Suchergebnisse

A letter report issued by the General Accounting Office with an abstract that begins "In its January 2001 High-Risk Update (GAO-01-263), GAO designated strategic human capital management as a governmentwide high-risk area. The basic problem, which continues today, has been the long-standing lack of a consistent strategic approach to marshaling, managing, and maintaining the human capital needed to maximize government performance and assure its accountability. This report is part of a special series of reports on governmentwide and agency-specific challenges."

Testimony issued by the Government Accountability Office with an abstract that begins "In 2001, GAO identified human capital management as a governmentwide high-risk area because federal agencies lacked a strategic approach to human capital management that integrated human capital efforts with their missions and program goals. Progress has been made. However, the area remains high-risk because of a continuing need for a governmentwide framework to advance human capital reform. The importance of a top-notch federal workforce cannot be overstated. The federal government is facing new and growing challenges coupled with a retirement wave and the loss of leadership and institutional knowledge at all levels. The issues facing agencies are complex and require a broad range of technical skills that are also highly sought after by the private sector. This testimony, based on a large body of completed work issued from January 2001 through March 2009, focuses on executive branch agencies' and the Office of Personnel Management's (OPM) progress in addressing strategic human capital management challenges in four key areas: (1) leadership; (2) strategic human capital planning; (3) acquiring, developing, and retaining talent; and (4) results-oriented organizational culture. In prior reports, GAO has made a range of recommendations to OPM and agencies in the four areas. GAO is reporting on progress in addressing these recommendations and is making no new recommendations."

Contents: 1. Strategic human capital at the crossroads -- 2. Understanding and clarifying the dynamics of strategic human capital effects on performance: a quasi-replication of a major literature evidence -- 3. The effect of strategic human capital renewal on organizational results: an empirical examination in the Italian serie a professional football league -- 4. Get the most from your most important asset. A conceptual and managerial model for harnessing the value of strategic human capital -- Index.

The pivotal role of human capital in organizational success is increasingly recognized in contemporary business environments. This study presents an in-depth analysis of how strategic human capital management can significantly enhance company performance. Utilizing a qualitative approach, grounded in a comprehensive literature review, our research explores various strategies that can be employed to improve human resource performance in organizations. We emphasize that the success of a company hinges not just on its business operations, but critically on its human capital – the unique knowledge and skills possessed by its workforce. This research argues that the nuances of human capital, such as education, skills, and health, are essential for the strategic development of an organization. By implementing effective human capital strategies, companies can foster an environment conducive to growth, innovation, and long-term sustainability. Our findings highlight that understanding and leveraging the unique attributes of human resources can lead to significant improvements in organizational activities and outcomes. This paper contributes to the ongoing discourse on human capital theory by demonstrating its practical application in organizational strategy and performance enhancement.

"This book is a comprehensive reference source for the latest scholarly research on the intersection of globalization, organizational behavior, and human capital management in the context of developing nations. Covering a range of business-oriented topics, such as job proficiency, corporate social responsibility, and burnout syndrome"--

"Asia continues to ascend as an economic powerhouse and a strategic priority for business leaders around the world, yet there is often limited understanding of the human capital systems that fuel the economic engines of the region. This book brings together the perspectives from economics, sociology and management to highlight the business implications of human capital development in Asia. This book provides new insights on human capital systems in Asia by considering the country context through a "Human Capital Ecosystem" framework. Applying this framework, constituent outline, and comparable points across each of the countries in Asia, Smith translates national policies into insights on the drivers, challenges, and opportunities in individual countries. Each chapter also draws out clear business and HR implications based on the above framework and analysis. While the Asia continues to be a critical priority for businesses, there is limited understanding on how to manage and navigate the human capital systems in each of the region's diverse countries. This book will serve as a helpful reference for managers or supplemental study guide for graduate students working to understand how to execute business strategy in major economies of Asia"--

Growing empirical evidence supports the fact that human resource management (HRM) practices have a direct impact on organizational performance. However, recognition that the HRM function can impact the strategic direction and performance of public organizations has been a more recent shift. Local government represents a robust area to examine the capacity of government organizations to leverage their human resources (HR) to improve performance. Using data from a 2012 survey in Colorado and North Carolina, this article examines the degree to which municipal governments have implemented strategic human capital management (SHCM) practices. Results indicate that while progress had been made, there is still significant variation on the extent to which municipalities are implementing SHCM. For jurisdictions that have seen greater adoption of SHCM practices, a number of factors appear related, including the role HR plays in broader municipal strategic decision making and the perceived importance of the HR function for the municipality.