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Author: Jac FITZ-ENZ
Publisher: AMACOM Div American Mgmt Assn
ISBN: 0814413358
Category : Business & Economics
Languages : en
Pages : 338
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Book Description
The lifeblood of any business enterprise is its people. Yet it wasn’t until the publication of the groundbreaking book The ROI of Human Capital that there was a reliable way to quantify the contributions of people to corporate profit. Completely updated with new metrics, the book shows executives and HR professionals how to gauge human costs and productivity at three critical levels: organizational (contributions to corporate goals) • functional (impact on process improvement) • human resources management (value added by five basic HR department activities) The second edition contains new material on topics including corporate outsourcing, developments in behavioral science, and advances in trending and forecasting that have dramatically changed the way organizations measure the bottom line effect of employee performance. Utterly up-to-date, this is the go-to resource for organizations performing the essential task of measuring the value of their people.
Author: Jac FITZ-ENZ
Publisher: AMACOM Div American Mgmt Assn
ISBN: 0814413358
Category : Business & Economics
Languages : en
Pages : 338
Get Book Here
Book Description
The lifeblood of any business enterprise is its people. Yet it wasn’t until the publication of the groundbreaking book The ROI of Human Capital that there was a reliable way to quantify the contributions of people to corporate profit. Completely updated with new metrics, the book shows executives and HR professionals how to gauge human costs and productivity at three critical levels: organizational (contributions to corporate goals) • functional (impact on process improvement) • human resources management (value added by five basic HR department activities) The second edition contains new material on topics including corporate outsourcing, developments in behavioral science, and advances in trending and forecasting that have dramatically changed the way organizations measure the bottom line effect of employee performance. Utterly up-to-date, this is the go-to resource for organizations performing the essential task of measuring the value of their people.
Author: Brian E. Becker
Publisher: Harvard Business Press
ISBN: 1422163512
Category : Business & Economics
Languages : en
Pages : 235
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Book Description
Three experts in Human Resources introduce a measurement system that convincingly showcases how HR impacts business performance. Drawing from the authors' ongoing study of nearly 3,000 firms, this book describes a seven-step process for embedding HR systems within the firm's overall strategy--what the authors describe as an HR Scorecard--and measuring its activities in terms that line managers and CEOs will find compelling. Analyzing how each element of the HR system can be designed to enhance firm performance and maximize the overall quality of human capital, this important book heralds the emergence of HR as a strategic powerhouse in today's organizations.
Author: Pakorn Sujchaphong
Publisher:
ISBN:
Category : Human capital
Languages : en
Pages :
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Book Description
According to the resource-based view of the firm, human capital is a source of sustained competitive advantage of the firm (McMahan, Virick, & Wright, 1999; Wright & McMahan, 1992; Wright, McMahan, & McWilliams, 1994; Wright & McMahan, 2011). Based on micro-foundations, it is essential that one must begin with and understand the individuals that make up the organization before exploring it at the organizational level (Felin & Foss, 2005; Wright & McMahan, 2011). Hence, this study focuses on the individual level of human capital. The first research question of this study is "How does human capital affect the performance of employees?" The second research question of this study is "How does experience affect the performance of employees?" The third research question of this study is "How does social capital affect the performance of employees?" The purpose of this study is to theoretically develop and empirically test the relationships among multiple dimensions of human capital, social capital, employee behaviors, and performance by emphasizing the mechanisms (i.e., the mediators) between them. This study revisited the Wright and McMahan (1992) model by employing it at the individual level, adding a social capital variable, and categorizing human capital into context-generic human capital and context-specific human capital. Based on the existing literature, I hypothesize the relationships among context-generic human capital, context-specific human capital, job tenure, social capital (specifically, strong ties), in-role behavior, target-specific organizational citizenship behaviors (OCBs), and individual performance as follows: (1) context-generic human capital is positively related to performance, (2) context-generic human capital is positively related to context-specific human capital, (3) context-specific human capital mediates the relationship between context-generic human capital and performance, (4) job tenure has a positive relationship with context-specific human capital, but this association diminishes as job tenure increases, (5) access to information resources mediates the relationship between social capital (specifically, strong ties) and context-specific human capital, (6) employee behaviors (i.e., in-role behavior and target-specific OCBs) mediate the relationship between context-specific human capital and performance, (7) employee behaviors (i.e., in-role behavior and target-specific OCBs) mediate the relationship between context-generic human capital and performance, and (8) context-specific human capital mediates the relationship between context-generic human capital and employee behaviors (i.e., in-role behavior and target-specific OCBs). All hypotheses were tested using a sample of nurses in Thailand. All data were tested using multiple regression analysis and structural equation modeling (SEM) analysis. Both methods yielded the same results, except the relationship between context-generic human capital and OCB-S. The results of this study showed that (1) context-generic human capital was positively related to performance, (2) context-generic human capital was positively related to context-specific human capital, (3) in-role behavior and two target-specific OCBs (i.e., OCB-I, OCB-O) partially mediated the positive relationship between context-generic human capital and performance, and (4) context-specific human capital mediated the positive relationships between context-generic human capital and these four types of behaviors (i.e., in-role behavior, OCB-I, OCB-S, and OCB-O). For the different result between two methods, context-specific human capital partially mediated the relationship between context-generic human capital and OCB-S in the multiple regression method, while context-specific human capital fully mediated these relationship in the SEM method. Moreover, job tenure and social capital were not significantly related to context-specific human capital.
Author: Elaine B. Crutchfield
Publisher: Routledge
ISBN: 113570189X
Category : Business & Economics
Languages : en
Pages : 224
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Book Description
This qualitative case study of an American manufacturing organization describes the barriers which limited its ability to receive maximum return on its investment for training and development resources invested in their human assets. Changing global economics have forced organizations to the realization that their competitive advantage lies in developing and tapping into their human assets or human capital. Professionals, managers, human resource development specialists, and academicians alike have developed theories supporting the systematic development of human assets to improve performance and achieve organizational business goals. This book examines how one organization, typically described as a High Performance Organization, attempted to put theory into application. Specifically, the book examines the concepts of needs assessment, systems theory, organization development, human capital theory, and performance improvement. The results find a systemic failure in human asset development initiatives rooted in the failure to view the organization as a whole, systematically assess performance, and involve the entire organization in designing and implementing a holistic approach to improving performance and developing the organizations human assets. Specifically, inefficient organizational structure and lack of clearly defined business goals were significant barriers to the systematic development of their human assets.
Author: Howard Thomas
Publisher: Cambridge University Press
ISBN: 1107033152
Category : Business & Economics
Languages : en
Pages : 269
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Book Description
Human capital - the performance and the potential of people in an organization - has become an increasingly important issue. With a strong practitioner focus, this book provides business leaders and HR professionals with new insights into how to improve business performance through a strategic approach to human capital.
Author: Jac Fitz-enz
Publisher:
ISBN:
Category :
Languages : en
Pages : 3
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Book Description
Author: Gina Roberts
Publisher: diplom.de
ISBN: 3832483659
Category : Business & Economics
Languages : en
Pages : 146
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Book Description
Inhaltsangabe:Abstract: Champions of Human Capital in organisations, such as Human Resources directors, are in need of empirical evidence to justify to board members, CEOs and ultimately shareholders why financial investments into Human Capital should be increased or at least maintained. The research questions posed in this thesis take on the challenge to find empirical evidence that investment in Human Capital, through Human Resources, has a positive impact on intermediate as well as accounting and share-value indicators of organisational performance. This literature review summarises, integrates and evaluates research published between 1998 and 2003 pertaining to the direct and indirect relationship between Human Resources on different indicators of intermediate and bottom-line performance. The review is comprised of 31 articles clustered into the following topics: strategic HRM, Human Resources Development, technology, diverse workforces and flexible working conditions and methodological issues in HR-organisational performance research. Evidence for the direct and indirect impact of HR on organisational performance is discussed and the findings are interpreted with reference to Ostroff and Bowen s Multi-Level Model (2000), which explains the individual, organisational and inter-level relationships between Human Resources and organisational performance. Enabling conditions that strengthen the HR-organisational performance relationship are identified. Methodological issues such as levels of analyses, short-term vs. long-term perspectives and generalisability are evaluated in detail. Employee benefits from enhanced organisational performance and barriers to the diffusion of high-performance work practices are research questions that still remain unanswered (Ichniowski et al., 2000). Future research should focus on building up a portfolio of studies at different levels of analyses and include a broader range of organisational performance variables that are also relevant employees as well as shareholders and top management. The implications of the research findings for HR directors and corporate strategy functions are presented. Inhaltsverzeichnis:Table of Contents: 1.Introduction4 2.Theoretical Background7 2.1How is Human Capital Conceptualised in the Management Literature?7 2.2The Human Capital Project8 2.3The Story so Far: Theoretical Perspectives on Human Resources Management9 2.3.1Current State of Research on HR Practices and Firm [...]
Author: Steve Fleetwood
Publisher: Cambridge University Press
ISBN: 1139489437
Category : Business & Economics
Languages : en
Pages : 361
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Book Description
Human resource departments increasingly use the statistical analysis of performance indicators as a way of demonstrating their contribution to organizational performance. In this book, Steve Fleetwood and Anthony Hesketh take issue with this 'scientific' approach by arguing that its preoccupation with statistical analysis is misplaced because it fails to take account of the complexities of organizations and the full range of issues that influence individual performance. The book is split into three parts. Part I deconstructs research into the alleged link between people and business performance by showing that it cannot explain the associations it alleges. Part II attributes these shortcomings to the importation of spurious 'scientific' methods, before going on to suggest more appropriate methods that might be used in future. Finally, Part III explores how HR executives and professionals understand their work and shows how a critical realist stance adds value to this understanding through enhanced explanation.
Author: David E. Guest
Publisher: John Wiley & Sons
ISBN: 1118482638
Category : Business & Economics
Languages : en
Pages : 351
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Book Description
The link between HRM and performance has become an important policy issue at both a national and a corporate level. HRM and Performance draws on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance?
Author: Bradley W. Hall
Publisher: AMACOM/American Management Association
ISBN: 9780814409596
Category : Business & Economics
Languages : en
Pages : 268
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Book Description
It is often said that the only true source of sustained competitive advantage is people. But what does that mean and how can this be measured and managed? How many organizations know whether their human capital outperforms their competitors', or even whether it improves year-over-year? And what is the strategy for continually improving that performance? The New Human Capital Strategy is a roadmap for delivering measurable business results by systematically improving the performance of those in roles most important to customers and shareholders. Proposing a radical shift in the way organizations measure and manage their people, the book asserts that competitive advantage is a function of four areas of strength: Effective executive teams, leaders who deliver results, outperforming competitors in key positions and workforce performance. Using examples, research, and metrics, this essential guide provides readers with a system for ensuring that their people are more valuable this year than the last.
