nep-hrm New Economics Papers
on Human Capital and Human Resource Management
Issue of 2019‒01‒07
six papers chosen by
Patrick Kampkötter
Eberhard Karls Universität Tübingen

  1. Are Professors Worth It? The Value-Added and Costs of Tutorial Instructors By Jan Feld; Nicolás Salamanca; Ulf Zölitz
  2. The Peculiar Features of Human Resourse Management in Agile Ccompanies By Zavyalova, E.; Lisovskaia, A.; Alsufyev, A.; Dominiak, V.; Zamulin, A.; Sokolov, D.
  3. The Gender Pay Gap in Academia: Evidence from The Ohio State University By Chen, Joyce J.; Crown, Daniel
  4. Talent Management in Asia-Pacific Region: How Not to Lose Global Competition for Talents By Veselova, A.; Latukha, M.; Veselova, L.
  5. Incentivizing the Dynamic Workforce: Learning Contracts in the Gig-Economy By Alon Cohen; Moran Koren; Argyrios Deligkas
  6. Knowledge management strategies, HRM practices and intellectual capital in knowledge-intensive firms By Sokolov, D.; Zavyalova, E.

  1. By: Jan Feld; Nicolás Salamanca; Ulf Zölitz
    Abstract: A substantial share of university instruction happens in tutorial sessions—small group instruction given parallel to lectures. In this paper, we study whether instructors with a higher academic rank teach tutorials more effectively in a setting where students are randomly assigned to tutorial groups. We find this to be largely not the case. Academic rank is unrelated to students’ current and future performance and only weakly positively related to students’ course evaluations. Building on these results, we discuss different staffing scenarios that show that universities can substantially reduce costs by increasingly relying on lower-ranked instructors for tutorial teaching.
    Keywords: student instructors, university, teacher value-added
    JEL: I21 I24 J24
    Date: 2018
  2. By: Zavyalova, E.; Lisovskaia, A.; Alsufyev, A.; Dominiak, V.; Zamulin, A.; Sokolov, D.
    Abstract: Agile philosophy describes a set of values and principles that are based on collaborative effort of self-organizing cross-functional teams. Nowadays agile approach is widely used and it requires the introduction of methods that are different from traditional management and traditional human resource practices. However, the questions how modern companies utilize HRM practices in order to address challenges of agile philosophy are not fully answered.
    Keywords: agile, human resource management, agile-hr,
    Date: 2018
  3. By: Chen, Joyce J.; Crown, Daniel
    Abstract: We utilize human resources data from The Ohio State University to assess the gender wage gap. We find a persistent gap of 11% among regular, tenure-track faculty, after accounting for fiscal year, ethnicity, clinical appointments, experience, and department. While the presence of a statistically significant gender wage gap is robust, the magnitude of the gap varies substantially depending on how the sample of interest is defined. In assessing gender wage gaps, researchers and universities must be attentive to issues of attrition and classification. Transparency about how estimates are affected by sample exclusions and variable definitions will yield insight into possible sources of gender bias.
    Keywords: Institutional and Behavioral Economics, Labor and Human Capital
    Date: 2018–12–20
  4. By: Veselova, A.; Latukha, M.; Veselova, L.
    Abstract: The paper discusses talent management practices in companies from three most influential Asia Pacific economies: China, India and Korea. Being parts of the Asian-Pacific region, these countries are much devised in terms of economic growth and cultural background. We elaborate country-specific talent management practices and discuss regional trends as background for effective management of talent. Chinese and Indian talent management practices are similarly focused on financial incentives, training and development, as well as, performance management and fast-track promotion. In China and India the use of workplace-based voluntary benefits to incentivize employees is found to be especially efficient. In contrast to Indian and Korean companies, Chinese companies are still more attentive to employees’ living conditions and their social life. While Korean companies are less mindful about financial appraisal of their employees, but have a stronger focus on comfort internal environment associated with harmony and trust.
    Keywords: Asia, China, emerging markets, India, Korea, talent management,
    Date: 2018
  5. By: Alon Cohen; Moran Koren; Argyrios Deligkas
    Abstract: In principal-agent models, a principal offers a contract to an agent to perform a certain task. The agent exerts a level of effort that maximizes her utility. The principal is oblivious to the agent's chosen level of effort, and conditions her wage only on possible outcomes. In this work, we consider a model in which the principal is unaware of the agent's utility and action space. She sequentially offers contracts to identical agents, and observes the resulting outcomes. We present an algorithm for learning the optimal contract under mild assumptions. We bound the number of samples needed for the principal obtain a contract that is within $\epsilon$ of her optimal net profit for every $\epsilon>0$.
    Date: 2018–11
  6. By: Sokolov, D.; Zavyalova, E.
    Abstract: In this paper, we examine the moderating role of knowledge management strategies of codification and personalization in "HRM – intellectual capital – firm performance" relationship. A survey data from 209 knowledge-intensive companies from Russia demonstrated that knowledge management strategy significantly alters the relationship between company’s HRM practices, intellectual capital and performance. In particular, we found that the more company is oriented towards codification knowledge management strategy, the stronger the positive HRM-performance relationship and the stronger the mediating effect of intellectual capital. However, analyzing decomposed variables of HRM (ability-enhancing, motivation-enhancing and opportunity enhancing) and specific intellectual capital resources (human, social and structural capitals), we found little support to the moderating role of knowledge management strategies in proposed relationships. The paper provides a valuable contribution strategic HRM literature and knowledge-based theory of the firm.
    Keywords: human resource management, knowledge management strategies, intellectual capital, HRM practices, knowledge-intensive firms, Russia,
    Date: 2018

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