What is different in human capital management? The necessity and advantages of a new philosophy for human resource departments

2006 ◽  
Vol 3 (4) ◽  
pp. 421 ◽  
Author(s):  
Isabell Welpe ◽  
Sylvia Rachbauer
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Capital Management ◽  
Human Capital Management

scholarly journals Relationship between Recruitment Information System and Management of Human Capital: A case of James Finlay Limited, Kenya

2022 ◽  
Vol 5 (1) ◽  
pp. 11-19
Author(s):  
Robert Kiplangat Koech ◽  
Joseph Kirui ◽  
Lydia Langat
Keyword(s):  
Information System ◽  
Human Capital ◽  
Information Systems ◽  
Human Resource ◽  
Simple Random Sampling ◽  
Primary Data ◽  
Technological Advancement ◽  
Capital Management ◽  
Human Capital Management ◽  
Cross Sectional

Technological advancement in the 21st century has unlocked possibilities in all spheres of existence. Lately, with the advent of the Covid-19 pandemic, the workplace has been transformed, and businesses are operating in unchartered waters. A human resource management information system is believed to guarantee a more efficient and effective way of managing human capital in organizations. However, its implementation has not effectively transformed from the manual method of running the human resource functions. Many organizations are, therefore, still stuck with the traditional way of managing human capital. On this basis, this study sought to establish the effectiveness of recruitment information systems in human capital management. The study was anchored on the resource-based theory of the firm and used a cross-sectional research design with a target population of 458 employees. A sample size of 213 respondents was determined while stratified and simple random sampling techniques were adopted to select the respondents for the study. A structured questionnaire was used to obtain primary data from the respondents. The reliability of the questionnaire was tested through a pilot study where an average Cronbach alpha coefficient of 0.89 was obtained. The validity of the questionnaire was ensured by doing a detailed literature review and consultation with subject experts. Descriptive statistics (mean and standard deviation) were used to summarize data, while correlation analysis was used to test the study's hypothesis. Results were presented using tables. The findings established that recruitment information systems had a strong positive relationship (R = 0.873, β1 = 0.518, R2 = 0.762, p = 0.05) with human capital management, indicating that James Finlay Limited should invest more in Recruitment information systems. The study recommended that the company improve the recruitment information system to enhance the job interview process and improve the system to allow efficiency in tracking job applications and appointment processes.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 221-233
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 1403-1415
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.

Human Capital Management and Optimization

2012 ◽  
pp. 1023-1034
Author(s):  
Jürgen Mühlbacher
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Recent Work ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Development ◽  
Further Education ◽  
Capital Management ◽  
Human Capital Management ◽  
The Future

Recent work in human resource development emphasises the fact that individual skills are strongly oriented towards the future. They enable a person to tackle upcoming challenges in a self-organised manner. So both the current requirements and the skills necessary in the future have to be seen as a strategic competitive advantage for the company. This change in perspective makes it possible to use further education as a strategic instrument of management development.

Human Capital Management and Optimization

2012 ◽  
pp. 605-616
Author(s):  
Jürgen Mühlbacher
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Recent Work ◽  
Human Resource Development ◽  
Human Resource ◽  
Management Development ◽  
Further Education ◽  
Capital Management ◽  
Human Capital Management ◽  
The Future

Recent work in human resource development emphasises the fact that individual skills are strongly oriented towards the future. They enable a person to tackle upcoming challenges in a self-organised manner. So both the current requirements and the skills necessary in the future have to be seen as a strategic competitive advantage for the company. This change in perspective makes it possible to use further education as a strategic instrument of management development.

Human Capital Management for Sustainable Competitive Advantage in the New Economy

2009 ◽  
pp. 441-450
Author(s):  
Benjamin Oyegoke Akinyemi
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Human Resource ◽  
Critical Role ◽  
New Economy ◽  
Sustainable Competitive Advantage ◽  
Capital Management ◽  
Human Capital Management ◽  
Competitive Edge ◽  
Primary Means

The critical role of human capital (HC) in creating and sustaining the competitive edge at organizational and national levels is recognized by researchers and practitioners. Human resource (HR) is the major driver of organizational success and the principal element that makes a business. Financial resources and technology are essential but people are the primary means by which progress is made. Leveraging, therefore, the HC to gain and sustain competitive advantage in an environment of accelerated pace of change is highly imperative. The purpose of this article is to discuss the significance and leveraging of human capital (HC) for sustainable competitive advantage (SCA) in the new economy. It gives an overview of the human capital management (HCM) concept, distinguishing it from personnel management and human resource management (HRM) and discusses HCM’s significant role as key differentiator for organizational SCA.

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