Strategic Human Capital Management Research Articles

Rethinking the Role of the Principal in the Strategic Management of Human Capital in Public Secondary Schools in Zimbabwe

Effective leadership and management are at the centre of the strategic management of human capital in education. Principals in schools as organizations promote the effective execution of strategies by coordinating staff members toward accomplishing school goals and objectives to improve student outcomes. Principals are critical in implementing strategic plans and providing a conducive setting for teaching and learning that allows human capital to grow and perform better. Principals must be strategic and forward-thinking by aligning school systems, culture, and processes to achieve all goals. Principals in public secondary schools in Zimbabwe face challenges in strategically managing human capital. Evidence mainly points to the teachers’ low motivation levels and lack of training and coherence in support mechanisms that would enable principals to strategically manage human capital in Zimbabwean schools. Thus, this necessitates the need to rethink the role of the principal. The study aimed to explore ways to rethink and redefine the principal’s role in Zimbabwean schools where education is in crisis. Following an interpretivist paradigm, a qualitative approach using a case study design was employed to gather data. The study found a need for policy change to strengthen the principal’s management and instructional leadership role when managing human capital effectively in schools. Such a bold move would pave the way for an upgrade in principals’ leadership and management capacities so they can effectively manage teacher performance and thereby improve academic performance.

Enhancing E-Commerce SME Performance through Human Capital, Organizational Culture, and Product Innovation: The Mediating Role of Employee Performance

This study investigates the impact of human capital, organizational culture, and product innovation on entrepreneurial performance in e-commerce small and medium enterprises (SMEs) in Shanghai, hypothesizing that these factors positively influence entrepreneurial performance with employee performance as a mediating variable. Approximately 375 entrepreneurs and staff from e-commerce SMEs participated, providing pertinent data through validated questionnaires rated on a 5-point Likert scale. Utilizing a quantitative research design, the study employed SEM-PLS analysis to examine relationships among human capital, organizational culture, product innovation, employee performance, and entrepreneurial performance. The findings indicate that human capital, organizational culture, and product innovation significantly impact entrepreneurial performance, with human capital having the most substantial effect, followed by product innovation. Employee performance was found to mediate these relationships, enhancing organizational competitiveness. Effect sizes and confidence intervals demonstrated strong content validity and statistical significance. The study concludes that strategic management of human capital, fostering a supportive organizational culture, and encouraging product innovation are crucial for improving entrepreneurial performance in e-commerce SMEs. These results suggest that SMEs should invest in human capital development, create an innovation-friendly environment, and emphasize effective leadership and ethical behavior. The implications highlight the importance of these factors in achieving success in the competitive e-commerce market, emphasizing the need for strategic management practices that prioritize human capital and organizational development to drive performance outcomes. This research provides actionable insights for SMEs seeking to enhance their competitiveness and sustainability in the rapidly evolving e-commerce landscape, underscoring the critical role of human capital and innovative organizational practices.

Optimizing Organizational Performance through Strategic Human Capital Management

The pivotal role of human capital in organizational success is increasingly recognized in contemporary business environments. This study presents an in-depth analysis of how strategic human capital management can significantly enhance company performance. Utilizing a qualitative approach, grounded in a comprehensive literature review, our research explores various strategies that can be employed to improve human resource performance in organizations. We emphasize that the success of a company hinges not just on its business operations, but critically on its human capital – the unique knowledge and skills possessed by its workforce. This research argues that the nuances of human capital, such as education, skills, and health, are essential for the strategic development of an organization. By implementing effective human capital strategies, companies can foster an environment conducive to growth, innovation, and long-term sustainability. Our findings highlight that understanding and leveraging the unique attributes of human resources can lead to significant improvements in organizational activities and outcomes. This paper contributes to the ongoing discourse on human capital theory by demonstrating its practical application in organizational strategy and performance enhancement.

Turbulence Ahead: Strategic Human Capital Management, Job Satisfaction, and Turnover Intention

The COVID-19 pandemic further illuminated the importance of strategic human capital management (SHCM). As the pandemic surged in the United States, employee retirement and resignation rates grew rapidly. Not surprisingly, the significant number of individuals seeking new employment opportunities or entirely exiting the labor force exacerbated human capital shortages that were already crippling public sector organizations. Fortunately, research has shown organizations that engage in SHCM initiatives can simultaneously enhance performance-related outcomes and successfully endure turbulent workforce conditions. Job satisfaction and employee turnover intention are two such outcomes that have received ample consideration among researchers. But while public sector scholarship has empirically demonstrated that SHCM influences employee job satisfaction, it has failed to adequately account for its indirect linkage to voluntary employee turnover. Therefore, using local government data collected biannually from 2016 to 2022, this study explicitly examines how endogeneity issues factor into the dynamic relationship between SHCM, job satisfaction, and turnover intention. The results of two-stage least squares regression analysis suggest that SHCM is indirectly related to employee turnover intention by way of employee job satisfaction.

New entrants, incumbents, and the search for knowledge: the role of job title ambiguity in the US information and communication technology industry, 2004–2014

Abstract New entrants and incumbent firms rely on new knowledge to innovate and compete in the market. One way to acquire new knowledge is through the recruitment of new employees from competitors, a phenomenon popularly known as “poaching.” Digital labor platforms are widely used by firms for this aim. We argue that job titles represent the first and most visible public source of information about knowledge workers and thus play a key role in navigating the vast spectrum of competencies available in digital platforms. Our analyses of the career trajectories of 11,644 knowledge workers in the United States between 2004 and 2014 suggest that increases in the ambiguity of a job title claimed by an employee are negatively associated with the likelihood of the employee being hired by a new employer. This finding appears stronger in the case of transitions to incumbent firms rather than new entrants. In the concluding section of the paper, we take stock of the various analyses presented and reflect on the potential role of job titles in the strategic management of human capital.

The Role of Human Capital in the Universities’ Management Efficiency Process

Abstract Universities can only be as successful as their staff. Without qualified staff and effective hiring practises, universities cannot capitalise on their talents. For this reason, strategic HCM is necessary to attract and retain skilled employees. A university’s workforce – from professors to administrators – is critical to fostering innovation, conducting research, providing educational opportunities, and contributing to the institution’s overall mission. Indeed, human capital management (HCM) is critical for universities to attract and retain qualified employees. This includes developing a strategic plan for managing the workforce, including recruitment, hiring, training, and development. The HCM approach should aim to align the university’s goals with the needs and desires of employees to create a winwin situation for both parties. The purpose of this article is to demonstrate through a documentary analysis that academic staff retention is essential for universities to maintain their academic excellence, reputation and competitiveness. By creating a positive work environment, competitive remuneration, professional development opportunities and reduced administrative burdens, universities can improve academic staff retention and create a more rewarding work experience for academic staff. Successfully recruiting and retaining top personnel is an important task for HR departments (and universities as a whole). As a result, the institution becomes more creative and effective.

Creating marketing innovation abroad: The value of marketing professionals in foreign MNC subsidiaries

When foreign MNC subsidiaries commercialize their products and services on foreign markets, they oftentimes rely on new marketing approaches such as a new pricing model adapted to local customers and competitors. Since MNC subsidiaries typically suffer from “liabilities of foreignness”, they depend on skilled marketing professionals who possess a deep understanding of host country markets to implement these marketing innovations. However, the value that these individuals can create for MNC subsidiaries vis-à-vis domestic firms and under which host country market conditions their B2B marketing skills are most valuable is poorly understood. We integrate mechanisms from research on value creation through marketing innovation in MNC subsidiaries into strategic human capital theory and predict higher value creation to translate into salary premiums for these individuals compared to when they would work for domestic firms. Moreover, we argue that these salary premium effects depend on the innovativeness of the host country competition which challenges MNC subsidiaries and makes marketing innovation even more salient. We test and support our hypotheses using employer-employee data for 25,374 marketing professionals from 2010 to 2012 in Denmark. The findings have broad relevance for the management of strategic human capital management in the creation of marketing innovation.

Leaning in on Management to Empower Teacher Leaders

To boost teacher leader morale and satisfaction, and fulfi ll the promise of teacher leadership, we argue that district and school leaders need to lean in on management processes by developing and applying strategic management of human capital (SMHC) policies and practices to their teacher leadership programs. In our view, endeavors should not shy away from management policies and practices, but embrace them to empower teacher leaders. To elaborate on what this may entail, we provide an overview of nine SMHC practice areas and resources to guide district staff in their endeavors.

Evaluation of human capital in the system of strategic enterprise management

Introduction. The special role of strategic management of human capital in the implementation of the mission of the enterprise is proven. Human capital is the driver of the company's development, the main alpha-stacker of business processes, which creates additional value at the micro-level of the economy. It is the strategic management of capital, first of all, human capital, that allows the enterprise to achieve the strategic mission of the enterprise's functioning. The purpose of the paper is critical evaluation of existing methods of evaluating human capital in the system of strategic management of the enterprise. Results. The elements of the structure of human capital are considered: abilities, deployment, development, skills. Existing traditional methods of evaluating human capital at the enterprise are analyzed. A model for evaluating the human capital of the enterprise was built, taking into account the elements of human capital and age. It was determined that it is the combination of quantitative and qualitative assessment that makes it possible to eliminate the shortcomings of traditional assessments of human capital. Conclusion. Numerous studies and publications pay attention to the evolution of human capital, its evaluation in the strategic management system of the enterprise. From a conceptual standpoint, human capital does not have sufficient explanatory power, the assumption that the effectiveness of economic and social development largely depends on human capital is almost unanimously accepted in scientific circles. Hence, there are also corresponding concerns of the academic, business and public business community regarding the assessment of human capital and the impact on enterprise development. In this context, it is necessary to evaluate human capital at all levels of the life cycle of an individual.

How Resource Scaling Reshapes Strategic Human Capital Management

This paper studies how resource scaling - the simultaneous deployment of the same resource across a large set of organizational units - reshapes the strategic deployment of human capital resources. We advance that scaling up resources which facilitate firm growth may increase worker productivity while simultaneously reducing firm’s reliance on human capital as a source of competitive advantage. This result emerges as organizations scale up resources that increase the returns of specializing workers on tasks which do not rely on unique worker-level. The study employs a multi-method approach to examine resource scaling in the context of private higher education in Brazil, where a group of corporations implemented strategies to scale up hybrid learning, standardized courseware, and professional management following waves of acquisitions. Using a unique dataset on ownership changes, labor contracts, and establishment characteristics, we conducted panel event-study estimations comparing acquired establishments to matched non-acquired establishments. The results provide evidence that only acquisitions coupled with resource scaling led to superior establishment performance, teaching productivity, faculty specialization in teaching, and sustainably higher levels of faculty turnover. In-depth qualitative interviews with deans and faculty suggested that faculty became more replaceable as they specialized in teaching rather than in activities perceived as more value-adding, such as research or course development. This paper advances the resource reconfiguration and strategic human capital literatures by showing that resource scaling can increase the productivity of human capital while specializing workers and decreasing the role of their human capital as a source of competitive advantage.

Human capital disclosure and the contingency view

PurposeBuilding on an integration of strategic human resource capital management and human capital disclosure literature streams, this paper explores the associations between human resource performance and human resource disclosure in the financial services sector.Design/methodology/approachUsing content analysis and panel regression methods, the paper examines the extent, nature, and information content of human capital disclosures in the financial services sectors in North America during the global financial crisis period.FindingsLabor costs and marginal labor productivity are significantly associated with human resource disclosure and the latter is significantly related to both financial (explicit) and non-financial (implicit or relational) components of the employment relationship. Results show inverted effects between the US and Canadian samples. The findings support a contingency view or “best-fit” approach to human resource capital management.Practical implicationsDifferences in labor market structures and human capital attributes could have significant impacts on human capital disclosure strategies. More transparent and detailed disclosures regarding human resource capital management may provide useful and relevant information for investors and stakeholders in general.Originality/valueThe study provides insights into how labor market structures and human capital attributes jointly affect the extent and nature of corporate disclosures with regards to rents distribution and relational governance between employers and employees.

MARKETING TOOLS IN STRATEGIC MANAGEMENT OF YOUNG SCIENTISTS’ HUMAN CAPITAL

The purpose of the paper is to identify the marketing tools, which are promising areas of functional provision of strategic management of young scientists’ human capital in Ukraine. The novelty of the research is represented by the created theoretical model of the conceptual scenario of strategic management of young scientists’ human capital. The object of the scientific research is the process of using marketing tools in strategic management of young scientists’ human capital. The research methodology includes such methods: comparative analysis, critical analysis, statistical analysis, economic-mathematical analysis and graph-analytical. The research is based on the results of mass sociological survey of young scientists in Ukraine performed within the framework of the project «Realization of the young scientists’ potential in integration of science, education, and business» (0120U102126) in 2020 year. The obtained results confirmed fully the proposed hypothesis H1 and H2 and partially the hypothesis H3. The discussion section of the paper proposes the improved method of evaluating the human potential of young scientists, which includes four vectors: assessment of business qualities of educational managers, evaluation of the effectiveness of the organizational structure of management of scientific and educational institutions, assessment of the overall effectiveness of marketing activities of scientific and educational institutions, general evaluation of marketing potential of human development in the strategic management of human capital of research and educational institutions. The fourth component is proposed to produce marketing tools used by young scholars based on the results of a mass sociological survey. The practical value of the proposed instruments for the young scientists’ community and scientific and educational institutions, where they are employed, is in the use of the adapted graph-analytical method, which gives the opportunity to assess the marketing tools in strategic management of young scientists’ human capital.

Methodology in the Modern Theory of Human Capital and Strategic Management of Human Capital

The purpose of the paper is to analyse the place of the methodology in the modern theory of human capital and its relationship with the methodology of strategic management of human capital. Based on the evolutionary development of conceptual ideas and provisions of the human capital theory, the categorical matrix of the modern theory of human capital is substantiated, where the intersection of such vectors as the level of scientific analysis and the angle of analytical consideration of the object of the human capital theory determine the logic of category location. The proposed structural understanding of the methodology allowed the author to build the hierarchical construction of the strategic management of human capital science, which defines the methodology of strategic management of human capital as a specifically scientific methodology. The developed structural and logical scheme in the methodology of the formation of human capital strategic management has five levels: identification, ideology, methodology, method, and optimisation. It includes the categorical matrix of the modern theory of human capital at the identification level. Further research of the topic is proposed to perform at the level of the method and at the level of optimisation, as they are connected with practical tools of strategic management of human capital.

Suitable Leadership Style for Service Industry in Bangkok

The main research question for this study “which leadership style is the most suitable for hotel industry in Thailand”. This study adopted a case study of Centara hotel & Resorts hotel chain. Study was conducted using anonymous online questionnaire. The Structural Equation Modeling (SEM) was used to test structural relationship in the model between various variables in the study. The finding of this study suggested that there is a significant relationship between autocratic relationship, high turnover intention, and low job satisfaction. In addition, the study found significant correlation between transformational leadership and democratic leadership with high job satisfaction and low turnover intention. This finding suggested that autocratic relationship is an ineffective leadership style to govern hotel employees in Thailand. On the other hand, both transformational leadership and democratic leadership are both effective leadership style that can possibly enhance employee job satisfaction and reduce turnover intention. With consideration to the various departments in the hotel, the study also found that front office or reception, as well as food and beverage service department have significant correlation with democratic leadership style. Other leadership styles, including Laissez faire leadership, autocratic leadership, charismatic leadership, and transactional leadership show no significant relationship with employee job satisfaction and turnover intention. Thus, the finding of this study identified effective leadership style for hotel industry as transformational leadership and democratic leadership. The finding obtained from this study is novice and contribute greatly toward existing body of research as none of the past study have been conducted to investigate effectiveness of various leadership style in the context of Thai ever before. Lastly, this research is also extremely useful for hotel strategic human capital management to be able come up with the winning HRM & HRD strategy to get the right kind of leaders and potential successors in their organizations in a highly rivalry intensity of over-supply hotel industry.

ТЕОРЕТИЧНІ ЗАСАДИ СТРАТЕГІЧНОГО УПРАВЛІННЯ ЛЮДСЬКИМ КАПІТАЛОМ ПІДПРИЄМСТВА

The article is devoted to the study of theoretical approaches to the interpretation of the essence of the category of human capital and the definition of conceptual provisions of strategic management of human capital in enterprises in modern economic conditions. The article considers the main provisions of traditional, alternative, extended and other approaches to the interpretation of the term “human capital” by foreign scholars. Perspectives on the essence and content of human capital are presented by some Ukrainian scientists. The article is devoted to the study of theoretical approaches to the interpretation of the essence of the category of human capital and the definition of conceptual provisions of strategic management of human capital in enterprises in modern economic conditions. The article considers the main provisions of traditional, alternative, extended and other approaches to the interpretation of the term “human capital” by foreign scholars. Perspectives on the essence and content of human capital are presented by some Ukrainian scientists. The target orientation of the research of the substantive essence of the category “human capital” is determined, which is to assess the possibility of its development and the ability to manage it taking into account the external and internal environment of the enterprise. It is proved that human capital should be considered as a new effective resource, the use of which contributes to the socio-economic development of the enterprise and the state, investment in human capital provides long-term socio-economic multiplier effect for all market participants. It is determined that strategic human capital management is aimed at ensuring the efficiency of economic activity and sustainable development of the enterprise through the effective formation, development and use of human capital. It is noted that strategic human capital management should be considered in the context of strategic management of intellectual capital of the enterprise. The place and role of strategic analysis and evaluation of human capital quality in strategic human capital management of the enterprise are outlined. The specific features of strategic human capital management of the enterprise are considered, in particular, such as time length, orientation on the principle of balance of human capital flows, consideration of each employee of the enterprise as his strategic partner. It was concluded that strategic human capital management contributes to the added value of the enterprise, increase the level of corporate culture, and improve the image of the enterprise.

STRATEGIC HUMAN CAPITAL MANAGEMENT IN THE CONTEXT OF DIGITALIZATION

The purpose of the article is to improve the strategic management of human capital in the context of digitalization. In modern conditions, the development of human potential is closely linked with the spread of digital technologies, which are being implemented and rapidly evolving in all spheres of the economy and society. In this context, the effectiveness of the processes of adaptation and competitiveness of socio-economic systems in the long run depends on the development and implementation of the concept of human capital development which takes into account the impact of digitalization processes on the formation of human capital, as well as on the relevant qualitative characteristics that will best meet the needs of the national economy in the transition to a digital model of governance. Methodology. The article is based on international legal acts, laws and bylaws of Ukraine in this area of legal regulation of human capital in the context of digitalization. Both general scientific and special methodology were used for the research: methods of analysis and synthesis, method of description, method of induction, method of deduction. Results. It is proved that the state policy in the field of human capital development in Ukraine today does not meet the modern challenges associated with the rapid development and spread of digital technologies. The consequences of this are already growing disparities in the labor market, shortage of highly qualified specialists with digital competencies at the appropriate level, growing trends in emigration of intellectual capital and gene pool of the nation abroad, reduction of the "middle class" and intensification of social degradation. Solving these problems requires the development and implementation of a Unified State Strategy for Human Capital Development, which will stimulate its formation, development and effective use in the vector of transition to a new technological system, ensure economic growth and high living standards. To this end, the concept of strategic development of human capital in the context of digitalization is substantiated. It systematizes the goals, principles, strategies and tasks of the state to ensure effective processes of human potential formation and its transformation into human capital in the context of implementing the strategy of sustainable development of the national economy under the influence of digital technologies. Conclusions. The strategy of human capital development in the conditions of digital transformations is substantiated. It is a system of interrelated directions, actions and mechanisms aimed at implementing the concept of formation, motivation and use of human capital, which meets the needs of the economy and society and contributes to the competitive advantage and continuous human development in the long run.

Integrating Strategic Human Capital Management in the Digital Transformation of Telecommunications Industry Facing Disruption Era at PT Telkom Indonesia (Persero) for the 2017-2019 Period

Digitalization acts as a major disruptive trend of almost all business models and operations. It then leads to the Fourth Industrial Revolution. This industry has an exponential growth rate rather than a linear growth, which is disrupting nearly every industry in every country in the transformation of the entire system of production, management and corporate governance. This study aims to gain an in-depth understanding of the integration of strategic management of human capital and organizational culture in the digital transformation of the telecommunications industry in order to survive in the era of disruption. Human capital is the key to addressing the gap in business change. Importantly, digital transformation of an organization, in this case PT Telkom Indonesia (Persero) Tbk., requires organizational members to think seriously about how the organization can be a successful digital transformation, rather than being a victim of digital disruption. To face internal challenges, a company needs to build human capital equipped with digital skill-sets. The appropriate specific skills can help a company to build its human capital or human capital capabilities so that it is able to compete. In addition, digital standards must also align with global norms, encouraging collaboration between industry sectors to aid digital transformation.

Strategic Human Capital Management and Sustainable Development of Organisations: A Cognitive Mapping to Analyse the Role of Human Capital on Sustainable Development

Strategic Human Capital Management and Sustainable Development of Organisations: A Cognitive Mapping to Analyse the Role of Human Capital on Sustainable Development

Corporate governance, human capital resources, and firm performance: Exploring the missing links

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

The Demotivating Effects of Communicating a Social-Political Stance: Field Experimental Evidence from an Online Labor Market Platform

Despite a recent surge in corporate activism, with firm leaders communicating about social-political issues unrelated to their core businesses, we know little about its strategic implications. This paper examines the effect of an employer communicating a stance about a social-political issue on employee motivation, using a two-phase, preregistered field experiment in an online labor market platform. Results demonstrate an asymmetric treatment effect of taking a stance depending on whether the employee agrees or disagrees with that stance. Namely, I observe a demotivating effect of taking a stance on a social-political issue with which employees disagree and no statistically significant motivating effect of taking a stance on a social-political issue with which employees agree. This study has important implications for the nascent scholarship on corporate activism, as well as the scholarship on strategic human capital management. This paper was accepted by Greta Hsu, organizations.