Human potential management: time to move beyond the concept of human resource management?

Kalra, Satish Kumar

doi:10.1108/03090599710171431

Cited by 27 publications

(13 citation statements)

References 4 publications

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“…Based on the study of Kalra (1997) three item scale on supportive environment was designed. Correlation of the spiritual climate scale with supportive environment scale was 0.728 showing the convergent validity of the scale.…”

Section: Confirmatory Factor Analysis (Cfa) Of the Spiritual Climate mentioning

confidence: 99%

Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience

Pandey¹,

2008

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Section: Confirmatory Factor Analysis (Cfa) Of the Spiritual Climate mentioning

confidence: 99%

Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience

Pandey¹,

2008

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“…If career ladders don't exist within one company, they must exist across different companies if they are to exist at all. Kalra (1997) argues that HR policies and practices designed for career development need to shift from conventional training and development to an integrative, continuous process of capability development, with the responsibility shifting increasingly to the individual (Beck, 2000). Butler and Waldrop (2001) argue that, while traditional career paths may be based primarily on a ® rm's interests, there is now a shift to sculpting jobs based on the deeply embedded life interests of knowledge worker professionals.…”

Section: Hr Practices For Managing Knowledge Workersmentioning

confidence: 99%

“…Despres and Hiltrop (1995) characterise knowledge workers as having careers external to an organisation through years of education, rather than internal training and career schemes. Cappelli (2001) and Kalra (1997) similarly argue that retention efforts require a shift from broad programmes to highly targeted initiatives. Cappelli cites how Prudential Insurance customises certain jobs to both categories of employees and individ uals.…”

Section: Hr Practices For Managing Knowledge Workersmentioning

confidence: 99%

Finders, keepers? Attracting, motivating and retaining knowledge workers

Horwitz

Heng

Quazi

2003

Human Res Mgmt Journal

248

187

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Drucker (1989) to describe individuals who carry knowledge as a powerful resource which they, rather than the organisation, own. Knowledge work can be said to be of an intellectual nature and where well qualified employees form a significant part of the workforce (Alvesson, 2000). There is, nonetheless, an acknowledged ambiguity in attempting to conclusively define the notion of a knowledge worker and knowledge intensive firms (KIFs) (Alvesson, 1993). Ulrich (1998) posits that, with knowledge work increasing, intellectual capital is a firm's only appreciable asset. Vogt (1995) defines a knowledge worker as a person with the motivation and capacity to co-create new insights and the capability to communicate, coach and facilitate the implementation of new ideas. The work is non-repetitive and results-oriented, using both 'traditional' scientific methods and the need for continuous learning, intuition, new mindsets and imagination. But some of these concepts may be contradictory and somewhat idealised, according to Alvesson (1993Alvesson ( : 1000Alvesson ( -1004. He notes that the work of knowledge workers is more aptly characterised as 'ambiguity intensive' than 'knowledge intensive'. These workers may have both a traditional knowledge type linking science and rational analytical problem solving and requisite knowledge, as well as a particular subjectivity requiring an ability to deal with complexity and uncertainty. The latter requires intuition, creativity, flexibility and social skills.There is an emerging literature and research evidence on specific HR strategies, practices and organisational blueprints for attracting, motivating and retaining these Finders, keepers? Attracting, motivating and retaining knowledge workers workers Hannan, 2002, Hewitt & Associates, 2001). Alvesson and Karreman (2001), drawing from a review of the literature and case studies, argue that 'knowledge management is as likely, or more so, to operate as a practice for managing people or information than as a practice attuned towards facilitating knowledge creation ' (2001: 1). The knowledge worker has individual and personal knowledge, and organisations are increasingly seeking ways of transforming this into shared social knowledge deployed for organisational goals.Our research investigates effective HR strategies and practices for attracting, motivating and retaining knowledge workers. Our work considers multinational and local knowledge-intensive firms (KIFs) in six sectors and has two key aims:• to determine the best or the most effective HR practices for managing knowledge workers, for proposing a schema for attracting, motivating and retaining these workers; and • to explore the notion whether there is a distinctive set of HR practices for managing knowledge workers and other workers in general. Secondary aims are: • to provide a generic definition of knowledge-based firms acceptable to most respondents;• to compare the acceptable and unacceptable turnover of knowledge workers in relation to other employees and the suite of HR p...

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“…За другим напрямком відправною точкою дослідження стали роботи Калри (1997), який доводив необхідність зміни парадигми управління в сфері праці -перехід від розгляду працівника як ресурсу, до працівника як потенціалу [9]; Білорус (2007), Гармидер (2011), Гриньової та Писаревської (2012), де проводився семантичний аналіз категорії «кадровий потенціал підприємства» [2; 4; 6], а також розроблялися стратегії управління ним. Завдяки цим та іншим працям, було сформовано авторське бачення соціально-економічної категорії «кадровий потенціал підприємства» як відкритої соціальноекономічної системи, яка представлена наявною сукупністю здібностей і можливостей кадрів підприємства, що мають кількісні та якісні характеристики, необхідні підприємству задля сталого розвитку [14].…”

Section: літературний оглядunclassified

Substantiating the factors of influence on the employment level in the transport industry of Ukraine

Smachylo

Kalinichenko

Arshava

2019

Social and labour relations: theory and practice

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The trends and problems of the national labor market are projected in various economic sectors, supplemented by specific features determined by the peculiarities of a certain sector. The formation of workforce capacity in the transport industry of Ukraine has a particular significance; this branch is the main infrastructure component of the sustainable development of the economic system of any level, ensures national economic security, and deals with the logistics complex as a whole. This is the reason why consideration of the global, national, and local tendencies of labor markets’ development and identification of the main determinants of influence on the endogenous environment is necessary for the enterprises of the transport industry, which creates the need for a research in this area. The main trends of the labor market development at all levels of the economic system – from global to industry – have been determined. The multidirectional tendency has been revealed: on the one hand, the industry shows a negative tendency to decrease in volumes in kind, and it is logical to assume that the need for personnel will also decrease, and on the other hand, there is an increasing number of job vacancies. This indicates the imbalance between national and sectoral economic systems and the management of economic processes “in manual mode”, and the need to forecast the number of employees in the industry as the basis of the workforce capacity of transport enterprises. The factors influencing the number of employed in the transport industry have been substantiated: cargo turnover, passenger turnover, and salary level, and a hypothesis for assessing their impact is suggested, which is confirmed by a correlation and regression analysis, which made it possible to generate a forecast model of the number of employed depending on the substantiated factors. The developed model may be applied to predict the number of people employed in the transport industry, taking into account the above factors.

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Human potential management: time to move beyond the concept of human resource management?

Cited by 27 publications

References 4 publications

Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience

Spiritual Climate of Business Organizations and Its Impact on Customers’ Experience

Finders, keepers? Attracting, motivating and retaining knowledge workers

Substantiating the factors of influence on the employment level in the transport industry of Ukraine

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