Submitted Successfully!
To reward your contribution, here is a gift for you: A free trial for our video production service.
Thank you for your contribution! You can also upload a video entry or images related to this topic.
Version Summary Created by Modification Content Size Created at Operation
1
Nikola Štaffenová
 -- 2258 2024-01-24 11:08:23 |
2 The text in Slovak was translated into English.
Nikola Štaffenová
 -37 word(s) 2221 2024-01-25 09:05:04 | |
3 format change
Peter Tang
-50 word(s) 2171 2024-01-25 10:26:41 |

Video Upload Options

Do you have a full video?
Send video materials Upload full video

Confirm

Are you sure to Delete?
Yes No
Cite
If you have any further questions, please contact Encyclopedia Editorial Office.
Kucharčíková, A.; Mičiak, M.; Tokarčíková, E.; Štaffenová, N. Human Capital Management and Business Performance. Encyclopedia. Available online: https://encyclopedia.pub/entry/54282 (accessed on 04 May 2024).
Kucharčíková A, Mičiak M, Tokarčíková E, Štaffenová N. Human Capital Management and Business Performance. Encyclopedia. Available at: https://encyclopedia.pub/entry/54282. Accessed May 04, 2024.
Kucharčíková, Alžbeta, Martin Mičiak, Emese Tokarčíková, Nikola Štaffenová. "Human Capital Management and Business Performance" Encyclopedia, https://encyclopedia.pub/entry/54282 (accessed May 04, 2024).
Kucharčíková, A., Mičiak, M., Tokarčíková, E., & Štaffenová, N. (2024, January 24). Human Capital Management and Business Performance. In Encyclopedia. https://encyclopedia.pub/entry/54282
Kucharčíková, Alžbeta, et al. "Human Capital Management and Business Performance." Encyclopedia. Web. 24 January, 2024.
Human Capital Management and Business Performance
Edit
This entry is adapted from the peer-reviewed paper 10.3390/su15065015
Human capital (HC) is a key factor of the performance and competitiveness of enterprises. HC as an element of intellectual capital, efficiency of invested capital and efficiency of human capital positively affect firms' return on equity (ROE) and business performance.
human capital human capital management investments effectiveness

1. Introduction

Human elements in an organization are those able to learn, change, innovate, and provide a creative force which, if properly motivated, can ensure the long-term survival of this organization.
In business practice, we often encounter the importance of human capital, or even an emphasis on people and human labor in the company, and many need to learn the difference between these terms. The term human resources management is, in turn, confused with the “more modern” term, human capital management, but even managers and business owners themselves do not understand the true meaning of the “more modern” terms, HC, investment in HC, and HCM. This fact motivated the researchers to devote the entry to clarifying these terms and, at the same time, the relationships between them.
In [1] build upon Davenport’s definition in which it is stated that people possess innate abilities, behaviors, and personal energy, and these components create human capital (HC), which they bring into their work.
A considerable contribution to the human capital theory was conducted by [2]. Other contributors were from [3]. According to them, HC represents the human factor in organizations, combining intelligence, abilities, and competence, which gives the organization its distinctive character. In [4] defines HC in a similar way; that is, as knowledge and skills that the individuals create, maintain, and apply to their work. In [5], in his description of human capital and its value, focuses on the capability of people, consisting of their knowledge, skills, experience, contacts, behavior, and temperament.
According to the [6], human capital is defined as knowledge, skills, competences, and attributes embodied in individuals, which facilitate the creation of personal, social, and economic welfare. In [7] describes HC within the business context as the combination of features that people bring into their work, the ability of people to learn, and the motivation of people to share the pieces of information and knowledge.
There are several perspectives on the value and position of HC in an enterprise and in the whole society. In [8] follow Brown’s concept of HC where this refers specifically to the value which an employee has for his/her employer and which is entrenched in specific knowledge and skills, interpersonal knowledge and skills (the non-technical ones), intelligence, and relationships.
Refs. [9][10][11] consider human capital to be a source of economic growth. In [4][12][13][14][15], understand it as a part of the intellectual capital, which, accompanied by the financial capital, creates the market value of an enterprise. In [16][17] refer to human capital as an intangible asset, which, when put together with the tangible assets, represents the enterprise’s market value. According to the [18], HC represents the capacity of individuals who are able to achieve an economic outcome by joint efforts.

2. Human Capital and Human Capital Management

Every company wants to maintain, but also increase, its competitiveness in the market, as well as productivity and efficiency, and to avoid the shortage of qualified staff. In order to do so, it is necessary to invest in human capital in one of the possible forms [2][13][19] stated that the investments in education and training of individuals resemble the investments of enterprises in their property and equipment. The investments in HC represent a method and a means for the enterprise to expand its available HC, to increase its value, and to enhance its quality.
The essence of creating and increasing the HC value is spending financial and non-financial resources at present with the aim of acquiring financial or non-financial yields in the future, but not satisfying the present needs. When spending the funds to create HC, this is an investment, not consumption. However, the quantification of these expected yields is problematic [20][21][22][23] adds that the development of human capital at present in a several-year-long proposal, even though it is usually listed in the accounting as a cost within a single period.
Refs. [24][25] add another perspective, focusing on the macroeconomic level. According to the authors, the investments in HC depend on numerous factors, including the level to which the capital markets are functioning, and the level of security in the economy and the political establishment.
The investment in HC as a production input can be conducted in various forms. The enterprise can focus on improving the employees’ health [26], improving the working conditions [27], increase in the working abilities, skills, and knowledge, and the desired change in attitudes, which is being performed via a system of corporate education and development [19][28].
Since human capital is the central resource that needs to be properly utilized by the enterprises during the creation of value for their customers and the whole society, it deserves to be professionally and appropriately managed [29]. Within the theory, science, and practice of management, the concept of human capital management has begun to form. This is being described and applied in the search for solutions to a set of issues emerging in the field of human capital, which often stem from its very definition.
Refs. [20][30] use the definition created by The Accounting for People Task Force which describes human capital management (HCM) as a systematic approach to the analysis, measurement, and evaluation of the effect that the policies and practices focused on the employees have on value creation.
Refs. [31][32], concerning HCM, stated that it recognizes that people are the investors of their personal human capital and that this provides the main source of value for the organization. He uses this wording to emphasize that HC is actually owned by the employees themselves, and they decide to invest it in the enterprise when they use it in their work. Ingham also presents Finn’s opinion, according to whom HCM uses the most precious asset, people, for the improvement of the business’ performance and the increase in competitive advantage. HCM focuses on attracting, motivating, and inspiring the best talent. The definition of HCM is supplemented by [33], who define HCM as a process focused on specific HC practices such as recruitment, selection, training, development, performance appraisal. and employee compensation.
Ref. [34] states that it is possible to measure investment in HC by combining quantified indicators (turnover, cost per employee, average number of years of service) with qualitative indicators (job satisfaction).
Refs. [35][36][37] wrote of HCM that it is about getting the best from the people, and the success of this effort depends on understanding what motivates employees to perform, how organizational systems can act as barriers of performance, and how leadership and processes of human resources management will probably affect results and outputs.
According to [4][20][38], the key characteristic of HCM is the application of metrics that direct how enterprises approach the management of people, perceiving them as assets and fully realizing that competitive advantage is achieved via strategic investment in these assets.
This core of the HC issues is continuously being affected by a whole spectrum of internal as well as external factors. Substantial factors within the internal corporate environment include the overall corporate infrastructure and economic conditions, conditions of the physical working environment related to ergonomics at the workplace, employee motivation [39][40], corporate culture and its manifestations in the enterprise’s everyday operation, the hierarchy within the organizational structure, employees relationships [41][42], corporate social responsibility application [43], ways and routes of communication among employees, but also the connection to the human resources information system [8], collecting and processing the data related to HC, providing the reports and analytical overviews being used in human capital management. The external factors with a direct effect on HC available include anthropometric changes in the population related to the workplace ergonomics, economic policy, the state’s employment policy connected to the increase in qualification [44][45][46][47][48], requalification of unemployed persons [49] with untapped HC [50], demographic changes affecting the number of potential new employees in the labor market, and the trends in the industry [51][52][53][54][55] which require changes in the structure of HC if they shall be captured and reflected in the enterprise’s outputs.
The main part of the HCM process is the identification and evaluation of the effectiveness of HC utilization as well as the effectiveness of the investment in HC. The key is to search for connections between these elements of the HCM process and the enterprise’s performance.
For the assessment of investments in HC the traditional methods for the assessment of investments in physical capital can be used, such as the net present value (NPV) or the internal rate of return (IRR) [56][57][58][59]. They both take time and risk into account during the investment assessment. The time factor represents a separate variable in investment decision making. Time is one of the dimensions in which the economic process is being performed, and within a certain context, it is a distinctive risk factor affecting the economic variables and their relationships in a positive or negative way [10][56][57]. The application of both above-mentioned methods in the context of HC requires an estimation of the expected yields from the investment, which is a relatively difficult task. To make the quantification of the yields less difficult, it is recommended to apply these methods in the business practice rather when realizing non-recurring or short-term educational programs. For the same reasons, it is recommended to apply the indicators of the payback period (PP) in a similar way [57][58].
In addition, the traditional method of return on investment (ROI) has been adjusted in different ways by several authors [59][60][61][62][63]. Another metric designed is the training investment value (TIV) [22][64], or the return on talent [65][66][67][68][69][70].
For a better understanding of the main points gathered via the literature review on the topic of human capital and its management, these were summarized in Table 1.
Table 1. Summary of literature review of HCM.

Author (Year)

The Main Findings for the Theoretical Background of the Studied Topic

Davenport and Prusak (1998)

Becker (1964)

Tokarčíková et al. (2020)

Halder (2018)

Koziol and Mikos (2020)

Stopka et al. (20019)

Slottje (2010)

Kvet et al. (2020)

Ližbetinová et al. (2020)

Chrysler-Fox and Roodt (2014)

  • The investments at the microeconomic level (in enterprises);

  • The investments in education and training of individuals resemble the investments of enterprises in their property and equipment;

  • Combining quantified with qualitative indicators;

  • The overall corporate infrastructure and economic conditions, conditions of the physical working environment, corporate culture, organizational structure, corporate social responsibility, communication, connection to the HR information system.

Goldin (2001)

Molina-Azorin et al. (2021)

Cahyaningsih et al. (2017)

Armstrong (2006)

Osipov et al. (2022)

Stacho et al. (2019)

Dietz and Zwick (2022)

Hitka et al. (2018)

Zafar et al. (2019)

Bosi et al. (2021)

Klučka (2017)

Lu et al. (2020)

Gandrita and Rosado (2019)

  • The investments at the macroeconomic level;

  • Investments in HC lead to competitive advantage;

  • External factors affect HC;

  • The anthropometric changes in the population, economic policy, the state´s employment policy, requalification of the unemployed person, demographic changes, trends in the industry.

Tumová (2019)

Fontana et al. (2019)

Sequeira (2017)

Tokarčíková et al. (2020)

Dissou et al. (2016)

Babaei and Jassabi (2022)

Barro (2001)

Sohl, 2022

Addico et al. (2022)

Lorincová et al. (2018)

Fareri et al. (2020)

Echols (2005)

Lorincová et al. (2021)

Pirozzi and Ferulano (2016)

Dadd and Hinton (2022)

Chen et al. (2004)

Omotunde and Alegbeleye (2021)

  • Investments in HC in three forms—improving the employees´ health, improving the work conditions, education, and development;

  • The assessments of investments in HC via traditional methods—NPV, IRR, PP, ROI, TIV, ROT;

  • Time and risk into account during the investments assessment;

  • The estimation of the expected yields from the investment is difficult.

Cahyaningsih et al. (2017)

Rahman and Akhter (2021)

Echols (2005)

Mubarik et al. (2018)

  • Quantification of HC and its effectiveness is problematic;

  • HC is usually quantified as cost in accounting.

Mustafinand Ignateva (2016)

Armstrong and Taylor (2014)

Cahyaningsih et al. (2017)

Ingham (2007)

Yarovaya et al. (2021)

Boon et al. (2018)

Blackman et al. (2016)

Maltseva et al. (2017)

Qu (2022)

Armstrong (2006)

Osipov et al. (2022)

  • Enterprises must manage HC;

  • Emergence of the HCM concept;

  • Method of analysis, measurement, assessment of HC in enterprises;

  • The essence of HCM is HC;

  • Close connection of HCM with HRM;

  • Metrics for managing HC in an enterprise with all its components;

  • Managers need to know what motivates their employees.
The theoretical starting points summarized in this way contributed to the identification and description of the knowledge gap on which the research was oriented. This gap was defined as a lack of knowledge of the specifics of HC investments are the methods that managers actually use to evaluate such investments.

3. Human capital management and business performance

Several authors confirm the positive impact of HC, investments in HC, and the implementation of HCM on the performance of companies in various areas of their activity in the economy. These include, for example, [71][72][73][74].
Moreover, [21] wrote that investments in HC can increase the efficiency of employees and companies, as well as the financial performance of companies. This idea is also confirmed by [32], according to which company managers represent HC, and all types of investment in this intangible asset of the company increases the effectiveness of HC, the overall performance of managers, and the performance of the company.
HC as an element of intellectual capital, efficiency of capital employed, and efficiency of human capital positively affects firms’ return on equity (ROE) and business performance [33][75].

References

  1. Armstrong, M.; Baron, A. Human Capital Management: Achieving Added Value Through; Kogan Page Publishers: London, UK, 2007.
  2. Becker, G.S. Human Capital; University of Chicago Press: Chicago, IL, USA, 1964.
  3. Bontis, N.; Dragonetti, N.C.; Jacobsen, K.; Roos, G. The knowledge toolbox: A review of tools available to measure and manage intangible resources. Eur. Manag. J. 1999, 17, 391–402.
  4. Armstrong, M. A Handbook of Human Resource Management Practice; Kogan Page Publishers: London, UK, 2006; ISBN 0-7494-4631-5.
  5. Mayo, A. Human Resources or Human Capital? Managing People as Assets; Gower Publishing: Surrey, UK, 2012.
  6. Keeley, B. The Value of People; OECD Publishing: Danvers, MA, USA, 2006; Available online: https://read.oecd-ilibrary.org/education/human-capital_9789264029095-en#page9 (accessed on 30 November 2022).
  7. Fitz-Enz, J. The ROI of Human Capital: Measuring the Economic Value of Employee; AMACOM: New York, NY, USA, 2009.
  8. Chrysler-Fox, P.D.; Roodt, G. Changing domains in human capital measurement. SA J. Hum. Resour. Manag. 2014, 14, 1–12.
  9. Mankiw, N.G.; Romer, D.; Weil, D.N. A Contribution to the Empirics of Economic Growth. Q. J. Econ. 1992, 107, 407–437. Available online: https://eml.berkeley.edu/~dromer/papers/MRW_QJE1992.pdf (accessed on 14 June 2022).
  10. Barro, R.J. Human Capital and Growth. Am. Econ. Rev. 2001, 91, 12–17.
  11. Romer, P. Endogenous technol. Change. J. Polit. Econ. 1990, 98, 71–102.
  12. Edvinsson, L.; Malone, M.S. Intellectual Capital: Realizing Your Company’s True Value by Finding Its Hidden Roots; Harper Collins Publishers: New York, NY, USA, 1997.
  13. Davenport, T.H.; Prusak, L. Working Knowledge; HBS Press: Cambridge UK, 1998.
  14. Alves, H.; Cepeda-Carrión, I.; Ortega-Gutierrez, J.; Edvardsson, B. The role of intellectual capital in fostering SD-Orientation and firm performance. J. Intellect. Cap. 2021, 22, 57–75.
  15. Gravili, G.; Manta, F.; Cristofaro, C.L.; Reina, R.; Toma, P. Vale that matters: Intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context. J. Intellect. Cap. 2021, 22, 260–289.
  16. Sveiby, K.E. The New Organizational Wealth: Managing and Measuring Knowledge Based Assets; Barrett-Kohler Publishers: San Francisco, CA, USA, 1997.
  17. Vrontis, D.; Christofi, M.; Battisti, E.; Granziano, E.A. Intellectual capital, knowledge sharing and crowdfunding. J. Intellect. Cap. 2020, 22, 95–121.
  18. Vithana, K.; Jayasekera, R.; Choudhry, T.; Baruch, Y. Human Capital resource as cost or investment: A market-based analysis. Int. J. Hum. Resour. Manag. 2021.
  19. Tokarčíková, E.; Malichová, E.; Kucharčíková, A.; Ďurišová, M. Importance of technical and business skills for future IT professionals. Amfiteatru Econ. 2020, 22, 567–578.
  20. Cahyaningsih, E.; Sensuse, D.I.; Noprisson, H. Multi Methods for Knowledge Management Strategy Roadmap of Government Human Capital Management. In Proceedings of the 4th Information Systems International Conference (ISICO)—Innovation of Information Systems—Visions, Opportunities and Challenges, Bali, Indonesia, 6–8 November 2017; pp. 496–503.
  21. Rahman, M.; Akhter, B. The impact of investment in human capital on bank performance: Evidence from Bangladesh. Future Bus. J. 2021, 7, 1–13.
  22. Echols, M. ROI on Human Capital Investment; iUniverse: Lincoln, RI, USA, 2005.
  23. Mubarik, S.M.; Chandran, V.G.R.; Devadason, E.S. Measuring human capital in small and medium manufacturing enterprises: What matters? Soc. Indic. Res. 2018, 137, 605–623. Available online: https://link.springer.com/article/10.1007/s11205-017-1601-9 (accessed on 15 February 2023).
  24. Goldin, C. The human-capital century and American leadership: Virtues of the past. J. Econ. Hist. 2001, 61, 263–292.
  25. Molina-Azorin, J.F.; López-Gamero, M.D.; Tari, J.J.; Pereira-Moliner, J.; Pertusa-Ortega, E.M. Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review. Adm. Sci. 2021, 11, 48.
  26. Tumová, D. Social Policy of University Based on Decision Making on Academic Staff Motivation. In Proceedings of the 12th International Scientific Conference on Reproduction of Human Capital—Mutual Links and Connections (RELIK), Prague, Czech Republic, 7–8 November 2019; pp. 442–452. Available online: https://relik.vse.cz/2019/download/pdf/252-Tumova-Dominika-paper.pdf (accessed on 14 June 2022).
  27. Fontana, S.; Coluccia, D.; Solimene, S. VAIC as a Tool for Measuring Intangibles Value in Voluntary Multi-Stakeholder Disclosure. J. Knowl. Econ. 2019, 10, 1679–1699.
  28. Sequeira, G. 5 Learning & Development Metrics That Actually Matter to the C-Suite. 2017. Available online: http://www.hci.org/blog/5-learning-development-metrics-actually-matter-c-suite (accessed on 20 March 2020).
  29. Mustafin, A.; Ignateva, O.A. Formation of the human capital assessment quality model at the present stage of development of innovative economy. Acad. Strateg. Manag. J. 2016, 15, 71–75. Available online: https://www.researchgate.net/publication/311802127_Formation_of_the_human_capital_assessment_quality_model_at_the_present_stage_of_development_of_innovative_economy (accessed on 15 February 2023).
  30. Armstrong, M.; Taylor, S. Armstrong’s Handbook of Human Resource Management Practice; Kogan Page Publishers: London, UK, 2014; ISBN 978-0-7494-9828-3.
  31. Ingham, J. Strategic Human Capital Management; Elsevier: London, UK, 2007.
  32. Yarovaya, L.; Mirza, N.; Abaidi, J.; Hasnaoui, A. Human capital efficiency and equity funds’ performance during the COVID-19 pandemic. Int. Rev. Econ. Financ. 2021, 71, 584–591.
  33. Boon, C.; Eckardt, R.; Lepak, D.P.; Boselie, P. Integrating strategic human capital and strategic human resource management. Int. J. Hum. Resour. Manag. 2018, 29, 34–67.
  34. Halder, N. Investing in human capital: Exploring causes, consequences and solutions to nurses’ dissatisfaction. J. Res. Nurs. 2018, 23, 659–675.
  35. Blackman, D.; O’Donnell, M.; Teo, S. Human Capital Management Research: Influencing Practice and Process; IAP: Charlotte, NC, USA, 2016.
  36. Maltseva, D.; Aleinikov, A.; Safonova, O. Human capital management in the digital economy. Compet. Dev. Socio-Econ. Syst. 2021, 105, 963–972.
  37. Qu, L. Research on Flexible Management of Human Resources under the Background of Wireless Communication and Internet of Things. Wirel. Commun. Mob. Comput. 2022, 2022, 6596009.
  38. Osipov, V.S.; Yankovskaya, W.; Zakharov, M.Y.; Vorozheykina, T.M. Quality of human capital of developing countries: Measuring and management. Int. J. Qual. Res. 2022, 16, 461–480.
  39. Koziol, W.; Mikos, A. The measurement of human capital as an alternative method of job evaluation for purposes of remuneration. Central Eur. J. Oper. Res. 2020, 28, 589–599.
  40. Stopka, O.; Stopková, M.; Ľupták, V. Proposal of the inventory management automatic identification system in the manufacturing enterprise applying the multi-criteria analysis methods. Open Eng. 2019, 9, 397–403.
  41. Kvet, M.; Toth, S.; Kršák, E. Concept of temporal data retrieval: Undefined value management. Concurr. Comput. -Pract. Exp. 2020, 32, e5399.
  42. Slottje, D. Human Capital Measurement: Theory and Practice. J. Econ. Surv. 2010, 24, 201–205.
  43. Ližbetinová, L.; Nedeliaková, E.; Sousek, R. Keeping Talents in the Transport and Logistics Enterprises: Case Study from the Czech Republic. Acta Polytech. Polytech. Hung. 2020, 17, 199–219.
  44. Bosi, S.; Lloyd-Braga, T.; Nishimura, K. Externalities of human capital. Math. Soc. Sci. 2021, 112, 145–158.
  45. Dietz, D.; Zwick, T. The retention effect of training: Portability, visibility, and credibility. Int. J. Hum. Resour. Manag. 2022, 33, 710–741.
  46. Hitka, M.; Kozubíková, L.; Potkany, M. Education and Gender-Based Differences in Employee Motivation. J. Bus. Econ. Manag. 2018, 19, 80–95.
  47. Stacho, Z.; Stachová, K.; Papula, J.; Papulová, Z.; Kohnová, L. Effective communication in organisations increases their competitiveness. Pol. J. Manag. Stud. 2019, 19, 391–403.
  48. Zafar, M.W.; Zaidi, S.A.H.; Khan, N.R.; Mirza, F.M.; Hou, F.; Kirmani, S.A.A. The impact of natural resources, human capital, and foreign direct investment on the ecological footprint: The case of the United States. Resour. Policy 2019, 63, 101428.
  49. Klučka, J. Business performance management in small and medium enterprises. In New Trends in Process Control and production management—Production Management—Proceedings MTS; Štofová, L., Szaryszová, P., Eds.; Taylor and Francis Group: Boca Raton, FL, USA, 2017; pp. 259–262.
  50. Lu, J.; Ren, L.; Zhang, C.; Quiao, J.; Kováčková, M.; Streimikis, J. Assessment of Corporate Social Responsibility and its Impacts on Corporate Reputation of Companies in Selected Balkan Countries Former Yugoslavia States. Technol. Econ. Dev. Econ. 2020, 26, 504–524.
  51. Gandrita, A.; Rosado, D.P. The Effect of Incorporating a Human Capital’s Analysis into strategic planning. J. Rev. Glob. Econ. 2019, 8, 206–225. Available online: https://pdfs.semanticscholar.org/fd89/329562d6337f425c5e9300d15a50ad3ac641.pdf (accessed on 30 November 2022).
  52. Gejdoš, M.; Vlčková, M. Analysis of Work Accidents in Timber Transport in Slovakia. In Proceedings of the 18th International Scientific Conference-Logi 2017, MATEC Web of Conferences, České Budějovice, Czech Republic, 2–3 November 2017; Volume 134, p. 00014.
  53. Gejdoš, M.; Vlčková, M.; Allmanová, Z.; Balážová, Z. Trends in Workplace Injuries in Slovak Forest Enterprises. Int. J. Environ. Res. Public Health 2019, 16, 141.
  54. Phusavat, K.; Comepa, N.; Sitko-Lutek, A.; Ooi, K.B. Interrelationships between intellectual capital and performance Empirical examination. Ind. Manag. Data Syst. 2011, 111, 810–829.
  55. Vetráková, M.; Hitka, M.; Potkany, M. Corporate Sustainability in the Process of Employee Recruitment through Social Networks in Conditions of Slovak Small and Medium Enterprises. Sustainability 2018, 10, 1670.
  56. Babaei, S.A.B.; Jassabi, A.J. Technical note: Modified simple average internal rate of return. Eng. Econ. 2022, 67, 157–169.
  57. Bartošová, V.; Chodasová, Z. Manažment rizika podnikania v čase finančnej krízy v podnikoch na Slovensku. Manažment a EkOnomika 2012, 4, 3–15. Available online: http://www.maneko.sk/casopis/pdf/1_2012.pdf (accessed on 30 November 2022).
  58. Aboobaker, N.; Renjini, D. Human capital and entrepreneurial intentions: Do entrepreneurship education and training provided by universities add value? Horizon 2020, 28, 73–83.
  59. Ďurišová, M.; Kušnírová, D.; Malichová, E. Value Management Principles’ Extension for Suppliers, as Major Company’s Stakeholder. In Proceedings of the 6th Basiq International Conference: New Trends in Sustainable Business and Consumption, Messina, Italy, 4–6 June 2020; pp. 81–87. Available online: https://www.researchgate.net/publication/354116459_VALUE_MANAGEMENT_PRINCIPLES’_EXTENSION_FOR_SUPPLIERS_AS_MAJOR_COMPANY’S_STAKEHOLDER (accessed on 30 November 2022).
  60. Fareri, S.; Fantoni, G.; Chiarello, F.; Coli, E.; Binda, A. Estimating Industry 4.0 impact on job profiles and skills using text mining. Comput. Ind. 2020, 118, 103222.
  61. Lorincová, S.; Hitka, M.; Štarchoň, P.; Stachová, K. Strategic Instrument for Sustainability of Human Resource Management in Small and Medium-Sized Enterprises Using Management Data. Sustainability 2018, 10, 3687.
  62. Lorincová, S.; Miklošík, A.; Hitka, M. The Role of Corporate Culture In: Economic Development of Small and Medium-Sized Enterprises. Technol. Econ. Dev. Econ. 2021, 28, 220–238.
  63. Pirozzi, M.G.; Ferulano, G.P. Intellectual capital and performance measurement in healthcare organizations an integrated new model. J. Intellect. Cap. 2016, 17, 320–350.
  64. Mharapara, T.L.; Cooper-Thomas, H.D.; Stadler, M.; Hutchison, A. Comparing models of follower outcomes: Destructive and constructive leader behavior. Leadersh. Organ. Dev. J. 2022, 43, 1140–1155.
  65. Chen, J.; Zhu, Z.; Xie, H.Y. Measuring intellectual capital: A new model and empirical study. J. Intellect. Cap. 2004, 5, 195–212.
  66. Omotunde, O.I.; Alegbeleye, G.O. Talent management practices and job performance of librarians in university libraries in Nigeria. J. Acad. Libr. 2021, 47, 102319.
  67. Chowdhury, L.A.M.; Rana, T.; Azim, M.I. Intellectual capital efficiency and organisational performance in: The context of the pharmaceutical industry in Bangladesh. J. Intellect. Cap. 2019, 20, 784–806.
  68. Manuti, A. Why Human Capital Is Important for Organizations; Palgrave MacMillan: London, UK, 2014.
  69. Addico, N.L.; Amewu, G.; Owusu-Ansah, A. The use of investment decision techniques and tools in practice in a frontier market: Evidence from Ghana. Manag. Decis. Econ. 2022, 43, 1748–1763.
  70. Zaitseva, E.; Levashenko, V.; Rabcan, J.; Kršák, E. Application of the Structure Function in the Evaluation of the Human Factor in Healthcare. Symmetry 2020, 12, 93.
  71. Nosratabadi, S.; Bahrami, P.; Motaghi, H.; Yusof, M.; Kharuddin, A.F. How Do Human Capital Empowerments Constitute the Organizational Performance? Sustain. Financ. Digit. Role Technol. ICBT 2021, 487, 467–481.
  72. Hermawan, S.; Hariyanto, W.; Biduri, S. Intellectual Capital, Business Performance, and Competitive Advantage: An Empirical study for the Pharmaceutical Companies. Qual. -Access Success 2020, 21, 103–106.
  73. Bhattacharjee, S.; Akter, R. Intellectual capital efficiency and firm performance: Evidence from an emerging knowledge-economy. Int. J. Learn. Intellect. Cap. 2022, 19, 30–52.
  74. Lekic, N.; Caric, M.; Solesa, D.; Tankosic, J.V.; Rajakovic-Mijailovic, J.; Bogetic, S.; Vucicevic, M. Employees’ Perceptions on the Relationship of Intellectual Capital and Business Performance of ICT Companies. Sustainability 2022, 14, 275.
  75. Barak, M.; Sharma, R.K. Investigating the Impact of Intellectual Capital on the Sustainable Financial Performance of Private Sector Banks in India. Sustainability 2023, 15, 1451.
More
© Text is available under the terms and conditions of the Creative Commons Attribution (CC BY) license; additional terms may apply. By using this site, you agree to the Terms and Conditions and Privacy Policy.
Upload a video for this entry
Information
Subjects: Business, Finance; Economics; Management
Contributors MDPI registered users' name will be linked to their SciProfiles pages. To register with us, please refer to https://encyclopedia.pub/register :
Alžbeta Kucharčíková
,
Martin Mičiak
,
Emese Tokarčíková
,
Nikola Štaffenová
View Times: 82
Revisions: 3 times (View History)
Update Date: 25 Jan 2024
Table of Contents
    1000/1000
    Hot Most Recent
    Feedback