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This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human resource architecture indicates that organizations will use different human capital acquisition strategies. Following the resource-based view, human capital theory and the human resource architecture, we examine factors that impact the choices of different human capital acquisition strategies.

We examine these important human capital decisions in the context of Major League Soccer. Data to test the hypotheses were collected from a variety of publicly available sources. We tested the hypotheses with regression analyses.

We find that while organizations employ both internal and external human capital strategies, organizations may have one dominant human capital strategy and the other strategy may be used to supplement the human capital needs of organizations. Additionally, our results indicate that organizations with an older workforce tend to use an internal human capital development strategy, while higher performing organizations are less likely to use an internal human capital development strategy.

This study makes contributions by examining the choices between internal and external human capital strategies and factors that influence the choice of an internal or external human capital strategy.

Previously disregarded factors are now included in development theory and practice. A narrow understanding of capital has had profound effects on development as well as on tourism policy and governance. In this framework, purpose-designed tourism for development has been the exception. Contemporary ideas of other forms of capital playing a key role in a broader concept of development are examined, specifically the central function of human and social-institutional capital. Human capital is seen in the light of capabilities, attributes, and knowledge possessed by individuals. Social-institutional capital may empower individuals as it refers to the value of trust and cooperation deriving from formal and informal sets of behavioral rules. This chapter clarifies the foundations of tourism as an instrument for development if tourism policy and governance are designed and implemented within an adequate framework.

The purpose of this paper is to examine the impact of women as human capital on sustainable development in the Egyptian community factories. Presently, sustainability has become one of the targets all over the world , especially the Egyptian strategy that focuses more on women’s empowerment as human capital. There is a positive trend among organizations, governments and communities to focus more on the lead of sustainability in all our daily activities and business activities.

Self-administered questionnaires were distributed to gather data from 100 engineers (50 women and 50 men) employees of Egyptian factories and industries located in Egypt. To analyze, the collected data, regression analysis and correlation coefficient were employed to examine the study objectives and questions. A statistical Package for Social Sciences has been used for data analysis.

Results reveal that there is a direct positive relationship between women as a capital and sustainable development with its four interrelated pillars (economic, social, environmental and education) in a positive and significant way and the three factors of Human Capital (leadership and motivation, qualifications and satisfaction and creativity).

The findings only apply to the sample (engineering women, men) that has participated in the questionnaire in the Egyptian factories. More research would be recommended in terms of further research study, highlighting the role of women in other categories in the STEM field as they are the human capital crucial for sustainable development and highlighting its impact on the Egyptian sustainable strategy 2030.

Although the Egyptian strategy reinforces gender equality and gaining more roles for women in the Egyptian community, there is still absence of women in factories and science. Based on the findings, there are three concerns that must be addressed: First, opportunities need to be embedded in the factories for more women, especially in engineering categories. Second, authorities must encourage human capital development for women. Third, there is a strong need to create responsible leadership between all human capitals which are especially important in areas of industry.

Egyptian factories need to support women’s enthusiasm for innovation, continuously advance science and engineering, foster a business environment that fosters the coexistence of science and technology, the economy and society, support enterprise transformation and optimize the industrial structure of Egyptian industry. Simultaneously, it should encourage and promote the transformation of female achievements and strengthen the role of women leadership enterprises in Egyptian society. In order to promote the ideas of women, more money must be spent on scientific research, human capital must be allocated more effectively and fresh momentum for sustainable economic growth must be generated. It must expand training investment, encourage high-quality human capital and remove the bottleneck.

This paper is unique in presenting women as human capital in Egyptian society and reflects its impact on sustainable development pillars. Although much literature and study is dealing with the two topics of human capital and sustainable development separately or with links to other topics, they have not been dealt with together and there is a scarcity in the literature related to these topics focusing on women separately.

The purpose of this paper is to revisit the potential of human capital development to predict commitment from an empirical perspective. This followed the fact that while organisations continue to invest a lot of resources into development of their human capital, a growing tendency of the trained staff to quickly abandon the organisation and move on to search for greener pastures has also been registered.

This study takes a positivistic approach. It is an explanatory, cross-sectional study that is based on a case study approach.

The findings revealed that developing human resources still leads to enhanced commitment among staff. The findings provide empirical support for the tenets of the human capital development theory.

Investment in development of human resources is still a worthy while cause for organisations as it positively and significantly contributes to commitment.

While organisations ought to keep watch of the costs that come with human capital development endeavours the practice of developing human resources should be continued as it contributes to the organisational performance of staff.

The paper deepens the understanding on how human capital development is currently enhancing the commitment of organisational staff in a typical developing economy and sector. Such knowledge provides a clear basis for allocating resources on people development endeavours.

The purpose of this paper is to examine empirically the impact of human capital development in organizations. It is based on some conceptual aspects of human resource accounting and considers how investments in the development of human capital can be measured in order to investigate the financial returns for organizations.

The study is exploratory in nature as this is the first of its kind in the Pakistani manufacturing sector. The technique of convenience sampling was used to collect the data due to time and resource limitations. The sample comprises of 30 leading companies in the Pakistani textile sector. A self‐administered postal questionnaire was designed for the research survey. The results focus on the benefits derived by using the capital investment appraisal techniques of human resource accounting including: return on investment, benefit to cost ratio, weighted average cost of capital, and bottom line evaluations.

The results provide evidence of an association between investment in the development of human capital and the benefits, which organizations can reap from such investments. It further finds that the organizations investing in training and development programs provide high employee productivity that ultimately contributes towards high‐organizational performance.

Owing to the research design, the results may exhibit a lack of generalizability to other sectors. As the results cannot be applied to other organizations, further research can be done by using the same techniques.

This paper is a groundbreaking work in Pakistan and thereby an addition to the existing global literature on human resource accounting. This research provides new directions for the literature in this area, by encouraging a debate about the importance of investing in the development of human capital.

This study aims to examine the impact of leadership development programs on organizational outcomes and organizational effectiveness.

Using a grounded theory approach, semi-structured interviews were conducted with 15 executive leaders from aviation firms in Brazil with employees participating in a leadership development program. NVivo12 was used for coding and managing the data. Thematic analysis was performed to determine themes and categories.

The leadership development program was found to influence organizational level outcomes identified as themes of internal impact, external impact, skill development and capacity. The interviews also found that executive leaders perceived the leadership development program to impact organizational effectiveness. Connections to human capital, social capital and collective leadership were found as outcomes of the leadership development program contributing to organizational effectiveness.

The findings are dependent upon the executive leaders’ interviews and are limited sample size. The protocol of subjective inter-coder reliability was followed supporting the credibility and dependability of the findings; however, researcher bias may still be present in qualitative studies. Generalizability outside of the Brazilian aviation context is cautioned until further studies in additional contexts and industries are completed.

The findings of this study support leadership development programs as impactful on organizational outcomes and effectiveness. Incorporating leadership development programs as part of human capital management strategies supports organizational effectiveness through increased collective leadership capacity, human capital development and social capital.

A large amount is known regarding the outcomes for individuals as a result of leadership development programs with less examination on the contribution to organizational level outcomes and organizational effectiveness. This study aids in bridging this gap.

The review aims to demonstrate a broader perspective of human capital and employee well-being concept. Moreover, the study attempts to analyse theoretical notions underlying human capital and well-being relationship and thus to guide the integration of two distinct concepts.

This review followed the systematic literature search protocols from the Academic Journal Guide 2018 generated by the Chartered Association of Business Schools. Sixty-nine quantitative research papers were selected for the review.

Human capital is not only about individual competence but includes acquisition, utilization and development of competence in a broader sense. Employee well-being has been discussed from subjective and objective viewpoints and categorized into happiness, health and financial aspects. The review results suggest that various organizational theories, workplace learning and learning organization perspectives underlie human capital and well-being relationship. The review guides that the high involvement working model encapsulates well-being as part of human capital development.

This review discusses practical implications for human resource management practitioners.

This review is a unique attempt to assess the human capital and well-being literature systematically.

This research aims to explain the effect of financial indicators and economic growth on human capital in low-income countries.

We gathered balanced panel data from 1980 to 2016 over a sample of 12 low-income countries categorized by World Development Indicators. The data stationary properties were analyzed by unit root test while the existence of a long-run relationship among the variables was confirmed by cointegration test. We performed Hausman test to differentiate between the fixed effect and random effect model. The sensitivity analysis confirmed the robustness of the results.

Our findings indicated that broad money supply and private sector credit has a positive and significant impact on human capital. Interestingly, bank credit showed a negative and significant effect on human capital. We also found a significant positive relationship between human capital and economic growth in the study sample.

This is a preliminary study using financial development and human capital in low-income countries with panel econometric techniques as an analysis tool. Overall, we suggest a policy to focus on the financial sector development and economic growth to produce sustainable human capital.

The purpose of this paper is to investigate the relationship between financial development indicators and human capital for Asian countries using the annual data from 1984-2013.

The stationarity of the variables are checked by Levin-Lin-Chu, Im-Pesaran-Shin, Fisher-type augmented Dickey-Fuller and Philips-Perron panel unit-root tests. The Pedroni’s and Kao’s panel co-integration approaches are employed to examine the long-run relationship among the variables. To estimate the coefficients of co-integrating vectors, both panel dynamic ordinary least squares (PDOLS) and fully modified ordinary least squares (FMOLS) techniques are used. The short-term and long-run causality is examined by panel granger causality.

The Pedroni’s and Kao’s co-integration approaches support the existence of the long-run relationship among the indicators of financial development, economic growth and human capital. The PDOLS and FMOLS estimators revealed that both financial development indicators and economic growth variable act as an important driver for the increase in human capital. The results of panel granger causality indicate that causality runs from indicators of financial development, economic growth and public spending on education to human capital.

There is hardly any study that examine the impact of financial development indicators and economic growth on human capital in Asian economies, therefore the present study fill the research gap in the literature.

This paper seeks to critically review developments in the literature spanning personnel management, HRM, learning organization and intellectual capital approaches to employee utilization and development. The purpose being to identify the benefits, limitations and lessons for the management of people in the co‐operative and mutual sectors.

The problem of inadequate Personnel or HRM systems in the majority of co‐operatives has been established by the author over a period of seven years, field work with co‐operative organizations including the international co‐operative alliance (ICA), asian confederation of credit unions (ACCU), and the British society for co‐operative studies. Direct interviews and a sample of HRM and Membership Relations audit forms developed as part of the ongoing field research and special project work have been applied to various co‐operative contexts in all the regions of the ICA.

The findings are that co‐operatives generally are lagging behind the private sector in their application of all four approaches. Mostly smaller co‐operatives lack effective basic personnel systems and few of the larger co‐operatives go beyond HRM. This failure to develop clear programs for the utilization and development of their people is a missed opportunity.

The membership base and its roots in a community of shared interests means that, whilst co‐operatives have lessons to learn from all four approaches, they can and must go beyond them if they are to optimize their people‐centered business advantage in the marketplace.

The paper suggests a new strategy for co‐operatives of Co‐operative Social Capital Management to help them compete, whilst retaining their co‐operative difference.