study. The main features that should be taken into account in the development and implementation of human resources development strategy are revealed. The analysis of modern trends in personnel management will help to highlight the key rules and principles that contribute to the improvement of employee performance and organisational culture.

Human Capital Management and Company Performance; Case Study of Coffee Dregs Briquettes; Alternative Fuels

The success of an organization is contingent on the commitments and outcomes of human resource management, which is able to transform employee development into an increase in the individual value of human capital (human capital) as an investment in company assets in a competitive labour market. The purpose of this paper is to conduct a literature review to assess the human capital management strategies implemented by PT Energia Kopi Kreasindo in response to the evolution of human resources. When discussing HR governance, strategy, management, and human capital, leadership and human capital income factors should be considered.
 The study's findings indicate that there are a number of things that can be done to improve the management of employees, which will ultimately increase the productivity of the investment company's "employees"; preparation for the development of skills, knowledge, and competencies; and education to create superior human capital.

THE INFLUENCE OF THE FACTORS FOR CREATING THE VALUE AND COMPETITIVE ADVANTAGES OF THE ORGANIZATION ON HUMAN CAPITAL IN ORGANIZATIONS

Abstract: The significance of human capital management strategies in acquiring and maintaining advantages against the competition is determined by extensive academic studies. Research studies show that competitive advantage on the market can be maintained through a systematic attraction, development, motivation, management and appreciation of human resources in an organization. In order to maintain their competitive advantage(s) and ensure their survival, organizations have to take care of the strategy of scale, the diversification of activities, the allocation of resources, the orientation towards the buyer, value chains, change management, innovations and the strategic renewal of the organization itself. Organizations that manage human resources can freely be said to be making better financial results if perceived through different parameters, such as revenue growth, productivity, the volume of sales, the operational profit, the net profit margin, return on capital, share value growth, i.e. the growth of the market value of the organization. This paper is aimed at determining whether the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization actually affect or do not affect the level of human capital in the organization. Based on the research conducted in the paper, it can be concluded that the level of human capital in the organization increases simultaneously with the increasing of the level of the factors for creating the value of the organization and the level of the competitive advantage of the organization.

Comparative analysis of human capital management strategies in the context of digitalization of the national economy.

Comparative analysis of human capital management strategies in the context of digitalization of the national economy.

Mediating role of human capital in enhancing ESG practices in manufacturing for regional labour market development

Improvement of human capital opportunities is as a paramount outcome resulting from the implementation of Environmental, Social, and Corporate Governance (ESG) practices. Article aims to examine the pivotal role played by human capital as an intermediary factor explaining the impacts of ESG practices within firms on the regional labour market. Research methodology employs the Partial Least Squares Structural Equation Modelling (PLS SEM) technique. This approach is founded on data collected from a survey of 362 employees affiliated with manufacturing companies situated in the industrially advanced Ural region of Russia. The findings unveiled that ESG practices do not have a significant direct influence on the social and cultural development of the region. Instead, they contribute to the development of human capital, thereby enhancing opportunities on the local labour market. This manifests through the creation of stable employment opportunities, engaging and diverse work environments, and an elevation in career prospects. The implications of these findings extend to the practical realm, offering insights for the formulation and execution of regional human capital management strategies within Russian enterprises. Additionally, these findings can inform the development of ESG practices that wield a positive influence on the local labour market, thereby fostering a more sustainable and prosperous future for the region.

Linking aspects of human capital management, employee engagement, perceived organizational support, and selfreported employee job performance

Purpose. The primary intangible asset of firms and the main factor determining the ircompetitive advantage has emerged as human capital. This paper examined the effect of the selected aspects of human capital management on self-reported employee job performance and the mediating role of employee engagement. Likewise, this study tested the moderation role of perceived organizational support on the human capital management with self-reported employee performance link. Method. This paper is structured on a quantitative approach, with stratified and simple random sampling techniques. The research model analysis method applies structural equation modeling with AMOS to test the hypothesized relationships. Findings. The aspects of human capital management were positively related to self-reported employee job performance. Moreover, employee engagement partially mediates the relationship, and perceived organizational support positively moderates the association between knowledge accessibility, learning capacity, leadership practice, career advancement, and selfreported employee job performance. Conversely, it has an in significant moderation between workforce optimization and employee job performance, optimization and self-reported employee job performance. Implications for practice. This paper has an implication for policy makers, organizational managers, investors in general, and the banking sector in particular in their effort towards creating strategies for matching human capital management strategies, employee engagement, perceived organizational support, and self-reported employee job performance. Thus, aspects of human capital management are the determinant factors of employee engagement and self-reported employee job performance. Moreover, the perception of employees towards organizational support contributes to the relationship.

Dimensions and Components of Brand-Based Human Resources Management in Pharmaceutical Companies: A Case Study

: Currently, in organizations, customer satisfaction and focus on successful sales are not enough to improve the organization’s assets and maintain a competitive position in the market. Therefore, companies should adopt the necessary measures and strategies to attract and preserve effective human resources. Without the power of efficient human resources, an organization is unable to create transformation, development, and excellence and achieve a strategic model and the set goal. For this purpose, there should be management that leads the organization and creates an efficient structure for the production of human resources. Brand human resources management is a differentiation in the core of human capital management strategy. The main function of brand-based human resources management is to attract potential workforce outside an organization and maintain talent within an organization. Human resources management can play an important role in the success of an organization’s branding; however, it has received less attention. This study aimed to explore the perception of the concept of brand-based human resources and to present its dimensions and components; in terms of purpose, data collection, and data certainty, this study was applied-developmental, descriptive, and exploratory, respectively. The statistical population included written sources or texts related to brand-based human resources management that were available. Moreover, the sampling method in this study was purposeful. The main findings of this study included identifying the dimensions and components of brand-based human resources management in 17 basic themes, 8 organizing themes (components), and 3 comprehensive themes (dimensions). Based on the findings of this study, it is possible to evaluate companies’ brand-oriented level of human resources management. Accordingly, action is taken to plan to improve weak aspects.

Marketing Plan, Operational Plan, and Human Capital Plan as Efforts to Achieve the Short-Term Strategy of PT Bestindo Jaya Indonesia

The research objectives were (1) to analyze the achievement of 10% market share of PT Bestindo Jaya Indonesia’s gas stoves in Indonesia for 10 years, (2) to improve the ability to assemble flatbed folding burners gas stove with INS (Indonesian National Standard) quality using modern technology, and (3) analyze the allocation of human resources according to the company’s needs. This research used an ethnographic qualitative approach to take effective business decisions for PT Bestindo Jaya Indonesia. The recommended alternative strategies were marketing penetration to achieve the target market share; employee training and establishment of a quality management system to improve product assembly capabilities; and the implementation of the Human Capital management strategy program design to conform the allocation of human resources to the company’s needs. Keywords: Marketing Plan, Operational Plan, and Human Capital Plan.

The Psychological Determinants toward The Value of Healthy Food among Type 2 Diabetes Mellitus Consumers

Adults and middle-aged food consumers are the most at risk of type 2 diabetes, and these consumers are varied across demographics. While few and fragmented studies are associated with psychological determinants and healthy food value through food choices. Few consumer roles are involved in research for business success. The psychological determinants toward the value of healthy food for type 2 diabetes consumers used consumer behavior and psychological theories of consumer choices. An associative method with purposive sampling was conducted from 165 adults and middle-aged consumers with type 2 diabetes using Structural Equation Modeling/SEM. The finding showed that the belief, attitude, and mood affected the value of healthy food through food choice, but not psychological distress. The attitude had the greatest effect on food choice and toward the value of healthy food, and the causal of the highest result effect of life experiences. The belief was directly affected food choice and value, and the causal for the highest effect of self-consciousness and health maintenance. The mood negatively affected both food choice and value of healthy food mood and the causal for the smallest effect of health maintenance. The food choice affected the values of healthy food. Life experience was the most direct and indirect effect of food choice and self-consciousness was the most direct effect of the value of healthy food. Some highlights of this study were (i)market segmentation and segmentation variable; (ii)social marketing; (iii)mass media campaign by considering attitude, belief, and mood; and (iv)human capital management strategy with targeted audiences.

Human Capital Development at Higher Education Institutions

Abstract Research purpose. Currently, higher education institutions (HEIs) are faced with new challenges. They have to compete globally and take into account modern trends in education and science. Human capital becomes one of the most significant resources for HEI performance. The purpose of the study is to determine which factors influence human capital development at HEI. Design / Methodology / Approach. Selected human capital development factors were analyzed at Latvian HEIs. Factors including existing laws and conformity assessment procedures and requirements were considered. A survey was utilized to determine the most influential factors in human capital development at Latvian HEIs. The survey results were analyzed by implementing CATPCA to identify the most critical factors. Findings. The results show that essential elements of human capital at HEI are the pedagogical competence of the academic staff, their scientific competence, and the number of professionals from industry that are part of the academic staff. The CATPCA results revealed four main factors influencing human capital development at HEI, which could be divided into 1) staff competence and motivation; 2) legislation and development strategy; 3) availability of resources; 3) cooperation. Originality / Value / Practical implications. Human capital is one of the key factors for the sustainability of HEIs in Latvia. By accounting for the factors that influence the development of human capital in HEIs, institutions can more effectively and proactively develop human capital management strategies, which allow the institutions to achieve performance in the long term.

Menelisik Pengelolaan Human Capital di Dunia Bisnis dalam Era New Normal: Studi Kasus pada Generasi Milenial di Bali

<em>This study analyzes strategies that can be used in managing human capital in the millennial generation in the current new normal era and to find out the supporting and inhibiting factors in managing human capital during the covid-19 pandemic. The research method used is a qualitative research method with a case study model approach. The research location is in Denpasar City, Bali Province. The selection of informants used the purposive sampling technique by determining four companies from various fields as informants, namely Garment, Vila, Cargo, and University. Data in this study analyzes the results of observations, interviews, and documentation obtained. Data analysis uses source triangulation through four stages: data collection, data reduction, data presentation, and drawing conclusions or verification. The study results stated that the human capital management strategy for millennial employees in the new normal era had been affected on two sides. First, from the company side were the COVID-19 pandemic had an impact on decreasing company income and reducing operational activities. For this reason, changes are made, such as dividing work schedules and hours. Employee work, distribution of the rolling system, some employees work from home (WFH), and maximize employee skills into multitasking. Meanwhile, from the employee's perspective, it impacts the income of the employee, where employees receive a much-reduced salary or income, even if they are dismissed at any time to reduce operational costs.</em>

Systemic leadership development: impact on organizational effectiveness

PurposeThis study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.Design/methodology/approachUsing a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.FindingsThe leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.Research limitations/implicationsThe findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.Practical implicationsThe findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.Originality/valueA large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

Building organizational resilience through human capital management strategy

PurposeThis paper examines the role of human capital management strategy in shaping organizational resilience. Resilient organizations thrive in uncertain and adverse conditions. The organization’s capacity for resilience can be developed through human capital management strategies that are focused on employee capabilities, training, and development. When individual capabilities and resilience are developed, those can be aggregated at an organizational level to develop the capacity in an organization for resilience.Design/methodology/approachA review of relevant studies and literature was conducted to develop strategies and insight into developing the human capital of an organization to support organizational resilience.FindingsSupporting individual capability development and resilience builds the organization’s capacity for resilience. By shifting human capital management strategies to building capabilities and then skills, organizations develop individual resilience and then organizational resilience. The implications of how to build such human capital management strategies are presented.Originality/valueThis paper provides support and guidelines for building individual capability and resilience to enhance an organization’s resilience.

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.

The role of human resource management in the concept of sustainable enterprise development

In the article the sustainable development as the alternative concept of further transformation of the economic system in general and an enterprise in particular is considered. The concept of the sustainable development cycle of enterprise was improved by the authors; they specified the important role of human resources management in this cycle. The paper emphasizes the need to focus the human resources management not only on the operational activities’ results, but also on increasing the employees’ personal competitiveness and intensifying collaboration and mutual support to form a corporate knowledge due to developing corporate universities and E-learning systems aimed at continuous sustainable development of human resources. A significant attention in the concept of an enterprise sustainable development is paid to creation an effective human capital management strategy. This strategy should be focused on decomposition of the objectives in sustainable development, building a favourable organizational culture, developing business models that are based on effective communication with consumers, selecting the state-of-the-art forms of business organization and doing business; this is including, but not limiting, to those that have emerged in the field of social business, which allow to move towards implementation of the main objectives of sustainable development.

Design of Organizational Structure and Job Description for Human Capital Management Strategy for Small Medium Enterprise in Creative Industry: RA Planner Company Case

RA Planner is a publisher company that focusing themselves in developing product design to produce a journal and planner. They able to sell 23.000 planner in 2018 and generate almost 2.1 billion rupiah in their 4 years after established. However, the human resources in RA Planner starting to fail keeping up with the rapid growth because their lack of structuration and formal organizational design, resulting their inability to achieve target in 2019. This study uses a mixed method research model, consist of interview to current employee and ex-employee of RA Planner after the decision of firing employee have been made in January 2020 and the conversion of said interview to become quantitative data using BARS methods. Both of this methods are carried out to get the HCM maturity level that consist of 5 dimension that can help determine company maturity state and predict the company performance, and the difference between business process mapping of the company compare to PCF APQC using gap analysis to create RACI Matrix. Then, based on HCM maturity level and RACI Matrix, the author proposes a new organizational structure and job description that can ultimately corresponding with RA Planner need to further answer company strategic initiative and solve the current issues that emerge in the company.