Human Capital Management Research Articles

Implementasi Manajemen Sumber Daya Manusia pada Divisi Human Capital Management PT Sinergi Gula Nusantara

Human resource management (HRM) is a crucial element in supporting organizational success. This study aims to analyze the implementation of HRM in the Human Capital Management Division of PT Sinergi Gula Nusantara. The research focuses on planning, development, and performance evaluation of employees to enhance organizational effectiveness. The research method employed is descriptive qualitative, using interviews, observations, and documentation for data collection. The findings indicate that the HRM implementation in this company aligns with standard practices, although challenges remain in optimizing employee training and development. This study provides recommendations to improve HRM strategies to sustainably achieve the company’s goals.

Workday ERP: Revolutionizing Enterprise Resource planning and human capital management

Enterprise Resource Planning (ERP) systems have redefined how businesses manage critical processes like workforce planning, payroll, benefits administration, absence tracking, and talent management. However, traditional ERP systems often have limitations such as high implementation costs, lack of flexibility, and difficulty adapting to changing organizational needs. Workday ERP is a cloud-based solution that addresses these challenges by combining advanced features such as automation, real-time analytics, and predictive capabilities. Workday's HCM suite includes tools for workforce planning, payroll management, benefits management, absence management, time tracking, talent acquisition, and employee learning management. Its powerful reporting and dashboards provide actionable insights, while an enhanced data security framework ensures compliance with global standards. The platform also automates and seamlessly integrates changes, helping businesses adapt effectively at scale. This book examines these core components of Workday ERP and shows how they can simplify work, increase employee engagement, and drive business success. It also discusses the challenges of implementing an ERP system, solutions to overcome these challenges, and Workday’s future direction, including deep intelligence (AI), enterprise automation, and data warehousing innovations. By understanding these aspects, companies can make the most of their time and achieve greater productivity and long-term success.

Academic self-initiated expatriates’ management in host transnational higher education institutions: motivations, perceived challenges and work performance

PurposeThis study aims to enhance sustainable global human capital management in transnational higher education (TNHE) by exploring the motivations of academic self-initiated expatriates (ASIEs) and the incentives for host institutions to attract international talent. Grounded in the international adjustment framework and the ability, motivation and opportunity (AMO) framework, it addresses the underexplored management of ASIEs within TNHE contexts, identifying factors that enhance their adjustment, motivation and performance.Design/methodology/approachUsing a qualitative research approach, the study employed predefined theoretical frameworks to conduct 22 in-depth interviews with both host institution managers and ASIEs in 11 TNHE programmes across Vietnam.FindingsThe study reveals significant gender imbalances among ASIEs, with most originating from non-English-speaking countries. Visa and work permit acquisition challenges are prominent for both ASIEs and host institutions. Although ASIEs’ qualifications are highly valued, adaptability proves to be a more decisive criterion for selection. Most participants reported job satisfaction; however, notable differences emerged regarding motivations, salary expectations, retention preferences, performance management and determinants of success in expatriate roles.Originality/valueThis study contributes to TNHE literature by providing tailored recommendations for sustaining ASIEs’ management practices. By extending the AMO framework to TNHE, this research offers actionable insights into the role of culturally tailored motivation- and opportunity-enhancing practices that can help mitigate ASIEs’ adaptation challenges. The findings underscore the need for targeted human resource management (HRM) policies that address the specific needs of ASIEs, aiming to strengthen ASIEs’ retention and institutional alignment.

Bridging Intellectual Capital Management, Technological Orientation, Innovativeness and Innovative Performance in KIBS: a new perspective

PurposeMany authors have recognised multiple research gaps at empirical and theoretical levels regarding the interplay between the management of intellectual capital (IC) and the development of innovation capabilities from a strategic approach to technological opportunities, especially in knowledge-intensive business services (KIBS). This paper endeavours to provide answers to some of these research questions by relying on empirical observations in the context of an emergent economy.Design/methodology/approachAfter reviewing the literature through the lenses of the IC and knowledge-based view, the paper operationalises IC as a formative construct and explores its relationships with Technological Orientation, Innovativeness and Innovative Performance. This investigation employs structural equation modelling to analyse data collected through a questionnaire from a sample of KIBS members in a cross-sectional study.FindingsThe research confirms the positive influence of human capital on a company’s Technological Orientation, which in turn impacts Innovative Performance in KIBS. Structural and relational capital positively affect Innovativeness and the latter directly impact performance. All other IC components were found to determine the dependent variables through a mediated effect.Research limitations/implicationsThis research has several limitations. Firstly, it has to be stressed that the significance of the statistical findings is dependent on the sample size, and the results’ explanatory power and effect size cannot be extrapolated to other demographics in different regions or sectors. Secondly, it should be observed that the results of the empirical research can be affected by the respondents’ subjectivity in assessing the items and their perception of reality when providing the answers. Thirdly, this is a cross-sectional study, and results concerning, e.g. the Innovative Performance may be subject to change over a longer period of time, though items in this construct have inquired about results obtained over time. Finally, given the purpose of the research, the outcome may be limited to the research model design. Future research could attempt to replicate the results by investigating other demographics and other regions and by employing a longitudinal study.Practical implicationsThe study highlights the value added by adequate management of all IC elements, as they affect the output of organisational business strategies and processes in an integrated manner. An organisational technological strategy that is based on up-to-date technologies, the embeddedness of technology in the organisational processes and the staff’s continuous technical/digital upskilling are conducive to competitive advantage and business success in KIBS. High competencies and skills that are continuously renewed through training as well as the acquisition of digital competencies, play an influential role in generating innovative capabilities that lead to business performance. Flexible and efficient business processes, the company’s support for informal knowledge sharing between employees and its ability to exploit new knowledge to sustain growth are prerequisites for KIBS’ success. Promoting an organisational culture of trust and collaboration, making the staff feel valued and satisfied and effectively using digital technologies for communication are all significant factors in supporting the development of innovation capabilities.Social implicationsThis research proves that IC management, viewed as an integrated construct comprising human, structural and relational capital management, significantly affects Innovativeness through the development of technology-based innovative capabilities. Furthermore, in a context where KIBS (and other companies) nowadays compete in a digital environment, technology and technical knowledge are paramount for a company’s success. The study validates in an aggregated model the role played in innovation by the management of knowledge and technical knowledge embodied in the employees’ competencies and know-how, the management of tacit and explicit knowledge developed by the structural capital and the management of stakeholder knowledge accumulated by the relational capital.Originality/valueThis research takes a fresh and comprehensive perspective to investigate how IC management can impact Innovativeness and Innovative Performance in KIBS by focusing on the nexus with the organisations’ Technological Orientation. The paper makes an original contribution to research concerning IC, KIBS, technology and innovation based on empirical evidence and a new approach to assessing IC as an aggregate rather than by looking at individual components.

Human Capital Management Practices Vis-à-vis Faculty Well-Being in a Selected Philippine Higher Education Institution: Addressing the Perspective of SDG 8 Decent Work and Economic Growth

Objective: The objective of this study is to assess human capital management (HCM) practices and faculty well-being at Jose Rizal Memorial State University-Dipolog Campus, with the aim of understanding the relationship between HCM practices and faculty well-being within the context of SDG 8: Decent Work and Economic Growth. Theoretical Framework: The study is grounded in human capital theory, which emphasizes the value of employees as key resources for organizational success. It draws on concepts of employee engagement, leadership practices, and organizational justice to explore how HCM practices impact faculty well-being across various dimensions, including social, mental, financial, physical, and career well-being. Method: The research employed a survey method, with 67 faculty members participating. Data were collected through a structured questionnaire designed to measure the dimensions of HCM practices and faculty well-being. The responses were analyzed to identify the strength of the relationship between HCM practices and faculty well-being. Results and Discussion: The study revealed that all dimensions of HCM practices—leadership, employee engagement, knowledge accessibility, workforce optimization, and learning capacity—were moderately practiced. Faculty members reported high levels of social and mental health well-being but moderate levels in financial, physical, and career well-being. A strong positive relationship was found between HCM practices and faculty well-being, suggesting that optimizing HCM practices can enhance faculty well-being. Research Implications: The results underscore the importance of optimizing HCM practices to enhance faculty well-being, which in turn can improve the overall performance of the institution. Administrators are encouraged to focus on maximizing internal resources, fostering employee involvement, and enhancing organizational justice to support faculty well-being and contribute to institutional success. Originality/Value: This study contributes to the literature by highlighting the impact of HCM practices on faculty well-being in a Philippine higher education context. It provides practical insights into how universities can integrate human capital practices to improve both employee well-being and organizational outcomes, aligned with the principles of SDG 8.

Human Capital Development Strategies in Improving the Performance of The General and Financial Bureaus of The Indonesian Quarantine Agency

Human capital is a key resource that plays an important role in organisational performance. Research shows a positive relationship between human capital and organisational performance, such as higher productivity and improved financial performance. Human capital also contributes to competitive advantage, by emphasising the importance of internal resources in organisational strategy. Integrating human capital with organisational strategy through appropriate governance policies and practices can improve individual and organisational performance, and build sustainable competitive advantage. Organisational performance is measured through three dimensions: market, operational and financial performance. Human capital management, rooted in a resource-based view, emphasises the importance of building and managing human capital as a valuable asset. Effective human capital management practices can create knowledge, skills and culture that are difficult to replicate, thus supporting the achievement of organisational goals. In the context of digitalisation, new challenges arise in managing human capital, including the need to change ways of working and upskill employees. Therefore, human capital strategies should focus on employee development, performance management, employee relations, and well-being. As such, human capital management acts as a strategic partner in achieving organisational sustainability and competitiveness in the digital age. Effective integration between human capital strategy and business objectives is key to facing challenges and capitalising on opportunities.

Hospitality Human Capital process model in crisis management: Managing human capital and revealing employees’ hidden capabilities

As the hospitality industry is highly human-dependent, proper Human Capital management is crucial for responding to these challenges and becoming resilient in the long-term perspective. This study aims to verify the Value-Driven Process Model of Hospitality Human Capital management in the context of Crisis Management in restaurant SMEs, which is an under-researched part of the industry. The authors adjust the model by Young et al. (2005) concerning two phases of a crisis – crisis event and post-crisis phases. Additionally, we aimed to expand the model by showing what values for businesses emerge from Human Capital management practices. As a methodology, we used semi-structured interviews conducted with restaurant owners or managers who experienced the COVID-19 pandemic crisis. The obtained results were analyzed using content analysis. Our findings revealed that some managerial actions concerning Human Capital may result in quick and successful adaptation to new and unknown conditions. Moreover, we uncovered hidden and unique capabilities of restaurant employees that, if properly managed, may become a substantial additional value for businesses and enhance their competitive advantage and resilience. The study may be food for thought for all practitioners in the hospitality industry, especially in restaurant SMEs that are an under-researched part of the industry. Our findings also fill the gap concerning Human Capital and Crisis Management frameworks in hospitality. This study delivers new knowledge in the field of Human Capital management in hospitality during a crisis.

From Boardroom to Stadium: How International Sports Organizations Recruit Talent

Recruitment forms the basis of achievement for international sports organizations and both board members and athletes in the playing area. In this research, the approaches, issues and trends that influence the identification, sourcing and management of human capital in these organizations in the chasm of a competitive and fast growing environment are examined. It explores the provision of boardroom executives and actual players; emphasizes the place of technology, cultural diversity, and ethical issues in the present day recruitment. By analysing strategic, IT and SAP recruitment successes and failures the research provides understanding on sustainable talent sourcing and changes happening in the industry. The results support the need for the use of analytics, diversity, and creativity to achieve strategic human resource management in recruitment. The purpose of this research is to develop a broad understanding of the diverse nature of the recruitment challenges within sports whilst focusing on it being a strategic factor for improved operational output and organisational competitive advantage.

ОБҐРУНТУВАННЯ ГОСПОДАРСЬКИХ РІШЕНЬ У СФЕРІ HR-СИСТЕМ В СУЧАСНОМУ ПІДПРИЄМСТВІ

Substantiation of business decisions in the field of HR systems in a modern enterprise is an important element of strategic management. Successful implementation of HR technologies contributes to increasing productivity, optimizing personnel management processes and ensuring the competitiveness of the enterprise. Substantiation of business decisions in the context of implementing HR systems involves a comprehensive approach to analyzing the economic, technological, social and organizational feasibility of this process. This includes the processes of hiring, selecting, evaluating and developing employees. HR systems help enterprises attract and retain talented employees, which is key to ensuring competitiveness. In the modern business environment, the role and essence of HR systems in enterprises are becoming increasingly important for successful operations and achieving strategic goals. HR systems play a key role in human capital management, ensuring effective personnel management, employee development and supporting strategic decisions of the enterprise. In addition, HR systems play an important role in supporting the strategic goals of the enterprise. They help managers analyze personnel data, forecast workforce needs, develop training and development programs, and implement retention and motivation strategies. In general, HR systems in a modern enterprise are a necessary tool for effective human capital management.They help companies attract, develop and retain talented employees, which in turn contributes to the achievement of strategic goals and the successful functioning of the organization. The implementation of modern digital tools is a necessary condition for ensuring the competitiveness of the company in a dynamic market. The integration of Digital solutions will allow companies not only to optimize HR processes, but also to create an innovative environment that will ensure the long-term development of the company, its adaptability to changes and the ability to achieve high business results. The implementation of this strategy will allow the company to consolidate its positions in the market, become an attractive employer and create sustainable competitive advantages.

The Influence of Domestic Players on the Success in National and International Competitions in Football

Sport is an integral part of modern people’s lives. However, it is also an important business area requiring specific management approaches. This article focuses on the issues of sports management and human capital. The main goal was to analyse the influence of domestic and foreign athletes playing football in teams in the best national leagues on the success in national and international competitions (UEFA Euro, FIFA World Cup). The analysis was based on panel data from five selected countries (England, Germany, Italy, Spain, and France) in the seasons from 2009/10 to 2018/19. The research sample included 980 football teams. The hypotheses were focused on the impact of the percentage of domestic and foreign athletes and their presence in the matches on the success of the clubs and teams in the selected competitions. These were tested using a statistical algorithm including the Pooled linear regression model, Fixed effects models, Random effects models, and the ANOVA test. Main findings confirmed that if there is an effort to have more domestic players on the rosters, this has a positive effect on the success in the national league. They also revealed that the clubs and teams use the proportion of domestic and foreign athletes and their deployment in the matches as a crucial decision within the human capital management. The study draws the conclusion that clubs and associations should create opportunities for the domestic athletes in the matches to support their growth with positive effects on sport success, national pride, and fans’ satisfaction. JEL Classification: C12, Z2, L83, O52, O15, C23.

Influence of sustainability practices on employee commitment in automobile industry

The objective of the study is to highlight the strategic role of different intangible assets like sustainability practices in driving commitment from workers. The study utilizes Intellectual capital-based view theory to explain the role of sustainability practices in driving organizational cultural values, or long-term relationships among the firm and its stakeholders - customers, allies, and suppliers. The company in general is gaining competitive advantages in being useful to the society where it does business. A survey is used to collect data from automobile industry. This industry is chosen based on their higher carbon foot prints. The results of the survey presented important clues and specific pattern in the first instance. Further structural equation modeling (SEM)-based approach is used to test the relationship between the dependent and independent variables. The results assure the indirect influence of soft practices on employee commitment in the organization. This study provides useful insights into the impact of sustainability practices on the human capital management in the organization. After the data analysis it was concluded that sustainability practices have a mediating effect on employee behavior and they influence the organizational commitment of an employee.

ЭКОНОМИКА ЗНАНИЙ: РАЗВИТИЕ КОМПЕТЕНЦИЙ ПЕРСОНАЛА

In the context of the transition to a knowledge economy, human capital is be-coming a key strategic resource that determines the competitiveness of organizations. The article discusses modern approaches and tools for developing personnel competencies necessary for adaptation to dynamic changes in the business environment. Particular attention is paid to the introduction of digital learning technologies, personalization of educational programs and inter-disciplinary development of employees. Examples of successful practices in this area are ana-lyzed, the importance of partnership between business, government and educational institutions is emphasized. The results obtained can be useful for developing effective human capital man-agement strategies in the context of the knowledge economy.

Navigating the Future of Human Capital: Driving Operational Success in 2025 and Beyond Through a Talent-Centric Approach

The future of work promises dramatic changes to human capital management, with technological advances and generational shifts disrupting traditional jobs and skills requirements. To succeed amid this disruption, organizations must adopt talent-centric strategies that focus on developing employees as a key asset. This involves rethinking the employee-employer relationship, shifting to a "talent mindset" that emphasizes continuous development, flexible career paths, and a holistic employee experience. Innovative recruitment strategies leveraging alternative data and immersive experiences will be needed to source in-demand skills. Continuous reskilling and upskilling initiatives, including micro-credentials and mentorship programs, will be critical. Nurturing inclusive, multi-generational teams that leverage diverse perspectives will also be essential. Enabling internal talent mobility and embedding diversity, equity and inclusion further strengthen the talent pipeline. Finally, the ethical deployment of emerging technologies, with a focus on augmenting rather than replacing human skills, is crucial. Organizations that proactively implement these talent-centric strategies will be well-positioned to navigate the evolving workforce landscape of 2025 and beyond.

Harmonising sustainability through green human capital management: an Indian perspective

Harmonising sustainability through green human capital management: an Indian perspective

Use of Big Data in Human Resource Management to Strengthen Human Capital Management?

HR Big Data represents an innovative approach to managing large-scale employee-related data, offering significant opportunities for Human Resource Management (HRM). It enables companies to better understand their employees, make more informed decisions, and predict HR-related risks and opportunities. This new approach allows the processing of large volumes of data and the identification of relevant correlations for businesses, particularly in the HR field. However, the challenge lies in identifying relevant data and using it wisely to solve specific HR problems. Although widely regarded as a revolution in management press, academic research on HR Big Data remains limited, largely due to the difficulty of collecting and analyzing massive data sets. This article aims to increase the visibility and understanding of the potential contributions of HR Big Data to Human Resource Management from both a scientific and managerial perspective. The study seeks to propose an exhaustive classification of the HR Big Data literature, complemented by a comprehensive bibliography and a prospective research agenda. To achieve this, a systematic literature review methodology was adopted, based on a database of articles and books published in prestigious journals between 2010 and 2018. The results of this analysis reveal the main advances in HR analytics research. Major findings, as well as gaps in the existing literature, are also highlighted. This study has the potential to inspire new research directions.

Strategi Optimalisasi Human Capital dalam Bank BNI 46 untuk Meningkatkan Inovasi dan Layanan

This article examines the strategy for optimizing human capital at Bank BNI 46 to enhance innovation and service quality in the digital era. Human capital is a vital asset in the banking industry, directly influencing operational efficiency and customer satisfaction. Through a literature review, including Bank BNI’s 2023 financial report, the study highlights key strategies such as digital skill development, fostering a culture of innovation, digital transformation in services, and talent management. Bank BNI 46 has implemented initiatives like the Digital Academy and Innovation Hub to upgrade employee capabilities and drive internal innovation. These strategies have resulted in significant improvements, including a 25% increase in mobile banking users and enhanced productivity. However, challenges such as employee resistance to technological changes remain, requiring comprehensive training and change management programs. The findings emphasize that human capital optimization is crucial for sustaining competitive advantage in the fast-evolving banking sector. The research contributes to understanding how strategic human capital management can foster innovation and improve service delivery, offering insights for other banks aiming to navigate digital transformation.

Corporate Entrepreneurship and Human Capital Management Practices as Tools for Organisation Performance in Nigeria

Corporate Entrepreneurship and Human Capital Management Practices as Tools for Organisation Performance in Nigeria

A nexus between human capital management and lean supply chain in an organization

This study investigates the impact of key human resource management (HRM) practices—learning and development, recruitment and selection, and performance management—on the lean supply chain performance of organizations. A sample size of 100 participants was selected using a simple random sampling technique, targeting individuals with direct experience in both HR and supply chain management. Data were analyzed using SPSS software, applying regression analysis to examine the relationships between variables. The findings provide insights into how HCM contributes to optimizing supply chain performance, offering practical implications for organizations striving for lean supply chain success. The findings confirm the positive influence of these HRM practices on supply chain efficiency and effectiveness. Learning and development (L&D) emerged as critical for fostering continuous improvement and waste reduction in lean supply chains, equipping employees with the necessary skills to support operational excellence. Recruitment and selection were shown to play a fundamental role in hiring individuals aligned with lean principles such as waste minimization and process efficiency. Performance management further contributed by aligning employee performance with lean objectives, ensuring continuous progress in supply chain performance. The study emphasizes the need for strategic integration of HRM practices into lean supply chain initiatives for sustained organizational competitiveness. Limitations include a small sample size, highlighting the need for future research to expand the respondent pool and explore additional organizational development tools to better define the connection between human capital management and lean supply chains.

Cooling Nurse Burnout: A Theoretical Approach to Patient Care

A serious issue impacting healthcare systems is burnout syndrome amongst nurses and other healthcare workers. The damage and impact on healthcare systems are severe and far-reaching in many organizations. It affects workforce stability, healthcare workforce morale, patient quality of care, organizational growth, and a company’s bottom line by adding more risk. This study investigates factors commonly contributing to burnout syndrome amongst nurses and healthcare employees at SunnyCare Solutions, a healthcare provider facing systematic challenges amidst an attempt to scale and expand their healthcare facilities. The research explores solutions by drawing on insights from workforce management, burnout prevention, strategic risk management, and change management by conducting a narrative literature review. The study reviewed various academic resources, including databases such as Google Scholar, PubMed, ProQuest, JSTOR, and Marymount Library, as well as journal articles and dissertations. Key drivers of burnout, such as heavy workloads, understaffing, and inadequate support systems, were identified. Metrics from recent studies revealed that most nurses face burnout risks, with high turnover rates and reduced morale severely impacting patient outcomes. These findings underscore the pressing need for healthcare organizations to adopt proactive measures. Based on these findings, the review outlines practical recommendations to reduce burnout, improve employee well-being, and create a sustainable work environment. Integrating frameworks like Kotter’s 8-Step process and the Double Loop Learning Model is highlighted as a pathway to fostering resilience and critical thinking within the workforce. In addition, the emphasis on Human Capital Risk Management, empathetic leadership, and ethical decision-making serves as a foundation for addressing immediate and systemic challenges. The findings suggest these interventions address immediate organizational challenges and position SunnyCare as a model for creating a patient-centered, high-performing healthcare system. By adopting actionable strategies such as improved staffing models, robust support systems, and employee engagement initiatives, SunnyCare can set a benchmark for resilience and innovation in the broader healthcare sector. These efforts represent an opportunity to transform systemic challenges into long-term success, ensuring employee and patient well-being.

Crisis communication in human capital management during war: Addressing social and psychological challenges

The article proves that effective crisis communications, allow not only to inform staff about the current situation promptly but also to maintain stability and cohesion in the team, quickly adapt employees to new conditions, and maintain their productivity and psycho-emotional state. The study is based on the use of a wide range of methods for assessing social and psychological threats in the context of crisis communication, namely: the results of questionnaire surveys and sociological research by consulting agencies and international organisations to study and systematise social and psychological risks in the organisation; statistical analysis to identify the direction and dynamics of the development of the main manifestations of mental health; correlation and regression analysis to assess the impact of mental health on employees’. The development of crisis communication models in wartime is based on adapting classical crisis communication models and elements of strategic matrix modelling. The study was based on the results of surveys of employees of Ukrainian organisations for the period 2018-2023, which allowed us to determine the impact on their mental state of the biggest challenges of recent years, namely the Covid-19 pandemic and the war launched by the Russian Federation against Ukraine in February 2022.