专用性人力资本与企业薪酬制度设计

企业在设计薪酬制度时只有重视专用性人力资本的专用性、异质性、风险性,才能激励管理层人力资本与技术层人力资本充分发挥作用本文立足于经济学、管理学、社会学,首先对专用性人力资本进行了定义,其次分析了现存企业薪酬制度的弊端,然后介绍了基于专用性人力资本的薪酬制度,最后对企业薪酬制度设计提供了一些建议。     

企业报酬机制与人力资本投资

由于企业与员工双方都以自己的收益最大化为目标函数,所以当企业采取对产出按比例分成的报酬机制时,会导致双边道德风险,从而使员工实际的人力资本投资力度和工作努力程度以及企业的实际相关投入力度都低于整个社会福利最大化时的力度.如果企业能够采取另外一种报酬机制,使员工拥有完全剩余索取权,就能够使企业与员工都选择社会福利最大化时人力资本投资力度和工作努力程度以及相关投入力度.     

个体职业生涯管理对专用性人力资本的影响研究

本文基于人力资本理论,探讨中国情境下的员工职业生涯管理对专用性人力资本的作用机制。以202名知识型员工为研究对象,运用结构方程模型的方法进行实证分析。研究结果显示,员工职业生涯发展影响人力资本专用性水平,在个体职业生涯管理的三个维度中,职业探索、职业目标和职业策略对员工专用性人力资本有显著的正向影响。     

经理管理防御动因、策略及其经济后果——基于人力资本专用性和专有性的分析

本文从经理人力资本专用性和专有性角度对管理防御动因及其策略进行了探究,并通过建立数理模型进一步分析了管理防御的经济后果。分析表明,专属性投资等管理防御策略的采取,是经理实现其人力资本专有性的具体过程,这将导致公司产生过度投资。     

企业进入权、组织控制与跨国公司专用性投资激励

论文从国际生产组织控制视角,将Rajan和Zingales^[1]进入权思想融入国际生产与贸易模型中,研究跨国公司专用性投资激励问题。研究发现,在进入权的机会控制和数量调整机制作用下,跨国公司通过限制进入、替代竞争来激发当地供应商做出事前定制投资、分摊投资和事后最优专用性投资,确保获取合意投入品和预期最大化利润。当前,政府要引导外向企业致力于微观企业主体的制度建设和组织能力培养,构建起中国国际生产网络及其组织机制,为推进对外直接投资和企业国际化经营提供微观保障。     

浅析企业人力资本投资风险

现代企业中,人力资本投资已成为企业生存发展的一项重要投资。随着人力资本在企业中的地位日益突出,支出比重的日益增大,人力资本投资的风险也得到了越来越多的关注和研究,本文通过对企业人力资本投资风险的成因及规避方法的分析,希望可以帮助企业管理人员提高风险意识,正确认识人力资本投资风险,从而更好地对其进行管理。     

中小企业人力资本激励问题探讨

我国中小企业大多实行所有权和经营权集中在"家长"手中的"家族式"管理。这样的企业管理模式对员工以"控制"为主,员工的需求和才能的发挥容易被忽视,人力资源管理模式也是非理性的,这就不能有效地发挥员工人力资本的潜能。本文通过分析人力资本激励的必要性,提出激励的具体措施,并指出激励过程中应注意的事项,为中小企业人力资本激励提供浅略的理论参考。     

营销渠道中双边专用性投资对合作创新绩效影响的实证研究

本文在资源基础理论拓展分析基础上,研究渠道伙伴之间双边专用性投资对合作创新绩效的影响.通过对国内340家制造商相关数据的实证分析,结果表明,双边专用性投资有利于合作双方正式契约的实施和关系信任的形成.同时,正式契约和关系信任与彼此之间的关系学习呈正相关关系,进而促进了合作创新绩效.另外,关系信任本身也促进了合作创新绩效.但是,正式契约与合作创新绩效之间的关系不是十分明显,必须通过关系学习这一中介变量才能对合作创新绩效产生影响.而且,与正式契约相比,中国企业应更加看重与合作伙伴关系信任的发展.本文的结论对于发展在中国情境下营销渠道的合作具有重要的意义.     

论人力资本的股权激励

知识经济时代,人力资本在企业发展中发挥的作用日益显著.但由于人力资本产权特性及权利与义务的对等性,对其所有者的激励与约束成为人力资本管理的核心及新经济时代上市公司治理的重要内容.股权激励在结合短期激励和长期激励方面具有其他激励机制无法替代的作用,在设计股权激励方案时应关注受益人、行权价格、激励数量和行权时间等4个方面.     

专用性投资对机会主义的影响--以汽车行业4S专营店为例

专用性投资是为某一特定公司或价值链上的合作伙伴提供的,它是公司营销战略的重要组成部分,这种投资具有可见的风险,因为它使投资接受方有机会剥夺投资方的利益.因此考察剥夺的情形以及一个经销商如何通过4种控制手段更好的管理这些交易性专用投资潜在可能被套牢的风险,并粘合投资接受方,在特定条件下减少机会主义.并认为随着控制手段的水平超出一定范围,专用性投资对机会主义的影响会发生转变.     

人力资本显性激励与隐性激励的组合合同分析

本文主要是对企业家人力资本基于主观业绩的隐性激励合同与客观业绩的显性激励合同的组合激励进行的研究。文中首先分别提出显性激励合同模型与隐性激励合同模型,随之在静态分析的基础上,深入分析组合激励合同模型中相关参数的变化含义,并说明组合激励合同的意义:在一定约束下,可同时增加企业家和所有者的期望收入。     

投资套牢问题的期权契约分析

假定在法庭能证实卖方交易的基础上,分析了Hart2Moore 经典的套牢模型. 通过对原有 模型的改进分析,设定一份期权契约即可达到投资的激励最优解,没有必要进行更为复杂的 重谈.     

相互投资与人力资本投资对研发外包决策影响研究

本文运用产权理论模型,通过分析最优和次优两种状态下企业和研发机构的均衡投资水平,重点讨论企业和研发单位自我投资和相互投资对研发外包决策的影响,并通过进一步揭示物质资产与人力资产在研发外包中的作用,提出根据专用性投资的特点调整研发外包策略,继而实现最优的研发效果。研究结果表明:相互投资弹性更高的一方更应该拥有外包的所有权;企业应根据双方相互投资的投资弹性高低调整研发外包策略;外包项目中人力资本投资比物质资本投资更重要。研究结果对企业有效利用研发外包进行创新提供了有力的理论指导。     

Human capital theory: implications for human resource development

This article reviews definitions of 'Human Capital Theory' by leading economists and HRD scholars. The origin of the term 'capital' is explained, and the link between Human Capital Theory and HRD is discussed. It is argued in the article that HRD scholars and practitioners should explore further the link between human capital, HRD and development at individual, organizational, community and international levels.     

An educational option for those facing lay-off: a human capital perspective

This research assesses factors that affect the choice of an educational support severance package when an employee is offered an array of severance packages that also includes a lump-sum buyout and a retirement package. Hypotheses developed from human capital theory were tested using multinomial logistic regression. The sample comprised 446 current and former employees of a large unionized manufacturing firm. This sample is of interest because the jobs held by these individuals, manufacturing jobs with high wages and benefits, are rapidly disappearing. Results indicated that women were more likely to accept the educational option, as were younger and single respondents. Two groups who were not eligible for retirement were of particular interest in this study. Those who accepted the educational option and those who chose the lump-sum payment did not differ on educational attainment or tenure, but differed on age, partnered status, gender and salary.     

Gender stereotyping and its impact on human capital development in contemporary Russia

This article starts with a brief overview of the role of women in the workforce in the former USSR and contemporary Russia. Next, gender stereotypes in the human capital development practices of Russian companies are described. The article then presents the results of a study of the gender aspects of human capital practices (including hiring, evaluation, training and development, and promotion policies) in 60 Russian companies from nine sectors of the economy. It then reflects on some of the main features of gender issues related to human capital development in Russia. Most are determined by socio-cultural and psychological barriers in the social (public) and individual consciousness of managers and employees.     

Trends and challenges of developing human capital in India

With the population touching 1.2 billion, half of which is around 25 years of age, India is set to be among one of the top countries for human capital in the next two decades. While the country has been making rapid progress economically, human capital additions may remain marginal and may not keep up with the pace of economic growth unless accompanied by planned development of manpower. The Indian corporate sector was the first to start a dedicated HR function 30 years ago and the nation was the first to have a Ministry of HRD 20 years ago. Despite the early start, the last two to three decades have provided a mixed bag of experiences and expectations. Conservative HRD policies have not helped India's skill base to develop at the same rate as economic progress. An inadequate research base and the low quality of people entering the HR profession have prevented corporate HRD from becoming more productive than it is now. A lot of attention is directed towards recruitment, retention and compensation strategies rather than to talent multiplication. At the same time, innovative leaders and chief executive officers (CEOs) who have taken up the mantle of HR have made a mark. The future of human capital formation will be bright at the national level if the government makes more intense efforts to build human capital and becomes more innovative and expansive. At the corporate level, the credibility of HR is still suspect as it has not been able to match its steps with those of India's more innovative leaders. Preparation of a new breed of HR professionals combined with education of CEOs in what good HR can do may go a long way in helping Indian HR develop a strong footing.     

Analysis of human capital development in Puerto Rico: summary and conclusions

This study explored whether perceptions of organizational business ethics differ by hierarchical levels. The study sample included more than 40,000 executives, mid-level managers and non-managerial employees from business organizations in six countries: Brazil, China, Germany, India, the UK and the US. We found that executives provided the most positive assessment of ethical business culture within their respective organizations. Employees’ assessments were less positive, and mid-level managers’ assessments fell in the middle. Organizational size and respondents’ age were not related to differences in responses. Statistically significant differences among hierarchical levels were found in Brazil, the US, Germany, the UK and China. Differences were not significant in India. Executives with longer tenure at the same organization tended to provide higher ratings of organizations’ ethical cultures, while managers’ and employees’ ratings tended to decrease with time.     

Brain drain in Venezuela: the scope of the human capital crisis

ABSTRACT

Brain drain, the exodus of highly skilled professionals, has a strong connection with Human Resource Development (HRD), as these experts are human capital for organizations, communities, and nations. In today’s global economy, HRD practitioners and scholars need to keep abreast of what circumstances trigger the migration of talented workers around the world and the implications for HRD. This article describes the brain drain in Venezuela. The magnitude of the talent crisis is the result of a complex combination of poor policy implementation, mismanagement, corruption, and socio-economic and political conflict. This article exposes the current realities and the repercussions the exodus of talent has had on Venezuela and the decline of a country that was once among the world’s richest, but is now an impoverished nation.