Changing domains in human capital measurement

Chrysler-Fox, Pharny D.; Roodt, Gert

doi:10.4102/sajhrm.v12i1.585

Cited by 5 publications

(6 citation statements)

References 11 publications

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“…Memon, Mangi & Rohra (2009) opined that human capital could ensure productivity with the cooperation of employees. Human capital could be adequately evaluated with certain indicators such as employee capability, employee motivation, organizational climate and structure, teamwork, efficiency, and leadership (Chrysler-Fox, Pharny & Roodt, 2014).…”

Section: The Concept Of Human Capital Elements and Approaches For Ach...mentioning

confidence: 99%

The Quest towards Obtaining a Competitive Advantage in Organizations through Managing the Human Capital

Wilson,

Vuksanović Herceg

2022

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The aim of this paper was to shed light on how managing human capital can contribute to obtaining a competitive advantage in organizations. This was done by conducting a literature review by examining and synthesizing the available literature from various research and scholars. Moreover, it included research into the different perspectives pertaining to the elements and approaches of human capital as it relates to competitive advantage in organizations. The literature reveals that Human capital plays a significant role as a contributor to obtaining a competitive advantage in organizations, which ensures high quality in the selection and recruitment of employees. Based on the literature, certain challenges may be encountered regarding human capital, and these challenges may inhibit the attainment of competitive advantages. Furthermore, the paper brings to light the approaches to utilizing human capital to achieve a competitive advantage. The Resource base view and the Human capital theory were the approaches discussed and considered relevant in navigating human capital towards a competitive stance. The distinctive character of the organization could be realized through the human capital concept; investing in employees bring about new ideas and solutions to the organization. While other resources are owned by the organization, such as technology and equipment, the human capital emanates from the employment relationship and could not be regarded as organizational-owned property but is also privy to its success. Human capital is viewed as an essential component of intellectual capital. Industry 4.0 was also seen as an important contributor to competitive advantage as the advanced technology seems to employ more modern ways of getting the job done. Even though advanced technology is necessary, among other factors, the quest towards the achievement of competitive advantage lies in the role of adequately managing human capital because human capital neutralizes threats, exploits opportunities, and enhances organizational efficiency that has the potential to lead to a competitive advantage.

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Section: The Concept Of Human Capital Elements and Approaches For Ach...mentioning

confidence: 99%

The Quest towards Obtaining a Competitive Advantage in Organizations through Managing the Human Capital

Wilson,

Vuksanović Herceg

2022

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“…It is challenging to use traditional human capital metric practices in today's structure, especially given the dynamics of organizations (Chrysler-Fox et al, 2014;Dewangen et al, 2014).…”

Section: Theoretical Aspects Of Competences In the Financial Sectormentioning

confidence: 99%

Banks and Fintech: Impact of Technological Innovation on Competences Management in Latvia

Natrins

Sarnovics

Miķelsone

2021

SIE

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Purpose: To explore information and communication technologies (ICT) impact on competences management in the financial sector in Latvia.Methodology: Focus group discussion with leading financial sector experts in the Latvia.Findings: There is a mismatch between academically provided competences and what is expected by the financial sector representatives within Latvia.Originality/value: Empirical research on what kind of competences are important in the financial sector at present and in the future. Contribute to the current literature by researching on how resulting competencies from the focus group compare to the academically provided competences for potential financial sector employees. By exploring received responses to the questions from this research, it can help policymakers, financial sector and academical representatives to stay agile to the arising changes of supplied and demanded competencies in the financial sector.

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“…Human resources functions are being called upon to enhance their contribution and become strategic partners to business (Beatty, Huselid & Schneier, 2003). An area where human resources practitioners can increase their value-add to companies is through the provision of human capital measures that support implementation of the business strategy (Beatty et al, 2003;Chrysler-Fox & Roodt, 2014). Collaboration is an example of one such measure.…”

Section: Potential Value-add Of the Studymentioning

confidence: 99%

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

Roberts

Wyk

Dhanpat

2017

SA j. hum. resour. manag.

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Orientation: Collaboration is deemed important in today’s connected and complex business environment. People’s ability to collaborate with each other in organisations is becoming a business imperative. This study focuses on a valid measurement of collaboration within organisations.Research purpose: Thomson, Perry and Miller (2007) developed a collaboration measurement instrument in the United States. The aim of this study was to validate this instrument for a South African context.Motivation for the study: South African organisations face unique challenges that require optimal use of resources to improve business results. Effective collaboration is considered a powerful strategy to achieve this. Measuring the extent of collaboration can help to identify required changes in business practices. As far as could be established, there is no evidence of collaboration instruments developed and validated in South Africa.Research design, approach and method: Additional items were designed for further development of the Thomson, Perry and Miller (2007) Collaboration Instrument sub-scales, as suggested by the authors. The revised questionnaire consisting of 31 (17 existing, 14 new) items was distributed electronically to 4200 employees in two organisations, with 343 valid responses received. Reliability and construct validity were tested, as was convergent validity of the norms factor with the Trust in Teams Scale.Main findings: The results of the study support a four-factor, 29-item model of collaboration when applied to a South African sample. Cronbach’s alpha ranged between 0.85 and 0.95. Confirmatory Factor Analysis fits were at an acceptable level. Convergent validity showed a moderate fit with the data.Practical/managerial implications: South African managers and human resources practitioners can utilise results to foster a collaborative environment.Contribution/value-add: This study builds on the theoretical concept of collaboration as defined by Thomson, Perry and Miller (2007).

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Changing domains in human capital measurement

Cited by 5 publications

References 11 publications

The Quest towards Obtaining a Competitive Advantage in Organizations through Managing the Human Capital

The Quest towards Obtaining a Competitive Advantage in Organizations through Managing the Human Capital

Banks and Fintech: Impact of Technological Innovation on Competences Management in Latvia

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

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