Organizational Human Capital Research Articles

Роль работников старших возрастных групп в формировании и развитии человеческого капитала компании: теоретический аспект

In the conditions of a modern market economy and constant social transformations, the issues of formation and rational use of human capital are becoming particularly relevant. An important aspect is to consider the role of older workers with unique knowledge, experience and skills in improving the competitiveness of organizations. The article focuses on the importance of older employees in solving the problem of shortage of qualified personnel. Theoretical approaches to the analysis of the competitiveness of older workers, including classical, institutional and systemic approaches, are considered. An important place is occupied by the concept of decent work, which implies fair pay and working conditions, as well as equal opportunities for professional growth of older workers. The text emphasizes the importance of involving older workers in economic activities, their role in mentoring and transferring knowledge to the younger generation, which contributes to the development of the organization's human capital. The manifestations of gerontological ageism — age discrimination — in the labor market and in social and labor relations are discussed. In conclusion, it is emphasized that the preservation and development of the labor potential of older workers is not only a socially important task, but also a strategic resource for increasing the competitiveness of the company in the long term.

Temporal Availability and Women Career Progression: Evidence from Cross-Time-Zone Acquisitions

This study investigates whether an increase in the demand for nonconventional work schedules helps explain the gender gap in career advancement. We look at employees of U.S. firms acquired between 2010 and 2014 and distinguish between same and different time-zone acquisitions. The idea is that time-zone differences between the headquarters and the newly acquired firm increase the demand for and value of working outside the standard working schedule. This, combined with social norms about women’s role as caregivers, puts female employees at a disadvantage relative to men. Based on Zephyr-LinkedIn matched data, our results show that women are about 9.5% less likely than men to be promoted in cross-time-zone acquisitions than in same-time-zone acquisitions. The gap rises to 10.6% for managerial occupations, and it is higher for time-zone differences of two and three hours. We discuss the implications of our results for the management, evaluation, and retention of human capital in organizations and, more generally, for gender equality in the workplace. Funding: The authors thank the Editor and three autonomous referees for their comments on previous drafts of the paper. The authors also thank participants to the Strategy Science Virtual Conference 2020, the Strategy, Innovation and Entrepreneurship (SIE) Virtual Seminars held in December 2020, the Wharton Technology and Innovation Conference 2021, and the Work and Organization Workshop held in Madrid in May 2022. The authors acknowledge the financial support of the Invernizzi Center for Research on Innovation, Organization, Strategy and Entrepreneurship (ICRIOS) at Bocconi University. S. Breschi also acknowledges financial support through the MUSA – Multilayered Urban Sustainability Action [ECS 000037] and the GRINS – Growing Resilient, INclusive and Sustainable [PE00000018] projects, funded by the European Union – NextGenerationEU, under the National Recovery and Resilience Plan (NRRP). Supplemental Material: The online appendices are available at https://doi.org/10.1287/orsc.2023.17685 .

Human Capital Formation in High-Tech: Features of Government Policy

Purpose: is to reveal the peculiarities of government policy aimed at building human capital in high-tech industries. Methods: this research is based on a systems approach; decomposition of human capital in order to identify systemic gaps in its formation; qualitative (traditional) analysis of government programs and projects; a comparative analysis of the directions of Russian government policy and some leading countries in the field of high technologies aimed at human capital development. Results: the essence and structure of the organization's human capital are considered based on the stages of its reproduction, as well as from the position of its expanded interpretation. Systemic gaps in the formation of human capital of high-tech organizations have been identified, including gaps in the formation of individual and corporate human capital, as well as in the institutional and infrastructural support for its reproduction. The features of Russian government policy aimed at the formation of human capital in the high-tech sector are shown, in comparison with the policies of a number of foreign countries. The role of government programs and projects (“Priority2030”, “Professionalitet” and “Advanced Engineering Schools”) in overcoming systemic gaps in the formation of human capital in high-tech organizations is outlined. Conclusions and Relevance: the performed analysis showed the presence of a wide range of government policy measures of a number of countries that occupy leading positions in the field of high technology, aimed at developing human capital in the high-tech sector. Among them are the development of fundamental science, interdisciplinary and mathematical knowledge, STEM competencies, as well as strengthening the interaction between the academic sector and the high-tech sector. The arsenal of tools of domestic government policy includes a focus on practice-oriented training, the development of digital competencies, advanced training of management personnel, as well as the development of interaction between the academic and high-tech sectors. The federal project “Advanced Engineering Schools” corresponds to the elimination of the largest number of system gaps. At the same time, the systemic gap at the stage of formation of general human capital, which manifests itself in the poor physical and mathematical training of schoolchildren, remains unresolved.

Impact of Training & Development on the Employee Performance with Respect to Automotive Industry

There is a positive co-relationship between employee training and development with the performance of employees and employee productivity. This is demonstrated in major industries that a connection between the development of human capital and performance of organizations is positively correlated. Here the author wants to establish a correlation between the same through the secondary articles in an automotive industry. This paper describes the emphasis on human capital in organizations and the view that market value depends less on tangible resources, but rather on intangible ones, particularly human resources even in the automobile industries. The organization also has to leverage the skills and capabilities of its employees by encouraging individual and organizational learning and creating a supportive environment, in which knowledge can be created, shared and applied. This review article is shedding the light on the role of effectivity of T&D programs being conducted at the automobile companies. This sector is majorly a sales innovation based industry where the sales volume can be created, developed, sustained and innovated by various sales techniques adopted by employees. Thus there is an immense need of structural T&D program designed specially for the sales activities at automotive industry. As training levels have the potential to develop service level at the industry, the over all cost benefit of such programs are observed. This article has covered the debate between the Cost spent and Return on Investment of such programs in automobile sector via consideration of Total Quality Management and Continual Quality Development programs.

Contingency perspective to bridge human capital perception to achieve ambidexterity in environmental dynamism

Environmental change and technological disruption are expanding phenomena impacting today's economic world. A dynamic business environment can inspire companies to engage in both exploitative and exploratory innovation at the same time. Traditional financial technologies have evolved substantially over the past decade. Although the environment challenges technology to adapt to business sustainability, artificial intelligence has not replaced human bankers. There is, however, a scarcity of research on the relationship between ambidextrous work and human capital, indicating that few studies have been undertaken. To better understand how banks can achieve such organizational ambidexterity, we develop a framework that investigates the combined effects of organizational human capital (O-HC), environmental dynamism (END), and technological capacity (TEC) on organizational ambidexterity (ORA). The theory of contingency is the theoretical foundation of the subject. This quantitative analysis used a sample size of sixty-three executives from Indonesia's banking industry and was analyzed using PLS-SEM and SPSS to determine the measurement and structural models. The results show that TEC and O-HC directly affected ORA, but END did not. We also found that firms with O-HC are more likely to utilize high TEC to promote ORA. The findings of this study provide practitioners with insight into how they can promote human capital and TEC as pillars of ambidextrous banking. This research contributes to the literature on ORA and offers managers insights on aligning their knowledge practices to develop TEC when pursuing ORA.

Model of the Influence of Employee Competencies on Performance Considering Burnout

The study was conducted as part of a current task of studying factors in the development of an organization's human capital that have a direct or indirect impact on employee productivity. The set of such factors includes indicators of the level of development of competencies and the degree of burnout of the individual. The work aims to develop economic and mathematical tools that would quantitatively describe the impact of employee competency values on their key performance indicators (KPIs), taking into account the level of burnout determined by the values of loyalty, involvement, and satisfaction. To achieve this goal, a hypothesis is put forward about the possibility of constructing a tool that makes it possible, based on a fuzzy classification of employees by level of competency development, to construct functional dependencies of KPIs on burnout indicators for each category. The initial data used were the results of a self-assessment of competencies and burnout of employees, mainly working in the areas of IT and HR in seven large Russian companies, calibrated by the immediate supervisors of the respondents, and the actual values of their KPIs. The work proposes an approach that includes two stages. As the first step, a fuzzy model is built that makes it possible, based on a weighted integral indicator of competency development with optimal weighting coefficients, to divide the range of values of the integral indicator into categories of uneven size, with the help of which it is possible to predict the achievement of KPIs. As the second step, an econometric model of the dependence of KPI on employee burnout indicators was built using the weighted least squares method to explain the dispersion of KPI values of employees belonging to individual competency categories in a fuzzy formulation, around the expected KPI value. The proposed tool will make it possible to predict the achievement of KPIs by employees depending on the input values of competencies and the level of burnout. In the future, this will make it possible to form an optimal portfolio of well-being program activities that will influence the development of employee competencies and reduce their level of burnout, and, therefore, contribute to the maximum progress in achieving target KPI values.

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.

Analysis of the organizational knowledge management system of nurse education centers with hybrid Fuzzy DEMATEL-network DEA method

On-the-job training is important for the growth of organizational human capital. The present paper evaluates the efficiency of on-the-job training using the DEA model and knowledge management system to illustrate the interactions of organizational knowledge management concepts for measuring the efficiency of on-the-job training courses for employees within the organizational knowledge management systems. In this research, the DEA method was used to evaluate the efficiency of knowledge management system and analyze the interdependencies of the system. Also, the EU Knowledge and Innovation Management Measurement and the Kirkpatrick models were employed to identify the indicators. This study was conducted on 27 education centers in Iran. The results of evaluating the effectiveness of the knowledge management system show that the factor of “educational resources and facilities” is the most affecting variable and the most affected variable is “educational effectiveness”. Then, based on the DEA method, the weights of the sub-factors of the model were determined, and the efficiency of each step and as a result the efficiency of the whole system was obtained. Inefficient units were discarded and finally the efficient units were ranked. This study can help the organizations to identify the factors affecting the effectiveness of knowledge management programs.

The Relationship between Leadership, Organizational Culture, and Human Capital in Organizations: Bibliometric

Leadership, organisational culture, and human capital have important roles in every organisation. The purpose of this study is to reveal the relationship between leadership, organizational culture, and human capital in organisations with a bibliometric. The bibliometric method is used to provide a complete picture of the development of research related to a particular topic so that researchers can understand the topic at a macro level. Bibliometric studies help identify macro research gaps (sub-sub topics that have not been researched, emerging topic trends). The researcher focused on bibliometric analysis: co-authorship with the first author unit of analysis and co-occurrence with the keyword unit of analysis. The findings show that organisational culture variables, although a minority, still exist in the last 15 years to be researched further. On the other hand, human capital and leadership with emphasis on leadership style can be associated with other variables, such as competence, entrepreneurship, information-communication technology. This research also has limitations, namely in the literature sources obtained, increasing there are still few researchers who review leadership, organisational culture, and human capital.

Training as a factor in the development of the organization’s human capital (review of foreign literature)

Improving the efficiency of the organization is the primary task of a business focused on strategic development in a competitive environment. This means that it will be difficult for a business to survive and compete profitably in the business world without the availability of resources that fully meet the needs of the market. It is obvious that in such conditions, business owners and business policy makers should give priority to the employees of their organization, ensuring that they are trained and developed in such a way as to ensure a competitive advantage, the effectiveness of the organization and its sustainable development. One of the factors of the organization’s sustainability and a catalyst for increasing efficiency is its human capital. Despite the fact that the development of human capital requires initial capital expenditures, the resulting benefit from investing in it does not raise doubts about the need for investments in employee training and development programs. Therefore, business owners and business policy makers are encouraged to invest in training and development of organizational human capital.

The First 17 Years of the Journal of Management, Spirituality, and Religion (JMSR): Bibliometric Overview

The Journal of Management, Spirituality, and Religion (JMSR) has been a leading scientific source for scholars interested in the religious and spiritual aspects of managing human capital in organizations. It was created to connect the concepts of spirituality and religiosity to increase awareness of people's spirituality and spiritual leadership in a business setting. It was also, to comprehend the effects of pluralism on organizations as a whole and the critical and distinct role of the various religious views held and the spirituality of each individual. This study uses bibliometric analysis techniques to retrieve all publications from the Scopus database from 2004 to 2020 to honor the 17 years of the JMSR's journey. The current study was carried out to highlight the JMSR's growth, development, and intellectual structure in terms of impact, citations, theme, topic trend evolution, most contributing universities, and collaboration network.

The role of endomarketing in human capital management: a study applied to the Minho Urban Quadrilateral

PurposeThe aim of this paper is to understand the importance of endomarketing in organizations and whether internal strategies are essential in the management of human capital. Especially, it is intended to understand what kind of policies is adopted in the organizations the authors are dealing with, and also the perception that employees have about them.Design/methodology/approachThe methodology adopted combines a quantitative and qualitative approach, based on documents analysis, and the survey and semi-structured interviews with questions alluding to endomarketing. The study was carried out in the (Portuguese) cities belonging to the Minho Quadrilateral, being Braga, Barcelos, Guimarães and Vila Nova de Famalicão, in which a total of five organizations are held.FindingsThe results seem to show that endomarketing has an essential role in human capital management, in particular, to obtain both individual and organizational results, where there is a mutual relationship. Of the 158 respondents that make up the sample, it was concluded that 78.5% considered the intrinsic factors related to well-being and happiness as important as the extrinsic factors related to monetary rewards.Research limitations/implicationsThe manuscript presents insights for internal marketing and human resource management (i.e. motivation and human capital). Based on the rapid and profound technological changes of the early 21st century, the concept of endomarketing emerged stimulated by globalization and by the greater concern to adopt strategies that were able to differentiate organizations in the markets.Originality/valueThis is an interdisciplinary theme, with contributions to both internal marketing and human resource management, bearing in mind to enhancing the value and well-being of organizational human capital. This study aims to contribute to the development of scientific knowledge in this area that is so relevant for growth and differentiation.

Organization-Managerial Mechanism of Shaping Human Capital in Organization Based on Knowledge Management

Today organization competitiveness depends mainly on the development of HR potential and the process of labour resource management. In personnel training the process of knowledge management is on the foreground, its introduction can render positive effect both on production process and HR management of the organization. The article pays special attention to the definition of such notions as ‘knowledge’, ‘knowledge management’, ‘development of HR potential’, shows academic activity in this field in 2018–2022 on the part of home authors and finds interconnection between the process of knowledge management and development of HR potential. The author analyzed and systematized key trends of the subject area. Findings of the research demonstrate that for home scientists the problems of attracting highly-qualified personnel and adaptation of HR potential to organizational transformations are especially acute. According to Elibrary.ru data the biggest number of studies dealing with knowledge management and development of HR potential during the last 5 years were carried out in the field of education, digitalization and HR management.

The influence of the factors for creating the value and competitive advantages of the organization on human capital in organizations

Studies have shown that an organization's human resources should be effectively attracted, developed, motivated, managed, and valued to sustain a competitive edge in the market. Organizations must 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 in order to maintain their competitive advantage(s) and ensure their survival. 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.

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

Technological advancement in the 21st century has unlocked possibilities in all spheres of existence. Lately, with the advent of the Covid-19 pandemic, the workplace has been transformed, and businesses are operating in unchartered waters. A human resource management information system is believed to guarantee a more efficient and effective way of managing human capital in organizations. However, its implementation has not effectively transformed from the manual method of running the human resource functions. Many organizations are, therefore, still stuck with the traditional way of managing human capital. On this basis, this study sought to establish the effectiveness of recruitment information systems in human capital management. The study was anchored on the resource-based theory of the firm and used a cross-sectional research design with a target population of 458 employees. A sample size of 213 respondents was determined while stratified and simple random sampling techniques were adopted to select the respondents for the study. A structured questionnaire was used to obtain primary data from the respondents. The reliability of the questionnaire was tested through a pilot study where an average Cronbach alpha coefficient of 0.89 was obtained. The validity of the questionnaire was ensured by doing a detailed literature review and consultation with subject experts. Descriptive statistics (mean and standard deviation) were used to summarize data, while correlation analysis was used to test the study's hypothesis. Results were presented using tables. The findings established that recruitment information systems had a strong positive relationship (R = 0.873, β1 = 0.518, R2 = 0.762, p = 0.05) with human capital management, indicating that James Finlay Limited should invest more in Recruitment information systems. The study recommended that the company improve the recruitment information system to enhance the job interview process and improve the system to allow efficiency in tracking job applications and appointment processes.

Человеческий капитал организации как драйвер совершенствования проектного управления

The subject of the study is the human capital of an organization in the form of the competencies of its individual representatives. The purpose of the work is to determine the dependence of successful project management on the level of human capital development of the organization and its individual representatives. It is established that the successful work of an organization depends not only on its capital, but also on the development strategy and methods of its implementation. One of the main methods of implementing an organization's strategy is project management, for the qualitative implementation of which it is necessary to have employees with appropriate competencies. The article discusses the results of a study conducted by the national Association of project Management "SOVNET" to identify the most important key indicators for the elements of the competence "PEOPLE". It is established that the manager must demonstrate openness and responsibility in interacting with people on whom the magnitude of the human potential of the organization depends. According to the results of a survey of managers and employees of small and medium-sized businesses to determine the level of openness of communications in organizations and the quality and comfort of interaction of their employees, the relationship between them and the human capital of the organization was revealed. A trend has been established that shows the correlation of the inverse dependence of a weak level of responsibility and openness on the development of the organization's human capital. The dependence of openness and responsibility in matters of interaction with people on the level and quality of human capital development of the organization is traced. Conclusions are drawn about the correlating direct dependence of the growth of the level of responsibility and openness on the increase in the level of development of the human capital of the organization, as well as the need and possibility of improving the quality of project management due to the growth and development of the human capital of the organization.

Особенности стоимостной оценки человеческого капитала организации

The subject of the study is the features of the evaluation of the human capital of an organization as a system of restrictions used in the selection of methods of quantitative measurement and examination of human capital. The purpose of the work is to form an algorithm for constructing a methodology for the valuation of human capital. The article forms the basic criterion for making a strategic investment decision concerning the use of the profit of the organization to ensure the income of the owners. A list of the main properties of the human capital valuation process has been formed, which covers not only the subject and object of the assessment, but also the purpose, result and methodology of the assessment. It is shown that they allow determining the final features of the process of assessing the value of human capital. Based on the selected properties of the evaluation process, the main features of the evaluation of the value of human capital in the organization are established, which, in particular, include cost estimation; time limitation; consideration of the synergetic effect and emergence of efforts in the team; verifiability; chain dependence. It is determined that the carriers of human capital are not only employees individually, but also the collective as a whole. Based on the features of human capital assessment, an algorithm for choosing quantitative and qualitative methods for assessing the value of an organization's human capital has been developed. It is shown that in the evaluation process, various efforts are required to verify the satisfaction of the results, as well as their comparison with various benchmarks, for example, market or historical ones. It is concluded that human capital is a reflection not only of the individual abilities of employees, but also the result of their self-realization, interest and involvement in the process of economic activity.

Sustainable Development of production-oriented Family Businesses: The Impact of Human Resource Management Practices on the Quality of Organizational Human Capital

Sustainable Development of production-oriented Family Businesses: The Impact of Human Resource Management Practices on the Quality of Organizational Human Capital

Human Resource Management Practices Perception and Career Success: The Mediating Roles of Employability and Extra-Role Behaviors

Over the last decades, growing interest has been devoted to employees’ perceptions of Human Resource Management Practices because of their positive influence on individual attitudes and behaviors as well as on organizational performance. Furthermore, assuming the mutual benefits coming from a people-based management of the human capital in organizations, both in terms of employees’ increased motivation, engagement and commitment, and consequently enhanced performance and competitive advantage, recent research in the field concentrated on the impact of HRM practices perceptions on some distinctive individual attitudes and behaviors driving the success of organizations especially in times of radical change like the present ones. Moving from these assumptions, the aim of the present study was to examine the relationship between HRM practices perception and objective career success, considering the mediating role played by employability and extra-role behaviors. Participants were 960 Italian employees who filled an online self-report questionnaire available through the web platform Google Forms. The questionnaire encompassed socio-demographic information and self-report scales assessing the study variables. Results showed that HRM practices perception was positively related to employability, objective career success, and extra-role behaviors. Implications for theory and practice, limitations, and future research directions were also discussed.

The Relationship between Human Resource Management and Corporate Social Responsibility: A Critical Review

An increasing number of organizations are focusing not only on creating value but also on ethical, social, and environmental perspectives. Traditionally, organizations mostly encompassed corporate social responsibility as their activities only in an economically favorable situation. However, corporate social responsibility can be incorporated in organizations with human resource management as a strategic process to recover and sustain the organization's development. Therefore, the study aims to analyze the relation between corporate social responsibility and human resource management and the role of human resource practices with corporate social responsibility in organizational development. From this standpoint, this study provides a systematic review of the concepts of corporate social responsibility, the relation between corporate social responsibility and human resource management, and their effect on the organization's success. Fifty-six articles published during 2004–2020 are selected for review from a descriptive and content perspective to propose a future research direction on a selected topic. The findings of the reviewed literature indicated that a triple bottom line (economic, social, and environmental) attainment is essentially a high-level management-driven operation in the absence of employee participation. Besides, this paper described the importance of corporate social responsibility, the linkage between human resource and corporate social responsibility in the organization, and promoting corporate social responsibility to the organizations and various stakeholders. Finally, this study asserted the connection between these two concepts and inquired management to treat the link as a strategic business decision to control the organization's human capital.