Competitive Advantage from Human Capital Investment PDF Download
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Author: Michael E. Echols
Publisher:
ISBN: 9781930819498
Category : Business & Economics
Languages : en
Pages : 148
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Book Description
"An explanation, including formulas, as to how businesses can best utilize their human capital resources to create a competitive advantage"--Provided by publisher.
Author: Michael E. Echols
Publisher:
ISBN: 9781930819498
Category : Business & Economics
Languages : en
Pages : 148
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Book Description
"An explanation, including formulas, as to how businesses can best utilize their human capital resources to create a competitive advantage"--Provided by publisher.
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.
Author: Griffin Toronjo Pivateau
Publisher:
ISBN:
Category :
Languages : en
Pages : 0
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Book Description
Organizations today face numerous challenges: worldwide competitors, changes in information technology, increased reliance on knowledge workers, and a shifting economic environment. Faced with the difficulty of securing advantage by traditional means, management has increasingly focused on employees as a key asset and driver of productivity. Many organizations have adopted the human capital theory, which holds that employees form an asset of the organization. Organizations will seek to maximize their human capital as a differentiator. Presumably, an organization that invests in its human capital will find itself rewarded with increased productivity and higher returns. But here is where the problem develops. Although it makes theoretical sense to label human capital as an asset, employees differ from other forms of assets. The organization has no ownership interest in the employees and the human capital that they represent. Instead, only the employment relationship secures the retention of human capital. Investment by an organization in its human capital, in its employees, leads to a paradox. And to date, proponents of the human capital theory, in their eagerness to create a new strategic role for the human resources department, have not addressed this paradox. A company that invests in its employees, providing those employees with new skills and knowledge, will find that it has increased the employee's value. This added value, however, does not necessarily correspond to increased value for the employer. Instead, gained skills and knowledge and experience will enhance the employee's mobility, permitting her to transfer the benefits of the organization's investment to a competitor. A company that invests in human capital without taking the steps to secure that capital will find its investment flowing to its competition. The employment relationship, the relationship that binds human capital to the organization, is an odd beast. For the most part, the employment relationship is governed not by contract, but by a complicated mix of common law and statutes, both state and federal. To preserve its investment in human capital, management needs to understand this peculiar area of the law. The law provides several tools to manage the employment relationship. The best tool to solve the problem of preservation and retention of the organization's human capital is the noncompete agreement. I conclude the article by discussing the drafting of an enforceable noncompete agreement. The noncompete agreement, carefully drafted and tailored to the employee's situation, will help firms to retain the benefit of investment in their workforce. Employees governed by a noncompete agreement are less likely to leave the company. Furthermore, in the event that the employee decides to leave, the noncompete agreement will prevent the employee from immediately taking his new skills and experience to a competitor.
Author: Eny Lestari Widarni
Publisher: BookRix
ISBN: 374878726X
Category : Business & Economics
Languages : en
Pages : 92
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Book Description
The purpose of this book is our material to develop the next edition of the book and can be a reference for the public, practitioners and academics. This book contains all aspects related to human capital and the organizational environment. Basically, the preparation of this book is also a discourse for us to always learn and have an optimistic view of looking ahead that there is always a way to achieve success, one of which is by utilizing the right human capital.
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: Thomas O. Davenport
Publisher: Jossey-Bass
ISBN:
Category : Business & Economics
Languages : en
Pages : 280
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Book Description
Although much has been written to encourage organizations to treat employees as assets, this book argues persuasively for recognizing the worker as the investor. Davenport underscores a fundamental reality of the workplace: work is a two-way exchange of value, not a one-way exploitation of an asset by its owner. Offering a fresh new lens for viewing the realities of today's workplace, this book accurately captures the look of the new employee/employer relationship and the best practices for hiring, developing, and preserving a first-class workforce. Davenport's ideas bring together the key notions of human resources, conflict resolution, and management. He then demonstrates how to put into action the employment practices that provide the employer with organizational value and the employee with a satisfying return on his or her investment.
Author: Marzenna Anna Weresa
Publisher: Springer Science & Business Media
ISBN: 3319020722
Category : Political Science
Languages : en
Pages : 493
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Book Description
This work focuses on researching and establishing the importance of human capital and innovation as determinants of competitive advantages in international trade—in the context of rapidly evolving technological advancement, globalization, and economic integration. The processes that accompany the shift from industrial economics to a knowledge-based economy are currently the object of interest of both scientists, politicians, investors and entrepreneurs. In many countries, the traditional sources of socioeconomic development, such as low labor costs, availability of inexpensive raw materials, and favorable geographic location are waning. These economies are searching for new sources of competitive advantage that will allow for maintaining growth, among other things by boosting participation in international trade. The book explores non-traditional drivers of competitiveness in both theory and practice. First, chapters 1 through 4 present theoretical and methodological aspects of the relationships among international trade, human capital and innovation. Here the authors address the controversy associated with the concept of competitiveness itself and its measurement, while paying special attention to the political development of comparative advantages related to international trade. The second part of the monograph, chapters 5 through 8, is of empirical nature. This section contains case studies of selected countries that represent models of various national innovation systems. Finally, the theoretical and practical aspects are integrated, allowing policymakers and financial and business leaders to consider how their decisions can influence their countries’ competitive positions through their investments in innovation and human capital.
Author: Andrea Lanza
Publisher: Edward Elgar Publishing
ISBN: 1789908590
Category : Business & Economics
Languages : en
Pages : 144
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Book Description
This timely and insightful book bridges the gap between Strategy and Organization disciplines in the study of human capital. Andrea Lanza and Giuseppina Simone offer an innovative, unifying conceptual framework for managing this crucial asset. Based on original empirical evidence, the authors put forward a fresh perspective not on human capital strategy, dramatically advancing the field of strategic human capital with respect to both academic knowledge and managerial applications.
Author: David A. Klein
Publisher: Routledge
ISBN: 1136355936
Category : Business & Economics
Languages : en
Pages : 247
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Book Description
The fourth in the readers' series Resources for the Knowledge-Based Economy, The Strategic Management of Intellectual Capital analyzes the link between the strategic and operational roles of intellectual capital in the organization. The Strategic Management of Intellectual Capital is the perfect resource for the growing number of companies pursuing a strategic approach to managing their intellectual capital and harnessing and leveraging their knowledge, experience, and expertise more systematically to attain a competitive advantage.
Author: Fred Luthans
Publisher: Oxford University Press, USA
ISBN: 0199884870
Category : Business & Economics
Languages : en
Pages : 256
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Book Description
Although there are as many answers to the question of how organizations can gain competitive advantage in today's global economy as there are books and experts, one lesson seems very clear: traditional answers and resources are no longer sufficient. This seminal book offers not only an answer regarding how to gain competitive advantage through people, but also a brand new, untapped human resource--psychological capital, or simply PsyCap. Generated from both the positive psychology movement and the authors' pioneering work on positive organizational behavior, PsyCap goes beyond traditionally recognized human and social capital. But PsyCap is not a vague or unscientific concept: to be included in PsyCap, a given positive construct must be based on theory, research, and valid measurement, must be open to development, and must have measurable performance impact. The positive constructs that have been determined to best meet these PsyCap criteria, efficacy (confidence), hope, optimism, and resiliency, are covered in separate chapters in Psychological Capital. After exploring other potential positive constructs such as creativity, wisdom, well being, flow, humor, gratitude, forgiveness, emotional intelligence, spirituality, authenticity, and courage, the authors summarize the research demonstrating the performance impact of PsyCap. They go on to provide the PsyCap Questionnaire (PCQ) as a measurement tool, and the PsyCap Intervention (PCI) as a development aid. Utility analysis indicates that investing in the development of PsyCap as presented in this book can result in a very substantial return. In total, Psychological Capital provides theory, research, measurements, and methods of application for the new resource of psychological capital, a resource that can be developed and sustained for competitive advantage.
