scholarly journals Contextualizing Investment in People in Algeria: Human Capital vs Human Resources

2020 ◽  
Vol 1 (2) ◽  
Author(s):  
Francine Brownell
Keyword(s):  
Human Capital ◽  
Human Resources

HUMAN CAPITAL ROLE IN FORMATION OF REGIONAL INVESTMENT-INNOVATIVE SYSTEMS

2019 ◽  
pp. 12-15
Author(s):  
A.V. Berezhnaya
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Innovative Development ◽  
State Control ◽  
Regional Investment ◽  
Innovative System ◽  
Major Factors ◽  
Development Prospects

Human resources of the region are one of the major factors of its innovative development under conditions of economy transition to the digital type as even the most perfect technologies re-quire maintenance and state control and technologies are created by, first of all, people. Research of human capital, its state and development prospects are one of the first formation stages of co-ordinated regional investment-innovative system.

Organizational learning in a global market

2002 ◽  
Vol 21 (3) ◽  
pp. 169-181
Author(s):  
Mercedes Úbeda García ◽  
Francisco Llopis Vañó
Keyword(s):  
Human Capital ◽  
Organizational Learning ◽  
Human Resources ◽  
Human Resources Management ◽  
Global Market ◽  
The Other ◽  
Competitive Advantages ◽  
Resources Management ◽  
Core Competences ◽  
New Knowledge

We could characterize today's business world with numerous attributes, namely: dynamism, turbulence, complexity, etc. But if we had to give a brief definition of the specific challenges business management will have to face in the next century, the best choice would surely be talking about ‘global market’ and ‘knowledge management’. These are the two concepts we have tried to combine in this paper, trying to emphasize the starring role human resources management must play in this scenario. The globalization of economy is already a reality firms currently have to face, but what is the role of knowledge, or of those who own that knowledge (human resources) within a global framework? If we analyze the human capital in an firm according to the resource-based view of the firm, we can consider knowledge as an intangible resource on which organizations can build up their competitive advantages and keep them with the pass of time; and knowledge management can be seen as a strategic capability as long as the practices being used encourage the development and accumulation of a knowledge stock that will allow the firm to design an operating procedure which no other competitors can imitate. It will have to be the human resources management's task to generate a leverage among individual competences through the construction of an Organizational Learning Scheme. Organizational Learning can be understood as a collective phenomenon in which new knowledge is acquired by the members of an organization with the aim of settling, as well as developing, the core competences in the firm, taking individual learning as the basic starting point. There are various ways an firm can follow when it comes to learning, two of which stand out from the others: through accumulated experience or through experimentation, both of which are compatible with the concept of globalization, or with the decision made by an firm to start working overseas, that is, to become internationalized. An firm can choose to operate in a global market in order to achieve a higher income through the exploitation of its know-how, its brand name, or the management capabilities of the domestic firm in different countries. Thus, if we consider human knowledge as a key strategic factor on which competitive advantages can be built, we could justify the value of human resources in firms which start operating on an international scale through the competences that these human resources can develop, among which we can highlight the role played by the competences of the human capital from the parent company. In this case, the organization would be resorting to learning through accumulated experience. But we cannot forget that if the firm exploits exclusively its core competences, without trying to accumulate new distinctive competences, it will suffer, in the long run, a competitive disadvantage, insofar as it will have to face the competition of firms highly motivated by the learning that their resource basis will have developed, which will alter the competition terms. In this sense, we could consider the firm's internationalization as being, apart from a procedure to strengthen and exploit the firm's strategic competences, as a way of revitalizing or renewing them, reconfigurating the ‘domestic knowledge’ by means of other knowledge, through addition and combination, a new knowledge arising this way. On the other hand, it is in turn not an easy task to exploit and to achieve a return on domestic knowledge (which normally has an implicit nature) in other countries, and it is even more difficult to follow a conversion cycle so that new knowledge can be incorporated. Thus, we can highlight, as possible ways of transferring basic knowledge, imitation through the practical exercise of the head firm's operating procedures (using an ethnocentric approach), carrying out an exchange of experiences and, above all, two of the most commonly used actions in firms having to face internationalization processes, namely, the transfer of employees and the use of expatriates. The way in which that knowledge is later complemented and combined with that of the other entities, will depend on the learning rate reached in each specific unit, although we must point out that one of the critical factors when it comes to the achievement of an Organizational Learning Scheme is the consolidation of a cultural framework which encourages permanent improvement and which is specially characterized by the open attitude towards experimentation, the stimulus to take chances and the will to face failures or mistakes and to try and learn from them. In short, the study of Organizational Learning in a global market is one of the fields to be developed in human resources management, for two main reasons; on the one hand, the globalization of economy is a phenomenon which has an influence on the firms' success and, on the other hand, because competitive advantage currently lies in knowledge, and this can only have one replacement, more knowledge.

Human capital in the industrial districts

2001 ◽  
Vol 20 (4) ◽  
pp. 319-331
Author(s):  
F. Xavier Molina-Morales
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Conceptual Framework ◽  
Ceramic Tile ◽  
Firm Strategy ◽  
Active Role ◽  
Industrial Districts ◽  
Industrial District ◽  
Knowledge Based ◽  
Degree Of Control

This paper focuses on the creation of human capital in the industrial districts. I argue that the recent firm strategy perspectives may explain regional (district) differences. In this context human resources are critical to creation and dissemination of the knowledge-based resources. I further distinguish between the degree of control and ownership of resources and transferable and non-transferable human capital. Using this conceptual framework I analyze industrial district addressable non-transferable resources. This paper suggests that firms should take on a more active role in creating and exploiting local addressable human resources. The paper ends by describing an illustrative example: the Spanish ceramic tile industry.

HUMAN RESOURCES DEVELOPMENT OF REPUBLIC OF CROATIA AND PRIMORSKOGORANSKA COUNTY AND THEIR INFLUENCE ON ECONOMIC GROWTH∗

2009 ◽  
Vol 15 (1) ◽  
pp. 13-24
Author(s):  
Nada Karaman Aksentijevic ◽  
Zoran Jezic
Keyword(s):  
Economic Growth ◽  
Human Capital ◽  
Human Resources ◽  
Gdp Per Capita ◽  
Human Resources Development ◽  
Regression Analyses ◽  
Theoretical Part ◽  
Educational Structures ◽  
Indirect Indicator ◽  
Per Capita

In the theoretical part of research authors will establish connections and diversities between human capital and human resources categories. In the empirical part of research, via HDI, it will be evaluated the development of human resources in Republic Of Croatia and in Primorsko-goranska County and in will be evaluated relation between HDI and GDP per capita of Croatia and in Primorsko-goranska County. Authors will also analyze how much development of human resources has contributed to the economic growth of Republic Of Croatia. In order to demonstrate this it will be measured influence of investment, employment and educational structures (the indirect indicator of development of human resources) on the growth of GDP in the period of 1997-2005 with usage of regression analyses.

HUMAN RESOURCES MANAGEMENT IN THE CONTEXT OF DIGITAL TRANSFORMATION OF THE ECONOMIC ENVIRONMENT

2021 ◽  
Vol 1 (12) ◽  
pp. 51-56
Author(s):  
Yuri O. Kolotov ◽  
◽  
Anastasia V. Sharopatova ◽  
Alyona E. Salamova ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Development Strategy ◽  
Intellectual Capital ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Resources Management ◽  
Modern Enterprise

One of the most important assets of a modern enterprise is human capital and its development opportunities. The need to maintain intellectual capital is due to the introduction of new technological solutions and changes in industrial relations. There is a transformation of the management environment, which focuses on intangible assets and thereby moves to competitive advantages. Within the framework of this article, the peculiarities of regulation and methods of human resources management at the enterprise in the conditions of digitalization are studied. The characteristic of the involvement of domestic enterprises in the HR development strategy is given.

scholarly journals Analysis of Company Human Capital Network Based on the Cellular Automation

2016 ◽  
Vol 11 (5) ◽  
pp. 244
Author(s):  
Zirong Zhuo ◽  
Zhiwei Cheng ◽  
Yangzhou Lai ◽  
Ziyue Chen
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Human Resource ◽  
Indicator System ◽  
Vacancy Rate ◽  
Resource Network ◽  
Cellular Automation ◽  
Human Cost ◽  
Value Model ◽  
A Company

In the age of knowledge economy, human resource is among the most important resources for enterprises, in that it forms the unique value of human resources which plays an indispensable role in the production and operating activities. Well managed human resources can effectively promote efficiency and thus create more social values. Therefore, it has aroused wide attention in academia. The thesis first establish the human capital value model and the human cost value model, based on which the thesis established the basic framework of enterprise human capital network. Then, simulation calculation from three aspects of human resource network were carried out with the cellular automation model. Firstly, we simulated the dynamic process of the change of personnel and got the evaluation model of the human cost in the future two years of a company, which can provide reference for company cost control. Secondly, the simulation mainly focused on checking whether under high staff churn rate, a company can still maintain certain number of employees. Thirdly, we simulated the healthy status of the human resource network under certain situations. Finally, We concluded that higher staff churn rate can lead to higher vacancy rate, which will lower the efficiency of companies .The thesis also explored with the model sensitivity analysis the benefit effect over human resource network by increasing recruits, indicating that increasing recruits can decrease the vacancy rate and improve the health status of the human capital network and based on the reality, we put forward the improvement direction of the model in indicator system aspect.

scholarly journals THE ROLE OF HUMAN CAPITAL IN THE MANAGEMENT OF INNOVATIVE DEVELOPMENT OF AN ENTERPRISE

2021 ◽  
Vol 8 ◽  
pp. 199-203
Author(s):  
Tamara A. Samoyluk ◽  
Anastasia S. Popova ◽  
Aelita V. Shaburova
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Market Economy ◽  
High Tech ◽  
Innovative Development ◽  
Highly Qualified ◽  
High Quality ◽  
Main Factor

In a market economy, the competitiveness of an enterprise is ensured by the introduction of innovations. In order to remain innovative, enterprises need high-quality human resources. Investments in human resources, as the main factor of innovative growth, determine the ability of employees to transform their existing knowledge, skills and abilities into high-tech products, highly qualified services.

scholarly journals Mengukur Kontribusi Human Capital terhadap Tujuan Perusahaan

2010 ◽  
Vol 1 (2) ◽  
pp. 388
Author(s):  
Brata Wibawa Djojo
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Economic Value ◽  
Value Added ◽  
Insurance Company ◽  
Economic Value Added ◽  
General Insurance ◽  
Factor Ii ◽  
Capital Value ◽  
Capital Return

Human capital is a valuable asset of any company, especially for competent human resources and contributes both to the company. The performance evaluation given to employees annually can be defined and standardized by the company. However, the question is how big the contribution of human resources to sales and profit contribution is. Case studies take data from one branch of a general insurance company in Indonesia, Jakarta branch. Measurement is done by taking samples of data from 2007, 2008, and 2009. The study measures the risk of several components: (i) Human Capital Revenue Factor, (ii) Human Economic Value Added, (iii) Human Capital Cost Factor, (iv) Human Capital Value Added, and (v) Human Capital Return on Investment. Results of research can provide guidelines for the management, especially for management of JLI in view of Human Capital contribution to corporate objectives, namely in terms of staffing and agency. 

scholarly journals Human Capital on the European Labour Market

2017 ◽  
Vol 17(32) (4) ◽  
pp. 143-150
Author(s):  
Marzena Kacprzak ◽  
Agnieszka Król ◽  
Izabela Wielewska
Keyword(s):  
Human Capital ◽  
Young People ◽  
Human Resources ◽  
Labour Market ◽  
Population Aging ◽  
Multicultural Environment ◽  
Market Trends ◽  
A Priority ◽  
Employee Competencies ◽  
Effective Use

Efficient use of human capital and taking care of its quality in the global labour market is becoming a priority. This is primarily due to the need to function in a multicultural environment, growing competition and population aging. This article is an attempt to systematise knowledge about human capital and its use in the labour market. Attention is being drawn to the effective use of capital, including implementation of European strategies, as well as trends and challenges facing key employment issues. In addition, an effort has been made to identify key employee competencies reflecting global labour market trends. The article shows the importance of quality and investment in human resources, which is associated with the use of EU projects and programmes targeted at young people on the labour market.

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