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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: Pakorn Sujchaphong
Publisher:
ISBN:
Category : Human capital
Languages : en
Pages :
Get Book Here
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: 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: 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: Alan Burton-Jones
Publisher: OUP Oxford
ISBN: 0191634956
Category : Business & Economics
Languages : en
Pages : 718
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Book Description
Macroeconomic research on human capital - the stock of human capabilities and knowledge - has been extensively published but to date the literature has lacked a comprehensive analysis of human capital within the organization. The Oxford Handbook of Human Capital has been designed to fill that gap, providing an authoritative, inter-disciplinary, and up to date survey of relevant concepts, research areas, and applications. Specially commissioned contributions from over 40 authors reveal the importance of human capital for contemporary organizations, exploring its conceptual underpinnings, relevance to theories of the firm, implications for organizational effectiveness, interdependencies with other resources, and role in the future economy. Unlike neoclassical macroeconomic concepts of human capital, human capital in organizations is shown to be dynamic and heterogeneous, requiring new theories and management frameworks. The systemic role of human capital is explored, revealing it as the lynchpin of social, structural and other forms of intangible and tangible capital. Connections between human capital and organizational performance are investigated from HR management, procurement, alignment, value appropriation, and accounting perspectives. Links between micro and macro perspectives are provided through analyses of inter firm human capital mobility, national and regional human capital formation regimes and industry employment relations practices. This Handbook is designed for scholars and graduate students of organization and management theory, strategy, entrepreneurship, knowledge and intellectual capital, accounting, IT, HR, IR, economic sociology and cultural studies. For policy makers and practitioners it should provide an up to date guide to the nature and role of human capital in contemporary organizations and the roles that government, industry and other extra firm institutions can play in facilitating its development.
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: 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: Cary L. Cooper
Publisher: Edward Elgar Publishing
ISBN: 0857933191
Category : Business & Economics
Languages : en
Pages : 385
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Book Description
Human Resource Management in Small Business fills a gap in our understanding of economic performance. Small businesses are more numerous, have more employees, and contribute more to the economies of nations throughout the world than do large organizations. This book examines a range of issues, including the significance of human resource management (HRM) practices to small business success, the management of work hours and work stressors, work and family issues, succession planning, employee recruitment and selection, and managing staff. It also explores how individuals develop HRM skills, and learn from their own and others? experiences. The role of HRM practices in successful small businesses is illustrated through a range of case studies. Including contributors who are internationally recognized academics from a range of countries; this book will prove to be an essential resource for postgraduate students and academics in management. Professional managers and owners in SMEs will also discover great insights from this admirable book.
Author: Angela Baron
Publisher: Kogan Page Publishers
ISBN: 0749451378
Category : Business & Economics
Languages : en
Pages : 239
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Book Description
Human Capital Management (HCM) has recently been described as a high-level strategic issue that seeks to analyze, measure and evaluate how people policies and practices create value. Put simply, HCM is about creating and demonstrating the value that great people and great people management add to an organization. This unique book describes how HCM provides a bridge between human resource management and business strategy. It also demonstrates how organizations can use the concepts of human resource management and the processes involved to enhance the value they obtain from people while continuing to meet their aspirations and needs. Baron and Armstrong explain how to achieve these objectives using various approaches including describing the concept of HCM and how the process works, discussing its application in numerous areas within an organization and examining the role of HR in HCM and the future of the concept. It also contains a toolkit which organizations can use to develop their own HCM policies and practices.
Author: Wayne F. Cascio
Publisher: Pearson Education
ISBN: 0132703920
Category : Business & Economics
Languages : en
Pages : 425
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Book Description
A Logical, Proven Framework for Understanding the Economic Value of Human Resources Investments How to choose Human Resources investments that deliver optimal strategic value—and eliminate those that don’t Best-practice metrics and analysis techniques for talent management, performance management, health and wellness programs, and much more Investing in People introduces a breakthrough approach to Human Resources (HR) measurement that systematically aligns HR investments with organizational goals and helps make HR the true strategic partner it needs to be. Wayne F. Cascio and John W. Boudreau show exactly how to choose, implement, and use metrics to improve decision-making, optimize organizational effectiveness, and maximize the value of HR investments. You’ll master crucial foundational principles such as risk, return, and economies of scale—and use them to evaluate investments objectively in everything from work/life programs to training. Cascio and Boudreau also introduce powerful ways to integrate HR with enterprise strategy and budgeting and for gaining commitment from business leaders outside the HR function. If you truly want “a seat at the table”—or if you want to keep the one you have—you’ll find this book utterly indispensable. Free software available online You don’t need to be a math wizard to get results from Investing in People! Visit www.shrm.org/publications/books to access software that automates virtually all of this book’s key formulas and calculations. Foreword xi Acknowledgments xiii About the Authors xiv Preface xv Plan for the Book xvii Chapter 1: Making HR Measurement Strategic 1 Chapter 2: Analytical Foundations of HR Measurement 21 Chapter 3: The Hidden Costs of Absenteeism 43 Chapter 4: The High Cost of Employee Separations 67 Chapter 5: Employee Health, Wellness, and Welfare 99 Chapter 6: Employee Attitudes and Engagement 125 Chapter 7: Financial Effects of Work-Life Programs 151 Chapter 8: Staffing Utility: The Concept and Its Measurement 171 Chapter 9: The Economic Value of Job Performance 195 Chapter 10: The Payoff from Enhanced Selection 223 Chapter 11: Costs and Benefits of HR Development Programs 245 Chapter 12: Talent-Investment Analysis: Catalyst for Change 271 Appendix A: The Taylor-Russell Tables 285 Appendix B: The Naylor-Shine Table for Determining the Increase in Mean Criterion Score Obtained by Using a Selection Device 297 Index 309
