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Author: Junaid Javaid
Publisher: GRIN Verlag
ISBN: 3656762112
Category : Business & Economics
Languages : en
Pages : 43
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Book Description
Seminar paper from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: C+, University of Bedfordshire, course: MSc Finance & Business Management, language: English, abstract: This AMP is carried out as a research toward finding and relating the company’s Human Capital with its desired performance. It has also suggested the method by which the company can reliably reports its Human Capital as the strongest company’s asset in its financial statements. From the Background context of given issue the evidence looks prominent and right that in the current scenario Human Capital is considered to be as the key success factor. The Literature Review section, in relation to the definition of Human Capital, the arguments of both Becker (1993) and Davenport (1999) makes sense and also looks generous. Becker (1993) defined Human Capital as a composition of four characteristics (Credentials, Reputation, Personality and Appearance). While on the other side, Davenport (1999) made a figure of by combining all aspects (Employee effort, behaviour, ability & time) together to give final shape to undergoing definition. In relations to the measurement methods of Human Capital, there are many Scholars who came forwards and proposed different methods. It has been regarded and acknowledged that work of certain Authors: Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999) is prominent. Out of these four studies Monti-Belkaou & Riahi-Belkaoui (1995) took the fame as their model have both aspect: practical implementation and recognition of value added by the company’s demployed Human Capital in its overall financial performance and operational excellence. The objectives of this AMP have been achieved. From the models like Balanced Scorecard and Kaplan’s Seven Step Framework and also from the case studies like Huselid, et al (1997) and Delery & Doty, (1996), it has been cleared and understood that the company’s Human Capital has implications on its business performance (success). From the studies like Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999), it has illustrated that these are the certain methods by which the company could include Human Capital as the company’s most significant in its financial reporting. Out of these four studies, Monti-Belkaou & Riahi-Belkaoui (1995) took the fame. So the need of an hour is to select it as the common framework for the reporting of Human Capital as the company’s most powerful assets.
Author: Junaid Javaid
Publisher: GRIN Verlag
ISBN: 3656762112
Category : Business & Economics
Languages : en
Pages : 43
Get Book
Book Description
Seminar paper from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: C+, University of Bedfordshire, course: MSc Finance & Business Management, language: English, abstract: This AMP is carried out as a research toward finding and relating the company’s Human Capital with its desired performance. It has also suggested the method by which the company can reliably reports its Human Capital as the strongest company’s asset in its financial statements. From the Background context of given issue the evidence looks prominent and right that in the current scenario Human Capital is considered to be as the key success factor. The Literature Review section, in relation to the definition of Human Capital, the arguments of both Becker (1993) and Davenport (1999) makes sense and also looks generous. Becker (1993) defined Human Capital as a composition of four characteristics (Credentials, Reputation, Personality and Appearance). While on the other side, Davenport (1999) made a figure of by combining all aspects (Employee effort, behaviour, ability & time) together to give final shape to undergoing definition. In relations to the measurement methods of Human Capital, there are many Scholars who came forwards and proposed different methods. It has been regarded and acknowledged that work of certain Authors: Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999) is prominent. Out of these four studies Monti-Belkaou & Riahi-Belkaoui (1995) took the fame as their model have both aspect: practical implementation and recognition of value added by the company’s demployed Human Capital in its overall financial performance and operational excellence. The objectives of this AMP have been achieved. From the models like Balanced Scorecard and Kaplan’s Seven Step Framework and also from the case studies like Huselid, et al (1997) and Delery & Doty, (1996), it has been cleared and understood that the company’s Human Capital has implications on its business performance (success). From the studies like Kaplan & Norton (1992), Monti-Belkaou & Riahi-Belkaoui (1995), Brown (1999) and Weiss (1999), it has illustrated that these are the certain methods by which the company could include Human Capital as the company’s most significant in its financial reporting. Out of these four studies, Monti-Belkaou & Riahi-Belkaoui (1995) took the fame. So the need of an hour is to select it as the common framework for the reporting of Human Capital as the company’s most powerful assets.
Author: J. Stewart Black
Publisher: CRC Press
ISBN: 1000008770
Category : Business & Economics
Languages : en
Pages : 176
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Book Description
Executives say that people are their most important asset, but most don’t walk the talk. They don’t have systematic strategies for how to get the people they want to want them. They don’t have measures and metrics for how they are doing to be the employer of choice. They don’t hold leaders accountable regarding those ambitions. In many cases, this is because top leaders don’t have concrete tools to help them do what they know they should. This book fills that gap in three major sections. The first section supports with clear and compelling data what executives intuitively but somewhat superficially believe—that people are their most important asset. The second section provides a systematic process and set of tools to help leaders get the people they want to want them; it shows executives how to win the competition for human capital. The third section then helps leaders position people appropriately so that they can create a sustainable competitive advantage; its shows executives how to compete with human capital. When it comes to human capital, most books get it wrong. Strategy books place human capital to the side as an enabler of competitive advantage. HR books treat human capital as a support activity to business strategy. This book places human capital where it should be—not to the side and not as an enabler or a support activity, but at the center and as the source of competitive advantage.
Author: J. DiVanna
Publisher: Springer
ISBN: 0230509576
Category : Business & Economics
Languages : en
Pages : 196
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Book Description
Job migration across international boundaries and jobless economic "recoveries" are the latest disruptions in the workplace's human equation. To help policy makers, employers and employees to address these issues, Divanna and Rogers propose a more rigorous approach to Human Capital. They point out that the emergence of stronger measures, management techniques and balance sheet valuations was a key enabler to the emergence of dynamic financial capital markets and international exchanges. This book puts forth a framework for measuring, managing and negotiating issues of human business value. It looks at how policymakers, employers and employees can achieve common ground when productivity threatens job loss or avoid the zero sum view that pits international trade against domestic employment.
Author: Gene Pease
Publisher: John Wiley & Sons
ISBN: 1118466764
Category : Business & Economics
Languages : en
Pages : 261
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Book Description
An insightful look at the implementation of advanced analytics on human capital Human capital analytics, also known as human resources analytics or talent analytics, is the application of sophisticated data mining and business analytics techniques to human resources data. Human Capital Analytics provides an in-depth look at the science of human capital analytics, giving practical examples from case studies of companies applying analytics to their people decisions and providing a framework for using predictive analytics to optimize human capital investments. Written by Gene Pease, Boyce Byerly, and Jac Fitz-enz, widely regarded as the father of human capital Offers practical examples from case studies of companies applying analytics to their people decisions An in-depth discussion of tools needed to do the work, particularly focusing on multivariate analysis The challenge of human resources analytics is to identify what data should be captured and how to use the data to model and predict capabilities so the organization gets an optimal return on investment on its human capital. The goal of human capital analytics is to provide an organization with insights for effectively managing employees so that business goals can be reached quickly and efficiently. Written by human capital analytics specialists Gene Pease, Boyce Byerly, and Jac Fitz-enz, Human Capital Analytics provides essential action steps for implementation of advanced analytics on human capital.
Author: United Nations Economic Commission for Europe
Publisher: United Nations
ISBN: 9210598660
Category : Political Science
Languages : en
Pages : 155
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Book Description
The idea of viewing individuals’ knowledge and abilities as an asset—as human capital—can be traced back to the work of Adam Smith in the 18th century. But human capital is intangible, and hence hard to define and measure. Increasingly, however, policymakers are calling for ways to understand and quantify human capital, in order to better understand what drives economic growth and the functioning of labour markets, to assess the long-term sustainability of a country’s development path, and to measure the output and productivity performance of the educational sector. Devising a robust methodology for the monetary valuation of the stock of human capital is especially important as studies suggest that human capital is by far the most important component of the total capital stock in most advanced economies. This Guide on Measuring Human Capital discusses conceptual, methodological and implementation issues and challenges. The recommendations are a first attempt to come up with a way to estimate and record the role of human capital in a way that is aligned with the principles of the national accounts and that is comparable across economies.
Author: Cipd
Publisher: CIPD Publishing
ISBN: 9780852929742
Category : Personnel management
Languages : en
Pages : 66
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Book Description
Nowadays most organisations understand and accept that people are the key drivers of value in their organisation. With company accounts recording the costs associated with people, not the benefits that they bring, this text explores the experiences of 10 case study organisations that are making real and deliberate efforts to understand the contributions of their employees, and how that contributes to the success of the business. This text also reviews the extensive body of literature on the subject and explores case study organisations, which include such companies as Marks & Spencer, Tesco, BT and BAE Systems. The text concludes that human capital cannot be the subject of a one-size-fits-all measurement tool, but that it is possible for organisations to measure and manage human capital using methodology designed to suit their own needs and goals.
Author: Thomas McGuire
Publisher: FT Press
ISBN: 0133990370
Category : Business & Economics
Languages : en
Pages : 269
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Book Description
Master the first comprehensive, credible framework for measuring HR's value and the quality of its talent acquisition/management efforts! Reflecting their immense experience leading talent management and consulting on enterprise talent strategy, Linda Brenner and Tom McGuire introduce a powerful new metric: the Intellectual Capital Index (ICI). Built on extensive financial analysis of Fortune® 500 companies, ICI helps you rigorously identify specific areas of intellectual capital that drive the most value in your company, and refocus HR accordingly. Using it, you can: More effectively quantify the return on your human capital investments Measure the quality and value of your most important talent Gain a deeper understanding of the drivers of value in their organization Recognize the drivers of intellectual capital within their companies Measure and improve talent quality: your most important talent metric Brenner and McGuire help you finally overcome long-time controversies and obstacles to valuing talent. Using accepted financial techniques, you'll walk through: Identifying which people and roles are producing disproportionate value Determining the true asset of value of talent you don't "own" Gaining deeper insight into the "active" and "inert" components of intellectual capital Organizing structures and business processes to activate your talent and liberate latent value Choosing and applying the most effective talent metrics Refocusing HR on the talent issues, skills, and competencies that matter most Talent Valuation offers indispensable tools and insights for C-level executives, HR leaders, strategists, investors, analysts, researchers, students – and anyone concerned with measuring, optimizing, and communicating the business value of talent.
Author: Andrew Mayo
Publisher: Routledge
ISBN: 1317119916
Category : Business & Economics
Languages : en
Pages : 320
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Book Description
Are people really an organisation's most important asset? Not necessarily; some may be liabilities - but others are the most important drivers of value that an organisation has. But...who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management - and how companies have done this in practice. Part Two shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation.
Author: Jon Ingham
Publisher: Routledge
ISBN: 1136363211
Category : Business & Economics
Languages : en
Pages : 398
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Book Description
Strategic human capital management (HCM) is not just a measurement focused approach to human resource management (HRM). It is certainly not a decision science in which people can be managed as a result of quantitative analysis and financial valuation. In fact, it is probably more of an art than a science and is a way of leading people to unlock great business performance. Strategic HCM focuses all people management and development practices on maximizing the capability and engagement of the people working for an organization to create valuable intangible capability, human capital, which enables the organisation to take full advantage of potential business opportunities. Unlike HRM which focuses on getting closer and closer to the business, strategic HCM draws its energy from people, from their individual strengths, interests and motivations, which, aligned with long-term business strategy, can increasingly provide the main basis for differentiation and competitive advantage. However, the perspective also recognizes that measurement is important, and the book outlines an approach to measurement which recognizes the importance of knowledge, complexity, best fit and intangibility. Pulling together seemingly disparate strands of thinking, the book calls for a paradigm change in which people really are seen as an organisation’s most important asset, and are managed in a way that reflects this fact. The text includes case studies from leading private and public sector organizations and commentary from HR practitioners and academics.
Author: Philipp Schmieja
Publisher: GRIN Verlag
ISBN: 3656055262
Category : Business & Economics
Languages : de
Pages : 77
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Book Description
Studienarbeit aus dem Jahr 2011 im Fachbereich BWL - Personal und Organisation, Note: 1,0, AKAD University, ehem. AKAD Fachhochschule Stuttgart, Veranstaltung: Issues in International Human Resources Management (PER10), Sprache: Deutsch, Abstract: In a rapidly changing business environment organizations are increasingly realizing that people are the most critical con-tributors to success. In order to compete in the twenty-first century, Human Resources professionals have to focus on various tasks and challenges. Managing knowledge workers becomes a new challenge. Companies that want to cope with the challenges have to invest in the development of the skills of their employees. The tools and methods for identification and transfer of knowledge can be grouped under the term of "Skill Management". But can Skill Management actually contribute to the entrepreneurial success? What are the tasks and challenges that have to be faced by a modern HRM? Why are people the most important asset of an organization, and what are currently important requirements to attract, engage, and retain knowledge workers?
