Human capital management and business performance -Final.pdf

Human capital management and business performance...

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Seng Viteysatya | CSU Intake 24 | HRM502-Assignment 2 Page 1 of 16 CHARLES STURT UNIVERSITY MASTER OF COMMERCE (GENERAL MANAGEMENT) PROGRAM, INTAKE24 HRM502: HUMAN RESOURCE MANAGEMENT ASSINGMENT 2 Due Date : 04 September 2017 Length : 3,000 words Value : 30% Facilitator : Brendan Ho Student : Seng Viteysatya HBR’s Maximizing Your Return on People (March, 2007) You are required to conduct a survey on your organization with the “HCM Survey” tool on page 7 & 8 of the article – “Maximizing Your Return on People”, Harvard Business Review (March, 2007) and discuss how to improve the business performance of your organization.
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Seng Viteysatya | CSU Intake 24 | HRM502-Assignment 2 Page 2 of 16 EXECUTIVE SUMMARY ................................................................................................................... 3 I. INTRODUCTION ........................................................................................................................... 4 II. HUMAN CAPITAL MANAGEMENT MEASUREMENT .............................................. 8 III. RESULTS & DISCUSSION ................................................................................................... 12 IV. RECOMMENDATION ........................................................................................................... 13 V. CONCLUSION .......................................................................................................................... 14 BIBLIOGRAPHY ................................................................................................................................. 15 FIGURE 1- CONCEPTUAL FRAMEWORK .............................................................................................................. 7 TABLE 1- HCM SURVEY RESULTS OF AN ORGANIZATION IN CAMBODIA ............................................... 11 TABLE 2- ANALYSIS TABLE OF HCM STRENGTHS AND WEAKNESSES ..................................................... 13
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Seng Viteysatya | CSU Intake 24 | HRM502-Assignment 2 Page 3 of 16 Executive summary This study discuss of the influences of human capital management (HCM) on organizational performance. Literature reviews on some variables like human capital, human capital management, and organizational performance are also provided in this discussion. This study adopted the HCM survey methodology developed by Bassi et al. (2007) to one organization in Cambodia. The results of survey are analyzed to find strengths and weaknesses of HCM practices in the organization. Recommendation to improve HCM practices are provided after analysis. Finally, this study concludes the important of the HCM and it influences on organizational performances.
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Seng Viteysatya | CSU Intake 24 | HRM502-Assignment 2 Page 4 of 16 I. Introduction The question of what human capital has arisen extensively. People have started to wonder about its meaning and practices and that is why the term “human capital” was defined by many researchers. According to Armstrong (2014) , human capital comprises the knowledge, skills and abilities of the employees in an organization. Schultz (1961) created this term and his concept was developed in 1981as follows: ‘Consider all human abilities to be either innate or acquired. Attributes… which are valuable and can be augmented by appropriate investment will be human capital.’ Bontis et al (1999) also put forward this term in more details as follows: ‘Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that gives the organization its distinctive character. The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization.’ Scarborough and Elias (2002) believe that: ‘The concept of human capital is most usefully viewed as a bridging concept – that is, it defines the link between HR practices and business performance in terms of assets rather than business processes.’
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