The Relationships between Human Capital Architecture and Organizational Performance
| Autor: | Kuo-Jung Chang, 張國榮 |
|---|---|
| Rok vydání: | 2005 |
| Druh dokumentu: | 學位論文 ; thesis |
| Popis: | 93 Researches for human capital and organizational performance are often discussing the relationship between business employees and their effect to organizational performance. However, Lepak and Snell suggest that not all employees provide equal value to firms. Companies usually establish different employment mode according to the expected contribution provided by their employee. Thus, it is necessary to clarify the relationship between human capital and organizational performance. On the other hand, due to the limitation of accounting database, researches usually take “salary expenses” as the only proxy of human capital. However, businesses investments in human capital include expenditures such as recruiting, training, maintaining, and rewarding. The discussing of human capital will not be extensive unless the proxy number of human capital can be increased. In order to extend the content of human capital and to study the relationship between human capital and organizational performance. This paper visited a company, use it as the target case, followed the concept of human capital architecture (developed by Lepak and Snell) and the classified human capital expenditure (developed by Flamholtz). Then we divided target employees into two groups according to their “human capital value”. The result suggests that in the target company, the performance of “high human capital value” employees is significant different from the performance of “low human capital value” employees. Companies should observe the characteristic of their employees and use different employment mode to optimize business resource, then gain organizational performance. |
| Databáze: | Networked Digital Library of Theses & Dissertations |
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