The paper tests the hypothesis that attitudinal components of human capital lead to human capital... more The paper tests the hypothesis that attitudinal components of human capital lead to human capital advantage which becomes a determinant of firm performance and competitive advantage. The test was carried out by analysing employees‟ perceived agreement that if certain attitudinal human capital factors are favourable, their performance rises. Spearman‟s rho correlation coefficient calculated for employees‟ level of agreement and perceived performance was found to be 0.941. The results show high agreement to theoretical predictions and empirical researches in the literature. The work presented has profound implications for future studies of human capital as a source of superior competitive advantage and may help to solve the problems of low productivity and loss of profits due to close completion. The study also resulted in the postulate: the performance of people in organisations is directly proportional to attitudinal components of human capital. Thus p=kH+c where p is organisational...
The contribution of Human Resource Management (HRM) practices to organisation-wide performance is... more The contribution of Human Resource Management (HRM) practices to organisation-wide performance is a critical aspect of the Human Resource (HR) value proposition. The purpose of the study was to describe the strength of HRM practices and systems in influencing overall organisational performance. While research has concluded that there is a significant positive relationship between HRM practices or systems and an organisation’s market performance, the strength of this relationship has relatively not received much analysis in order to explain the degree to which HRM practices explain variance in firm performance. The study undertook a meta-analysis of published researches in international journals. The study established that HRM variables accounted for an average of 31% of the variability in firm performance. Cohen’s f2 calculated for this study as a meta effect size calculation yielded an average of 0.681, implying that HRM variables account for 68% of variability in firm performance....
The paper tests the hypothesis that attitudinal components of human capital lead to human capital... more The paper tests the hypothesis that attitudinal components of human capital lead to human capital advantage which becomes a determinant of firm performance and competitive advantage. The test was carried out by analysing employees‟ perceived agreement that if certain attitudinal human capital factors are favourable, their performance rises. Spearman‟s rho correlation coefficient calculated for employees‟ level of agreement and perceived performance was found to be 0.941. The results show high agreement to theoretical predictions and empirical researches in the literature. The work presented has profound implications for future studies of human capital as a source of superior competitive advantage and may help to solve the problems of low productivity and loss of profits due to close completion. The study also resulted in the postulate: the performance of people in organisations is directly proportional to attitudinal components of human capital. Thus p=kH+c where p is organisational...
The contribution of Human Resource Management (HRM) practices to organisation-wide performance is... more The contribution of Human Resource Management (HRM) practices to organisation-wide performance is a critical aspect of the Human Resource (HR) value proposition. The purpose of the study was to describe the strength of HRM practices and systems in influencing overall organisational performance. While research has concluded that there is a significant positive relationship between HRM practices or systems and an organisation’s market performance, the strength of this relationship has relatively not received much analysis in order to explain the degree to which HRM practices explain variance in firm performance. The study undertook a meta-analysis of published researches in international journals. The study established that HRM variables accounted for an average of 31% of the variability in firm performance. Cohen’s f2 calculated for this study as a meta effect size calculation yielded an average of 0.681, implying that HRM variables account for 68% of variability in firm performance....
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Papers by Michael Darko