A recently published book describes the steps of the human capital recruitment process and the internal and external constraints the process is submitted to
Companies cannot exist without the men and women who make them work. This is true but not the real issue. Identifying the right people for the job is the defining factor. This is particularly the case when conditions are not perfect. Good corporate culture also implies details like these.
To learn more, you can read “Le scelte di capitale umano tra decisioni manageriali e influenze ambientali” (Human Capital Choices: Managerial Decisions and Environmental Influences) written by Giuseppina Simone (who teaches Human Resources and Organization Skills at Calabria University after having held tenures in various universities across Europe). The book analyses human capital renewal decisions from the two-fold view point of the internal debate across the various management levels and the external implications of reduction of human resource availability consequent to an“environmental” shock.
The author starts by describing the features of the so-called “human capital” in the scope of the current market scenarios before moving onto the issue of human resource renewal and the relationships of this process with the various company levels and external conditioning. IThe book analyses the decisions and behaviours of the various management levels involved in the renewal strategies (structuration, acquisition and disinvestment) and the combination of strategic human resources (bundling, integration and development).
It then turns to applying theory to the real world by examining a single, yet very important case study. The element that the author calls “conceptual perspective” is investigated in the relationship between Principal-Agent (P-A) in football clubs. The research analysed data of the Italian “Serie A” football championship from the 1960-1961 season to the 1991-1992 season and the results suggest that the various management levels involved in the specifically adopted decisions cause different P-A issues. The same example is investigated in the relationship between external conditioning and corporate decisions. In this case, the exogenous shock which occurs is the legal constraint which limits the resort to the international market. Starting from the literature on human capital, the author explores the effect of this constraint on human capital decisions with respect to the options concerning the acquisition or internal development of specific skills and how such decisions change after the shock.
Giuseppina Simone’s book has a great worth: it clearly presents an issue which often defeats accurate explanations. And it does so by describing an unusual reality.
Le scelte di capitale umano tra decisioni manageriali e influenze ambientali (Human Capital Choices: Managerial Decisions and Environmental Influences)