nep-hrm New Economics Papers
on Human Capital and Human Resource Management
Issue of 2020‒04‒20
three papers chosen by
Patrick Kampkötter
Eberhard Karls Universität Tübingen

  1. The Incubator of Human Capital: The NBER and the Rise of the Human Capital Paradigm By Claudia Goldin; Lawrence F. Katz
  2. Effective Human Resources Practice and Employee Engagement: The Mediating Roles of Organizational Support By Romat Saragih
  3. Identifying Leadership Skills Required in the Digital Age By Milan Frederik Klus; Julia Müller

  1. By: Claudia Goldin; Lawrence F. Katz
    Abstract: The human capital construct is deep in the bones of economics and finds reference by many classical economists, even if they did not use the phrase. The term “human capital,” seldom mentioned in economics before the 1950s, increased starting in the 1960s and blossomed in the 1990s. The upsurge in NBER publications was even greater. Using EconLit codes from 1990 to 2019, the use of human capital among NBER books increased from 5% to 25%, whereas all economics books changed from 3% to 6%. For NBER working papers, 3% referenced human capital around 1990, but 10% have more recently. The figures for all economics articles are 4% and 6%. The NBER played an outsized role in the rise of the concept of human capital mainly because of the emphasis on empiricism at the NBER. We explore how the NBER was an incubator of human capital research and the ways human capital theory brought the NBER into the modern era of economics.
    JEL: B0 J24
    Date: 2020–03
  2. By: Romat Saragih (School of Communication & Business, Telkom University, Jl Telekomunikasi, 40257, Indonesia Author-2-Name: Arif Partono Prasetio Author-2-Workplace-Name: School of Communication & Business, Telkom University, Jl Telekomunikasi, 40257, Indonesia Author-3-Name: Author-3-Workplace-Name: Author-4-Name: Author-4-Workplace-Name: Author-5-Name: Author-5-Workplace-Name: Author-6-Name: Author-6-Workplace-Name: Author-7-Name: Author-7-Workplace-Name: Author-8-Name: Author-8-Workplace-Name:)
    Abstract: Objective - Telecommunication companies need their people to engage in their activities to achieve organizational goals. So, employee engagement became a crucial aspect of a company that struggles to win the competition. Some literature shows that human resource practice affects employee engagement. The present study examines the impact of perceived organizational support as a mediator on the relationship. Methodology/Technique - Data were collected from a branch office of the biggest telecommunication company in Bandung during May 2019. The questionnaires were distributed through the human resources department for four weeks. We analyze 112 valid responses by using SPSS and Macro Process. Findings - By conducting regression with bootstrapping we found that perceived organizational support mediates the relationship between effective human resources practice and employee engagement. The result suggests that a telecommunication company should practice good human resources practice including proper recruitment, training & development, reward, career advancement, and employee relation so that the employees can perceive its support and increase their engagement. Novelty – This finding provides the implication that good management of human resources practice and perceived organizational support can increase employee engagement. Type of Paper - Empirical
    JEL: M12 M19
    Date: 2020–03–30
  3. By: Milan Frederik Klus; Julia Müller
    Abstract: How should executives lead organisations and their employees in an increasingly digitalized business environment and what skills are needed to succeed? Although the evolution of digital technologies considerably changes working environments in organisations and creates new challenges for executives, only little research has been conducted on how these challenges and technology-driven changes are associated with requirements for the skill set needed by executives. In this paper, we bridge that gap by applying a three-stage research design. First, we develop a conceptual framework in which we categorise leadership skills included in the existing literature and associate them with tasks, management level, and leadership experience. To identify skills that are particularly relevant in the context of digitalisation, we conduct semi-structured interviews with executives and systematically investigate job advertisements for management positions. By triangulating the findings, we contribute new insights to the leadership literature and derive practical implications.
    Keywords: conceptual framework, digitalization, explorative study, leadership skills
    JEL: M12 M15 M51 M54 O32 O33
    Date: 2020

This nep-hrm issue is ©2020 by Patrick Kampkötter. It is provided as is without any express or implied warranty. It may be freely redistributed in whole or in part for any purpose. If distributed in part, please include this notice.
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