...teams: A human resource capital architecture // International Journal of Human Resource Management, 2005, 16(9), p1583-1599 // ISSN: 0958-5192 Globalization has organically introduced Global Virtual Teams (GVTs) and made them an essential part of any rapidly expanding international companies. GVTs, which are groups of people working together even though they are geographically separated, have the potential to be catalysts in effectively utilizing a company’s human resources (HR). Even though GTVs show great promise, problems associated with an interconnected global work force are amplified and new issues have arisen which include difficulty working with individuals from differing cultures, decreased ability for members to build social/cultural capital within a team, difficultly to asses performance, and GVTs cannot convey informal rules or norms which in turn would lead to an increase in misunderstandings and confusion. GVTs value-creating competencies can be broken down into: self-related competencies, team context-related competencies, and vision-related competencies. These competencies, if bundled together effectively, will foster a sustainable competitive advantage over the firm’s global rivals. Another determining factor in how to efficiently use an organizations competencies would be the balance between the development of a firm knowledge base and the knowledge shared by collaborating GVT members, or the management of corporate HR architecture. Human capital needs to...
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...Emphasis on human capital is a recent development. For a long time, concern has been placed on other factors of production. It was not until recently that attention shifted to Human capital which has led to a massive wave of investment in human capital development. Human capital development is the term used in referring to factors such as education, health, and other variables that can raise productivity. It refers to the ability to perform work so as to produce economic value. To a large extent this a function of the skills and knowledge workers acquired through education and experience. When viewed from a macro perspective, Human capital represents the human factor in an organization and this consists of the combined intelligence, skills and expertise of workers that gives the organization its distinctive character. It consists of those elements of the organization that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of an organization. Increasing attention is being given to Human capital due to globalization and its attendant saturation of the labour market. Concern about the issue has been being compounded by the recent downturn in the various economies of the world. This has led Organisations to appreciate the need to leverage on the workforce for competitive advantage in order to thrive and keep ahead of the competition. One major way of doing this is through human capital development...
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...Chartered Institute of Personnel and Development Human capital reporting An internal perspective a guide 1 – a CIPD guide for personnel professionals to help them identify, collate, analyse and communicate data on human capital Written by Jim Matthewman and Floriane Matignon of Mercer Human Resource Consulting Acknowledgements The document draws on the perspectives, experience and measurement methods set out in the recent book by Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer and Jay Doherty, Play to Your Strengths: Managing your internal labour markets for lasting competitive advantage (New York: McGraw Hill, 2004). We are grateful to members of the CIPD Human Capital Working Party who provided input and advice: Greg Aitken, Head of Employee Research and Measurement, Royal Bank of Scotland Group Ron Collard, Partner, PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data:...
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...interest in Intellectual Capital (IC) has been the core factor it is being developed rapidly (Juma and Paine, 2004; Bontis, 2001). IC was first being acknowledged in 1995 by Skandia when it published the world’s first IC yearly report (Edvinsson and Malone, 1997). Definition of Intellectual Capital (IC) There have been tremendously abundant definitions of IC (refer to Appendix 1). In general it may seen synonymous with knowledge capital and asset, intangible and visible assets (refer to Appendix 2). This also includes human capital, information assets as well as the enclose value of organisations (Bontis, 2001; Tseng and Goo, 2005). Itami (1987) refers IC as organisation’s intangible assets that consist of experience, customer relationship and information, organisation’s repute and culture and intellectual property. This consistent with what mentioned by Stewart (1997) where IC comprises intellectual material that is able to generate wealth. The closest definition of IC would be from Roos et al. (2005) where IC is said to be the non-physical besides non-monetary capitals controlled by organisations that leads to value formation. According to Stewart (1997), there are three components for IC, which are human capital, structural capital as well as relational capital (refer to Appendix 3). Components of IC Human capital happens to be the capital, embedded in a person’s mind and stays together in a person. When a worker quits, the human capital that includes skills, innovativeness...
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...Human resource accounting Human Resource Accounting is a method to measure the effectiveness of personnel management activities and the use of people in an organization. Historical cost approach This approach is developed by Brummet, Flamholtz and Pyle but the first attempt towards employee valuation made by R. G. Barry Corporation of Columbus, Ohio in the year 1967. This method measures the organization’s investment in employees using the five parameters: recruiting, acquisition; formal training and, familiarization; informal training, Informal familiarization; experience; and development. The costs were amortized over the expected working lives of individuals and unamortized costs (for example, when an individual left the firm) were written off. Limitations * The valuation method is based on false assumption that the dollar is stable. * Since the assets cannot be sold there is no independent check of valuation. * This method measures only the costs to the organization but ignores completely any measure of the value of the employee to the organization (Cascio 3). Replacement Cost approach This approach measures the cost of replacing an employee. According to Likert (1985) replacement cost include recruitment, selection, compensation, and training cost (including the income foregone during the training period). The data derived from this method could be useful in deciding whether to dismiss or replace the staff. Limitations * Substitution of replacement...
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...Advancing Australia’s ‘Human Capital Agenda’( Gary Banks Chairman, Productivity Commission Introduction It is a privilege to have been invited to give the fourth Lecture in this annual series in honour of Ian Little. Ian was a passionate advocate for good public policy and for reform — within his own state and nationally. This was grounded in an equally strong attachment to good analysis and evidence in support of policy decisions. As Secretary of the Victorian Treasury, he championed the use of quantitative analysis, including the development of an input/output based model of the Victorian economy, to gain a better understanding of the effects of policy changes on different industries and on the State’s overall economic performance. It was under his and John Brumby’s stewardship of the Treasury portfolio that the Victorian Competition and Efficiency Commission was established, to provide rigorous arms-length analysis and advice on key policy issues affecting the welfare of Victorians (akin to the role of the Productivity Commission at the national level). Victoria’s more systematic attention to good analysis and policy innovation commenced in the 1990s. It has yielded considerable benefits for Victoria’s citizens since then, not only in the comparative economic performance of this State, but also in its achievements in the social and environmental domains. Victoria was a first mover in the ‘second wave’ of economic reforms in the 90s — reforms that...
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...2008 10.2478/v10061-008-0005-y Intellectual Capital Measurement Methods Jolanta Jurczak* Introduction Evolution of economy has caused important changes in activity of companies on the global market. Nowadays we are observing a growth the importance of intellectual resources as an effective tool for increasing corporate competitiveness. This fact has caused the need to manage companies and to measure their performance in a new way. Measuring Intellectual Capital is essential and very important in order to compare different companies, to estimate their real value or even to control their improvement year by year. Also to improve the way in which companies manage its intellectual resources that generate value and give back some benefits in consequences maximizing advantages for the company. Authors like Kaplan and Norton (1996), Stewart (1997), and Kerssens (1999) use phrases like “If you can’t measure it, you can’t manage it” to justify the search for new Measurement Methods.1 But to measure Intellectual Capital is necessary to determine exactly what the Measurement Methods are, which are the best and which the company should choose to evaluate its assets in proper way. Properly using Intellectual Capital Measurement Methods can cause the creation of competitive advantage and in consequence create development of the whole company at the present day. The Concept and Classification of Intellectual Capital Intellectual Capital (IC) are an increasingly important part of running...
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...THE ECONOMIC PERFORMANCE OF IMMIGRANTS The Role of Human and Social Capital AGNIESZKA KANAS Kanas, A.M. The Economic Performance of Immigrants. The Role of Human and Social Capital Dissertation, Utrecht University, The Netherlands Cover illustration: Krzysztof Wodiczko, Goscie/Guests, 2009, instalacja wideo/video installation, 17,17 min./minutes. Dzieki uprzejmosci artysty i Fundacji Profile/courtesy of the artist and Profile Foundation, Warsaw. Cover design: Agnieszka Kanas & Sebastian Gryglewicz Printed by: Wöhrmann Print Service ISBN: 978-90-393-5550-3 © Agnieszka Kanas, 2011 All Rights reserved. No part of this publication may be reproduced, translated, stored in a retrival system of any nature, or transmitted, in any form or by any means, electrnically, mechanically, by photocopying, microfilming, recording, or otherwise, without the prior written permission from the author. THE ECONOMIC PERFORMANCE OF IMMIGRANTS The Role of Human and Social Capital DE ECONOMISCHE POSITIE VAN IMMIGRANTEN De rol van menselijk en sociaal kapitaal (met een samenvatting in het Nederlands) Proefschrift ter verkrijging van de graad van doctor aan de Universiteit Utrecht op gezag van de rector magnificus, prof.dr. G.J. van der Zwaan, ingevolge het besluit van het college voor promoties in het openbaar te verdedigen op dinsdag 28 juni 2011 des middags te 2.30 uur door Agnieszka Małgorzata Kanas geboren op 3 februari 1980 te Trzcianka, Polen Promotoren: Prof. dr. F.A...
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...TI 2011-061/3 Tinbergen Institute Discussion Paper Entrepreneurship and Role Models Niels BosmaA Jolanda HesselsB,C Veronique SchutjensA Mirjam van PraagD Ingrid VerheulE Utrecht University; B EIM Business and Policy Research, Zoetermeer; C Erasmus School of Economics, Rotterdam; D Faculty of Economics and Business, University of Amsterdam; E Rotterdam School of Economics; all in the Netherlands. A Tinbergen Institute is the graduate school and research institute in economics of Erasmus University Rotterdam, the University of Amsterdam and VU University Amsterdam. More TI discussion papers can be downloaded at http://www.tinbergen.nl Tinbergen Institute has two locations: Tinbergen Institute Amsterdam Gustav Mahlerplein 117 1082 MS Amsterdam The Netherlands Tel.: +31(0)20 525 1600 Tinbergen Institute Rotterdam Burg. Oudlaan 50 3062 PA Rotterdam The Netherlands Tel.: +31(0)10 408 8900 Fax: +31(0)10 408 9031 Duisenberg school of finance is a collaboration of the Dutch financial sector and universities, with the ambition to support innovative research and offer top quality academic education in core areas of finance. DSF research papers can be downloaded at: http://www.dsf.nl/ Duisenberg school of finance Gustav Mahlerplein 117 1082 MS Amsterdam The Netherlands Tel.: +31(0)20 525 8579 ENTREPRENEURSHIP AND ROLE MODELS Niels Bosma A, Jolanda Hessels B, C, Veronique Schutjens A, Mirjam van Praag D, Ingrid Verheul E A Faculty of Geosciences, Department...
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...TURNOVER INTENT DIPLOMA THESIS Department: Strategie- und Unternehmensökonomik University of Zurich Human Resource Management Professor Dr. Bruno Staffelbach Supervising tutor: Dorothea Brunner Subject area: BWL I Subject: Human Resource Management Author: Mylene Perez Schüracherstr. 14a, 8306 Brüttisellen myleneperez82@yahoo.de Student ID Number: 02-728-285 Field of Study: BWL (Business Administration) Number of Semester: 10 Brüttisellen, 18.06.2008 Turnover Intent ABSTRACT Voluntary employee turnovers incur significant cost for an organization. Thus it is important to identify turnover intents as early as possible in order to enable planners to help implement courses of action. Within the scope of this diploma thesis a review of literature on turnover intent is offered. Initially the importance of the phenomenon is established and exact definitions of the subject area are presented. Subsequently the potentially critical impact of turnover behavior on organizational effectiveness is discussed. Several theoretical concepts that explain the occurrence of the turnover intent, and five key models that shaped the research on turnover, are presented and partially critiqued. This study also analyzes the effect of various factors on turnover intent using data from the HR-Barometers 2007. These factors were categorized into psychological, economical and demographic determinants, as well as moderating factors. The results revealed that the psychological...
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...Advances in Developing Human Resources http://adh.sagepub.com/ National Human Resource Development: What in the World Is It? Gary N. McLean Advances in Developing Human Resources 2004 6: 269 DOI: 10.1177/1523422304266086 The online version of this article can be found at: http://adh.sagepub.com/content/6/3/269 Published by: http://www.sagepublications.com On behalf of: Academy of Human Resource Development Additional services and information for Advances in Developing Human Resources can be found at: Email Alerts: http://adh.sagepub.com/cgi/alerts Subscriptions: http://adh.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://adh.sagepub.com/content/6/3/269.refs.html >> Version of Record - Aug 1, 2004 What is This? Downloaded from adh.sagepub.com at Anglia Ruskin University on May 2, 2014 Issue Overview 10.1177/1523422304266086 Advances in Developing Human Resources McLean / INTRODUCTION TO NHRD National Human Resource Development: What in the World Is It? Gary N. McLean The problem and the solution. Recent exploratory research has affirmed the variations in understanding of the meaning of human resource development (HRD) from country to country based on a number of identifiable characteristics of the country. One area identified in the definitions of some countries, which was different from that found in the United States and in some other countries...
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...MULTIPLE-CHOICE QUESTIONS 1. Human capital investment consists of: a. any activity that enhances the quality of labor b. expenditures for formal schooling only c. expenditures for on-the-job training only d. any activity that leads to the substitution of physical capital for labor 2. “Expenditures on education and training can be treated as investment in human capital.” This statement is: a. true—current expenses are incurred with the expectation they will be more than compensated for by greater future returns b. true—education must be financed by borrowing money c. false—the market for college loans is too imperfect to be consistent with investment models d. false—education is purchased for its current (consumption) value, not its future (investment) value 3. Approximately what percentage of the U.S. population had completed four or more years of college by the year 2006? a. 8% b. 14% c. 29% d. 41% 4. Age-earnings data show that: a. differences in earnings by education level disappear for workers age 55 and over b. men’s earnings increase with educational level but not women’s earnings c. earnings rise with factors such as family background and personal drive, but not education level d. higher educational levels are consistently associated with higher earnings 5. Available evidence indicates that: a. age-earnings profiles vary with education, but not with age b. age-earnings profiles vary with age, but not with education c. age-earnings profiles of...
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...1. Introduction - The role of Human Resource During the early 20th century, the primary role of human resource is a care taker. Primarily they are involve in record keeping of the employee personal information, the most administrative job scoop. Hence during that period of time most human resource personnel is not required to go through formal training. Moving forward to 21st century, the primary role of human resource has been shift from a care taker to strategic planner which is vital for all companies. Not only they are required to maintain employees' record, in addition human resource personnel is required to think of strategy and ways to bridge between the employee and company management. Not only they are required to go through formal training, experience plays an important part as well. In modern days, human resource is known as a "people" profession. Their main asset are human and intellectual capital. As a human resource personnel, they are required to plan and execute plans to retain talent at the same time they have to ensure that human resource strategy is in line with their organization strategy. The foundation of an organisation is employee, in other words is intellectual capital in this main asset of an organisation. Even though in 21st century most company is moving towards machinery and technology but all these is build on intellectual capital. According to most researches, not only Human resource increase employees' capabilities in discovering business...
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...MEANING OF INTELLECTUAL CAPITAL This is the intangible value of a company, and is measured as the difference between the enterprise value of a company and the market value of its tangible assets. Intellectual capital is knowledge that can be exploited for some money-making or other useful purpose. The term combines the idea of the intellect or brain-power with the economic concept of capital, the saving of entitled benefits so that they can be invested in producing more goods and services. Intellectual capital can include the skills and knowledge that a company has developed about how to make its goods or services; individual employees or groups of employees whose knowledge is deemed critical to a company's continued success; and its aggregation of documents about processes, customers, research results, and other information that might have value for a competitor that is not common knowledge. Classification of Intellectual capital • Human capital- The value that the employees of a business provide through the application of skills, know-how and expertise. It can be defined as all the unique ideas, skills, and knowledge that an individual owns and contributes to an organization. • Structural capital- Structural capital is the structures and mechanisms that help support employees and includes procedures, routines and everything that is left in the organization. It includes processes, intangible assets like patents, and trademarks, as well as the organization’s image, information...
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...the first wide scale economic activity. It serves as the sustenance of mankind, the oldest most reliable energy source for human beings; food production. Throughout the ages agriculture as we know it has changed. As economies developed from subsistence to trade and developed trading economies so has agriculture. Currently, in today’s world, we see agriculture as an important industry to any nation. It serves as one of, if not the most, powerful poverty reduction sectors in any nation. This is so because agriculture dominates the rural areas; which are notorious for being resource immobile, isolated and poverty stricken. Henceforth, implications for agriculture and its development becomes an important concern for every nation. Labour being an important factor of production, and one which is most variable in the short run, an analysis on its influence in agricultural production seems almost mandatory. In this sector of interest, the labour available tends to diverge from those of other sectors, in terms of characteristics. Labour in agricultural production is characterized by “a high age of agricultural workers & low levels of educational attainment”(A.Bailey, 2012). This signifies relatively low levels of human capital in the industry and hence restricts the sector from utilizing skilled labour. What is human capital? Human capital can be referred to as the set / stock of skills an individual possess that can be rented out to employers. These skills...
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