Siu-chung Yu. / Thesis (M.Ph.)--Chinese University of Hong Kong, 1988. / Bibliography: leaves 49-50.

by Fong Siu Ho, Kwan Po Chiu, Lee Kwong Tong. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Includes bibliographical references.

W.M. Yim. / Thesis (M. Ph.)--Chinese University of Hong Kong, 1979. / Bibliography: leaf 54.

New Public Management and increasing calls for public sector transparency and accountability drive public sector leaders to do more with less. One place these leaders can turn to make the organizational, program, and process improvement needed is its workforce, its people. This resource, its human capital, is increasingly recognized as a driver of organizational performance and success. Public sector leaders need the learning and accountability provided by human capital performance measurement and reporting to improve service efficiency, effectiveness, and impactfulness. This study examined recent research to see if there were common human capital performance indicators and performance reporting systems that could form the basis of standardized measurement and reporting. What was found was, while no standardized indicators or systems are in place, there is a good foundation with some initiating steps having been taken. Common groupings or themes of human capital indicators were uncovered including ones addressing organizational strategy impact, talent management, engagement & wellness, and workforce awareness. A balanced scorecard approach was often used as the performance reporting method to deliver these indicators. Maturity in both the human resources profession and performance reporting, along with further research, is needed to advance the concept of a common human capital performance indicators and performance reporting system. / Graduate

by Chow Chiu Mei, Loletta, Fok Hoi Yun, Irene. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves [67-70]). / ABSTRACT --- p.i -ii / TABLE OF CONTENTS --- p.iii -iv / CHAPTERS / Chapter 1. --- INTRODUCTION --- p.1-5 / Chapter 2. --- ARTHUR ANDERSEN & CO --- p.6 -15 / Chapter 2.1 --- Vision and Mission --- p.7 / Chapter 2.2 --- Arthur Andersen Strategic Framework --- p.7-15 / Chapter 3. --- RESOURCE-BASED FRAMEWORK --- p.16 -30 / Chapter 3.1 --- Firm Resources --- p.16-18 / Chapter 3.2 --- Competitive Advantage and Sustained Competitive Advantage --- p.18-19 / Chapter 3.3 --- Resource Homogeneity and Mobility and Sustained Competitive Advantage --- p.20 -21 / Chapter 3.4 --- Firm Resources and Sustained Competitive Advantage --- p.21 -27 / Chapter 3.5 --- Applications of Resource-based Approach --- p.27 -30 / Chapter 4. --- METHODOLOGY --- p.31-33 / Chapter 4.1 --- Data Sources --- p.31 -32 / Chapter 4.2 --- Measurement --- p.32 / Chapter 4.3 --- Method of Analysis --- p.33 / Chapter 5. --- FINDINGS --- p.34 -47 / Chapter 5.1 --- Valuable --- p.35 -39 / Chapter 5.2 --- Rareness --- p.39 -45 / Chapter 5.3 --- Imperfectly Imitable --- p.45-46 / Chapter 5.4 --- Substitutability --- p.46-47 / Chapter 6. --- DISCUSSIONS --- p.48-52 / Chapter 7. --- CONCLUSION --- p.53-54 / Chapter 7.1 --- Limitations of the Study --- p.54 / APPENDICES / Chapter A. --- Big-Six Accounting Firms Comparative Data / Chapter B. --- Andersen Worldwide Facts1996 / Chapter C. --- Structure of Andersen Worldwide / Chapter D. --- Arthur Andersen Strategic Framework / Chapter E. --- Arthur Andersen Range of Services / Chapter F. --- 1996 Manpower Survey Report of Accountancy / REFERENCES

Retention issues have been a challenge for human resources (HR) leaders for years. Organization HR leaders face employee retention challenges that lead to the loss of talented employees and a decline in the organization's quality of service, which negatively affects profitability. Based on Schultz's human capital theory, the purpose of this multiple case study was to explore strategies HR leaders used to retain employees. Data collection included company archival documentation review and face-to-face semistructured interviews with 11 purposefully selected HR leaders from 3 banks in the northern region of St. Lucia. Data analysis included using Yin's 5-step method, coding the transcribed interviews to identify relevant themes, member checking to strengthen the reliability and validity of the interpretations of participants' responses, and review of company documents. The 5 main themes revealed were strategies of employee retention, human capital development, culture of engagement, succession planning, and leader-member exchange, which affects employees' commitment and organizational profitability. Human resources leaders in organizations may use the findings of this study to develop effective strategies to retain employees, which could lead to individual achievement. Social change implications include the importance of investing in human capital that may lead to succession planning to promote business sustainability and economic growth in St. Lucia and other countries.

Per Gary S. Becker, nowadays a primary determinant of a country¡¦s standard of living is how well it succeeds in utilizing the skills, knowledge and health of its people. Human capital is one of the most precious assets of an enterprise. In a competitive environment, how efficient manage human capital which is important event. Recently, China is becoming more popular market. Using case studies, this research targeted four firms, which were sampled purposely to conduct an in-depth interview to explore the human capital strategy in China. And the results appears as follows: 1. Different business strategy will result in different human capital requirement and human capital strategy. 2. Human capital strategies of multinational have much internationalization and the globalized concepts. 3. In a competitive environment, reviewing human capital strategy is needed. 4. Develop the career management service, emphasize on job training and design a systematic characteristic and usable education program for employee.

This study by the human capital point of view, discuss on the nursing professional human capital, and its investment and return as well as nursing competence. Effective samples from 25 different level teaching hospitals amounted to 2,101. In this cross-sectional research, development "nursing competence" scale, by items analysis and explorations as well as confirmed factors analysis, extracted into six factors, named for: integrated care plans, care interventions and communication, self-growth and professional development, management, and coordination and teaching competence, modified to 33 questions items, Cronbach ' s alpha value for 0.885~0.937. Developed evaluation scale for clinical ladder system by 18 items, including 2 factors, personal and professional growth and organizational resource factors, Cronbach ' s alpha values was .875 and .967. Use statistical software Spss 14 and Mplus to test of multivariate and cross-level analysis. The result was that "nursing clinical level" is a very good indicator to the human capital, will affect the "clinical ladder investment evaluation" and "competence"; " Clinical ladder system "will affect the" nursing competence ". Regulation effect of organizational factors, "resource from organization" may affect the relationship of "nursing clinical ladder systems evaluation and nursing competence ". "Hospital grading" has parts of impact on nursing competence. Nurse is worthy human capital, that individuals and organizations should continue to invest obtain the best value for return.

The major aim of this study is to develop an integrative framework of the determinants and consequence of international human capital, the human capital which enables a firm to compete globally. The open systems view is introduced to develop a comprehensive measurement of international human capital, which includes input-based, transformational, output-based, and managerial international human capital. Human capital accumulation modes (the documentation mode and the socialization mode) are identified as the potential determinant, and global initiatives (global learning and global marketing) and financial performance as the potential outcome. The Structural Equation Modeling technique is employed to investigate the determinants and outcome of the human capital system. The results support our expectation that human capital accumulation modes foster the development of international human capital, which in turn enhances a firm¡¦s global initiatives and financial performance. Important role of output-based and managerial international human capital are also identified. Output-based international human capital not only enhances a firm¡¦s financial performance, but also facilitates its global initiatives. Managerial international human capital, on the other hand, indirectly fosters a firm¡¦s financial performance and global initiatives through its direct positive influences on the other international human capital components.

For doing businesses succeed in today¡¦s competitive environment, Taiwanese companies vary their human resources strategies, such as downsizing, outsourcing or removing production section to lower labor cost region. All of these practices impacted the employees¡¦ job securities. At the same time, the young employees have some different points of view to employment contract. The employment relationship is changing. A psychological contract is an employee's belief about the mutual obligations, and it balances the relationship between the employee and his/her organization. According to the three different types of psychological contact, employees start to think what kind of knowledge they shall learn to benefit both of job availability and career development. The purpose of this study is to examine the relationship among psychological contracts, job availability in free labor market, and employee knowledge learning aspirations. Based on the data from 990 employees from 62 firms analyzing, the researcher obtained the following findings: 1. The difference: a. Gender, educational degree, and job position revealed difference with regard to psychological contract. b. Gender, marriage, age, and job position revealed difference with regard to firm-specific knowledge learning aspiration. c. Age, marriage and job position revealed difference with regard to general knowledge learning aspiration. 2. The relationship: a. Relational and balanced psychological contracts are positively related to firm-specific knowledge learning aspiration. b. Transactional psychological contract has negative relation with firm-specific knowledge learning aspiration. c. Job availability in free labor market is positively related with general knowledge learning aspiration.