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Population growth has remained a key issue facing developing economies in the world. While developed countries are experiencing diminished or negative population growth, many countries in sub-Saharan Africa including Nigeria are having population growth above the economic growth rate. With the deadline for the sustainable development goals approaching, attention is increasingly being focused on population growth and human capital development. Extant literature focused on population growth, human resource utilization and economic growth but this study aims to examine the effect of population growth on human resource utilization.

Using secondary data for the period 1990-2018, the study conducted unit root test and co-integration analyses to determine the stationarity and correlation in the long-run in the variables. The study used the error correction model to ascertain the speed at which shocks can be corrected in the long-run. Granger causality test was also carried out to ascertain the direction of causality among the variables.

The empirical results revealed that population growth has a negative and significant effect on human resource utilization. The study also revealed that unidirectional causality runs from employment rate to population growth rate and a unidirectional causality runs from employment growth rate to expected years of schooling. The Nigerian Government needs to not only control population growth but also focus on the quality of education.

The paper provides insights into the relationship between population growth and human capital utilization in Nigeria focusing on the 1986-2018 period.

This research study was started at the University of Oregon, School of Education, in the Spring of 1967. A group of advanced graduate students in school finance under the supervision of the senior author, undertook the study to examine systematically the relationships between and among measures of human resource development, education, manpower utilization and economic growth in the states of the United States. The model for the research was the Harbison and Myers classic study of this important issue among the nations of the world entitled, “Education, Manpower and Economic Growth”. (McGraw‐Hill, 1964.) The research reported touches upon several important fields—economics of education, political science, human resource management and governmental planning. The relationships studied hold important implications for the allocation of scarce human and economic resources to attain state and national social and economic goals.

The broad approaches to the acquisition and utilisation of human resources at different phases in the growth of industry are examined. It is concluded that at each stage some relationship exists between business strategy and human resourcing responses made to external labour market conditions, even if the human resource strategy is not always fully integrated with the business strategy. A four‐fold classification of approaches to managing human resources is suggested as a device for organising thinking about these phenomena.

In past literature, employee has been extensively utilized as input in most data envelopment analysis (DEA) studies, but different labor types are identically defined to be the same input factor without a specific assumption for their heterogeneity. The influence of manual and non-manual labor utilization on performance also has not been investigated in hotel efficiency analyses. The purpose of this study is to assess inefficiency indices derived from manual and non-manual labor, and analyze the influence of labor utilization on hotel’s operational efficiency.

Based on the different features of the two labor types, performance indicators are evaluated through the hybrid DEA model.

More than 32 per cent of tourist hotels are evaluated as efficient and more than half the hotels have an efficiency score lower than the average. The author evaluated the inefficiency caused by radial inputs that have a greater influence on efficiency. This finding indicates that most hotels are efficient in their utilization of non-manual labor. The investigation of external factors shows that excessive utilization of non-manual labor results in a slight influence on operational efficiency across many non-chain hotels. The author also found the efficiency of non-manual labor utilization to be lower at hotels located in resort areas.

This study used the hybrid DEA model, in which non-manual and manual labors are assumed as non-radial and radial inputs, respectively, to evaluate efficiency. Finding the significance of heterogeneous assumptions for manual and non-manual labor types is the main contribution to the theory of hotel efficiency measurement.

The purpose of this paper is to discuss the problem of management systems in human services dealing with children and young people not supporting efficient resource utilization, as well as how to deal with this problem.

This paper is based on six years (2002‐2007) of research into human service organizations with regard to social activities focusing on children and adolescents. The authors conducted this research in collaboration with representatives of social services, health services, schools and pre‐schools in three municipalities in southern Sweden (2002‐2005) and four municipalities and two county councils (2005‐2007) in different parts of Sweden. The researchers met these representatives at seminars held every month. The seminars primarily served the purpose of discussing problems and opportunities, as well as allowing experiences to be exchanged between the representatives.

The circumstances of dependency between social services, schools and pre‐schools are obviously given in their inter‐relationships. Efficient resource utilization thus presupposes resources being distributed on the basis of transverse dialogues held between different actors. The organisational structure and management control systems should therefore be designed so that they support meetings and dialogues between actors involved in different activities and on different levels in social services, schools and pre‐schools.

This paper shows that dialogue across boundaries will provide the prerequisites for the knowledge‐ and experience‐sharing that is necessary to bring about efficient resource utilization in human services directed towards children and young people. Some proposals regarding a more effective and ethically legitimate utilization of resources are also made.

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.

Research in labour economics during the past several years has led to the development of the theory of human capital. This theory deals with a variety of issues concerning the productivity of people as the result of their human capital.

Drawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.

Contextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.

The encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.

The authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce.

The article aims to shift the basis of organisational human resource planning away from the traditional prescriptive approach to a systems based model that incorporates an emphasis on learning. A brief history of human resource planning is presented showing how it has evolved towards current needs and the specification for the new model. The new model is conceived in the context of increased environmental pressures on organisations and resultant management approaches. At the heart of the new approach is the process of transformation by which inputs to the model are processed in a way that involves all stakeholders in planning to produce viable outputs for managerial decision making.

The purpose of this study is to describe South Korea’s unique fever for public service jobs (FPSJ) and to critique it from a National Human Resource Development (NHRD) management framework.

This paper reviewed previous studies, news and technical reports related to FPSJ and NHRD to connect FPSJ and NHRD.

This study analyzed FPSJ-related issues based on three areas (development, allocation and utilization) of human resources and four contexts (political, economic, social and educational backgrounds). FPSJ has led to multiple concerns about developing human resources (vocational education and career guidance), allocating human resources (the unbalanced supply-demand mismatch and flawed selection) and using human resources (delayed job entry and low public service ethos).

This study analyzes the challenges related to FPSJ in Korea from a NHRD perspective. Based on the analysis, this study recommends strategies for reducing the over-emphasis on FPSJ.