Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

Hitka, Miloš; Kucharčíková, Alžběta; Štarchoň, Peter; Balážová, Žaneta; Lukáč, Michal; Stacho, Zdenko

doi:10.3390/su11184985

Cited by 53 publications

(37 citation statements)

References 86 publications

(87 reference statements)

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“…To respect the age of employees is important as the source of the creation of competitive advantage. People and their knowledge are an important organisational resource that has to be natured by organisational management which is confirmed by [72,73]. The employment of experienced age 50+ employees and their collaboration with younger talented people should be viewed as a strategic human resource management action as it is as an opportunity to use human potential to improve organisation's performance effectively.…”

Section: Results Of the Quantitative Researchmentioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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Section: Results Of the Quantitative Researchmentioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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“…Si una empresa ha convertido la sostenibilidad en un componente central de su estrategia corporativa, entonces es esencial tomar este enfoque en una estrategia correspondiente al trabajo del personal y la gestión del conocimiento (Hitka et al, 2019).…”

Section: Sostenibilidad Capital Humano Y Gestión Corporativa ¿Una Runclassified

Capital humano: Actor central para la sostenibilidad organizacional

Vergara-Romero

Márquez‐Sánchez

Sorhegui-Ortega

et al. 2021

RVG

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La finalidad del artículo es examinar la teoría del capital humano y la sostenibilidad, siendo la primera el actor central de la segunda, observando una relación de apoyo de manera efectiva a la dirección estratégica del desarrollo de las empresas. La metodología se fundamenta en el análisis de artículos de investigación de base de datos indexadas de alto impacto como Scopus y Web of Science, estructurando una reflexión del trabajo conceptual de sostenibilidad en las teorías de administración y gestión, con un enfoque en la elucidación a través de la comparación relacional. Se destaca en los resultados que más allá del análisis de las competencias específicas de los colaboradores, es necesario desarrollar una comprensión integral de la sostenibilidad. Por lo que se requiere una estrecha cooperación entre los colaboradores, la gestión formativa y la gerencia de todas las áreas y funciones de la empresa. Las empresas para alcanzar la sostenibilidad dependen absolutamente del apoyo de sus colaboradores. Los diferentes niveles directivos y los planes formativos que se desarrollen en las empresas son claves en el desarrollo e implementación de una estrategia de sostenibilidad.

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“…Under the influence of digitization, changes occur in both groups in a wide range of characteristics (Kucharčíková et al, 2018). Motivation of employees to change demanding assignments, because most of them prefer stability, and not everyone needs new knowledge and the desire to improve (Ližbetinová et al 2018, Hitka et al, 2019. It is necessary to create a new human resource management mechanism that will allow us to realize the success of the digital economy and motivate our subjects to change aimed at the successful operation of enterprises in the new age of digital information.…”

Section: Human Resources and Industry 40mentioning

confidence: 99%

Czech Transport and Logistics Companies Need a Sophisticated Approach to Employee Motivation

Ližbětinová¹,

Balková²,

Voláková³

et al. 2020

Perner's Contacts

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The situation on the labour market in the field of transport and logistics is strongly undersized by offering the necessary quality human resources. Acquiring and maintaining these resources creates one of the main prerequisites for the competitiveness of companies. Knowing their preferences can help not only solve the problem of gaining, retaining quality employees, but also more efficiently spend funds in this area. The aim of the article is to determine the motivational preferences of employees in the field of transport and logistics and to identify the main areas that are least fulfilled by their employers.. The article is based on the results of a questionnaire survey on a sample of 2363 respondents. Data are processed using basic descriptive statistics and Student's T-test. The results provide an overview of the employees’ preferences of transport and logistics companies and problem areas in terms of satisfaction. In addition to enriching the knowledge base for the next stage of the issue, the conclusions provide companies in the field of transport and logistics with the opportunity to take a more sophisticated approach to motivating their employees and also to help acquire new ones.

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Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

Cited by 53 publications

References 86 publications

Impact of Age Management on Sustainability in Czech Organisations

Impact of Age Management on Sustainability in Czech Organisations

Capital humano: Actor central para la sostenibilidad organizacional

Czech Transport and Logistics Companies Need a Sophisticated Approach to Employee Motivation

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