The Emergence of Risk and Return on Human Capital Development

Mara, Cashandra

doi:10.5772/intechopen.96363

Cited by 3 publications

(8 citation statements)

References 22 publications

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“…Only one participant explicitly indicated that they neither use Kirkpatrick's model nor Phillips' return on investment. This finding is supported by Mara (2020), who found that managers are not aware of such models. Roberts (2017) argued that the measurement of ROI for HCD programmes can be conducted using a variety of methods, and organisations that invest in professional development are likely to reap the benefits of having employees with enormous morale.…”

Section: Discussionmentioning

confidence: 58%

“…Various organisations have used human resource development (HRD) interchangeably with terms such as education, training and development; employee training; and/or learning and development, among others in the literature (Meyer et al, 2016). Furthermore, Mara (2020) indicated that HCD is the term used to refer to training and development in organisations. Human capital development is the main terminology used in this study.…”

Section: Introductionmentioning

confidence: 99%

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Human capital development as a line manager responsibility in the South African education sector

Gumede

Govender²

2022

SA Journal of Human Resource Management

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Orientation: Human capital development (HCD) initiatives are crucial in the education sector to improve the delivery of quality education. At the centre of quality teaching and learning are educators and lecturers who are competent and well-equipped to adapt to the changing environment.Research purpose: To explore whether HCD was the key responsibility of line managers in the South African (SA) education sector.Motivation of the study: Line managers are expected to continuously develop the competencies of educators and lecturers by implementing HCD interventions. There is limited empirical evidence that explored HCD responsibilities performed by line managers in the SA education sector.Research approach/design and method: This study adopted a qualitative research method underpinned by the interpretivist paradigm. Semistructured interviews were conducted with n = 12 purposively selected participants. The data collected were analysed using thematic analysis.Main findings: The findings of this article indicated that line managers are responsible for identifying training gaps, implementing HCD interventions and monitoring performance. The study also found that support from key stakeholders is imperative for line managers to effectively implement HCD activities. Furthermore, the study revealed that line managers do not utilise evaluation models to determine the effectiveness of HCD interventions.Practical/managerial implications: The study proposed reciprocal support for HCD stakeholders’ model that can assist policymakers, line managers and HCD professionals within the education sector. The model provides for the division and allocation of HCD tasks.Contributions/value-add: This study contributes to the body of knowledge in HCD within the SA education sector. In the practical context, this article proposed a reciprocal support for HCD stakeholders’ model to improve the effectiveness of HCD initiatives implemented by line managers.

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Section: Discussionmentioning

confidence: 58%

Section: Introductionmentioning

confidence: 99%

Human capital development as a line manager responsibility in the South African education sector

Gumede

Govender²

2022

SA Journal of Human Resource Management

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“…Jack Phillips proposed the measurement of ROI, which was adopted from Kirkpatrick's four levels of evaluation and added a fifth level (Weninger, 2020). The levels in Phillips' evaluation model comprise reaction and planned action/perceived value, learning, job application and implementation, business results/impact, and finally ROI (Jasson & Govender, 2017;Mara, 2021;Sahoo & Mishra, 2017). The reaction level evaluates the satisfaction of trainees (Jasson & Govender, 2017).…”

Section: Return On Investment (Roi)mentioning

confidence: 99%

Exploring barriers to measuring ROI for training and development interventions

Shibiti,

Mulaudzi

2024

IJRBS

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The objective of this article is to investigate obstacles that hinder the assessment of return on investment (ROI) for academic staff development initiatives in public universities in South Africa. The primary objective of this study is to address the following research inquiry: What are the obstacles hindering the assessment of return on investment (ROI) for training and development interventions offered to academics within the higher education landscape of South Africa? The study employed a qualitative research methodology, which was based on an interpretive philosophical standpoint. The researchers employed purposive sampling to carefully select a total of fourteen participants who were selected to represent a range of cases or institutions. These included six universities and government institutions, namely the Department of Higher Education and Training (DHET), the Department of Science and Innovation (DSI), and the Education, Training, and Development Practices Sector Education and Training Authority (ETDPSETA). The interview data was subjected to thematic analysis using ATLAS.ti. The factors that hinder the measurement of ROI include the intricacy of the process, insufficient capacity, time lag between training and improved performance, lack of motivation, financial limitations, absence of processes, fragmentation of training and development interventions, interventions producing non-financial advantages, and insufficient data. The study enhanced the existing information on human resource development and practice by identifying the obstacles to measuring return on investment (ROI). Additionally, it offered practical advice and suggestions for future research.

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“…Furthermore, many managers and professionals including Human Resource (HR), HCD, and L&D managers are uncertain regarding the provision of solutions or remedies when HCD risks arise (Okpata et al, 2021). Business directors, managers, professionals, employees, and trainees may be unaware of the value in measuring and managing HCD ROI, risk, and remedies, especially in terms of its contribution to business strategies and objectives (Mara, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Capacity and knowledge factors often constrain decision-making, especially in determining the impact of HCD on business performance (Jasson & Govender, 2017) and developing human capital results in a country's socio-economic prosperity via industrial activities. Creating human resources into human capital is a strategic management tactic and it plays a vital role in promoting innovation, enhancing capability, and promoting employee productivity (Mara, 2020;Cinnirella & Streb, 2017). Twenty-first century, 4IR aligned organizations have institutionalized HCD strategies.…”

Section: Introductionmentioning

confidence: 99%

Measuring Human Capital Development (HCD) Return on Investment (ROI), Risk, and Knowledge Gaps across selected Occupations in South Africa

Govender

Adegbite

2023

JMR

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of Human Capital Development (HCD) as compared to their overall business performance and profitability. The HCD measurement challenge may be attributed to the knowledge gap on HCD measurement among employees and managers. A quantitative survey (n = 210) measured and compared management and employee knowledge on HCD Return on Investment (ROI), HCD risks, and HCD risk solutions in South Africa. Respondents ranged across occupational categories from various organizations. The findings indicated an awareness of HCD ROI measurement, risk, and risk remedies. However, there were deviations in that knowledge across occupational categories. General managers and entrepreneurs have better knowledge of HCD ROI measurement, risk identification, and risk remedies as compared to other occupations. HR, financial, hospitality, and learning and development professionals showed the lowest mean scores. The current study contributed to measure HCD ROI, risk, and occupational HCD knowledge gaps. The practical implication and contribution of the study was that managers and employees were made aware of the significance of measuring HCD ROI, risk, and remedies across all occupations. Moreover, further research is recommended to expand the research instrument and measure HCD knowledge across occupations in other countries in Africa and across the globe.

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The Emergence of Risk and Return on Human Capital Development

Cited by 3 publications

References 22 publications

Human capital development as a line manager responsibility in the South African education sector

Human capital development as a line manager responsibility in the South African education sector

Exploring barriers to measuring ROI for training and development interventions

Measuring Human Capital Development (HCD) Return on Investment (ROI), Risk, and Knowledge Gaps across selected Occupations in South Africa

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