Effect of Internal and External Environment of Human Capital Development (Emp...IOSR Journals
This study uses object manufacturing companies going public in Indonesia, with a sample of 12 companies that tedaftar in Indonesia Stock Exchange. Each sample of 10 companies was taken at the level of managers and staff. This study sought to test and analyze whether the internal and external environment influence the development of human capital through intervening variables planning and human resource management, employee improvement, education and training, and recognition of employee performance and employee satisfaction . Results of this study indicate that first, the external environment has a positive and significant impact on the planning and management of human resources, education and training, and the development of human capital, but has no effect on the increase in employees, employee performance and recognition, and employee satisfaction. Second, the internal environment has a positive and significant impact on the planning and management of human resources, employee improvement, education and training, employee performance and recognition, employee satisfaction, and the development of human capital. Third, planning and human resource management, employee improvement, education and training, employee performance and recognition, employee satisfaction has a positive and significant impact on the development of Human Capital. Testing also proved that the development of human capital such as intellectual capital, emotional capital, social capital, fortitude capital, moral capital and health capital can be increased through the use of the external environment and internal environment, and improve the planning and management of human resources, employee improvement, education and training, performance and employee recognition and employee satisfaction.
Effect of Internal and External Environment of Human Capital Development (Emp...IOSR Journals
This study uses object manufacturing companies going public in Indonesia, with a sample of 12 companies that tedaftar in Indonesia Stock Exchange. Each sample of 10 companies was taken at the level of managers and staff. This study sought to test and analyze whether the internal and external environment influence the development of human capital through intervening variables planning and human resource management, employee improvement, education and training, and recognition of employee performance and employee satisfaction . Results of this study indicate that first, the external environment has a positive and significant impact on the planning and management of human resources, education and training, and the development of human capital, but has no effect on the increase in employees, employee performance and recognition, and employee satisfaction. Second, the internal environment has a positive and significant impact on the planning and management of human resources, employee improvement, education and training, employee performance and recognition, employee satisfaction, and the development of human capital. Third, planning and human resource management, employee improvement, education and training, employee performance and recognition, employee satisfaction has a positive and significant impact on the development of Human Capital. Testing also proved that the development of human capital such as intellectual capital, emotional capital, social capital, fortitude capital, moral capital and health capital can be increased through the use of the external environment and internal environment, and improve the planning and management of human resources, employee improvement, education and training, performance and employee recognition and employee satisfaction.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
Business Environment and its characteristics and types with their components.
If you want to give any suggestions or advice, please comment below. I'd really appreciate it.
Course Contents:
Module 1: Introduction: Business in a social system; business and economic system; Business
objectives; internal environment and external environment.
Module 2: Business Ethics: Principles of Business Ethics; Doctrine of trusteeship; unethical practices;
good ethics and good business. Social responsibility of business; Doctrine of social
responsibility: Rationale of social responsibility; control of monopoly and restrictive and
unfair trade practices.
Module 3: Business Environment: Business in a social system-internal environment or business
external environment- Economic-political-socio-cultural-technological environment – case
studies.
Module 4: Business Policy: Importance of business policy-essentials of business policy classification or
business policy-Production policy-personnel policy- Financial policy- Marketing Policy-case
studies.
Digital culture: The Disconnect Between Leadership And Employees Couldn’t be ...Seta Wicaksana
Digital technologies can bring significant new value, but organizations will only unlock that potential if they have the right digital culture ingrained and in place. Currently, that is not happening.
Employees are being sidelined and disenfranchised in the culture change journey, and the gap between leadership and employee perceptions is stark.
There are three key aspects to ensuring the success of your company undergoing digital transformation. These are: leadership and talent, culture and change management.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
Business Environment and its characteristics and types with their components.
If you want to give any suggestions or advice, please comment below. I'd really appreciate it.
Course Contents:
Module 1: Introduction: Business in a social system; business and economic system; Business
objectives; internal environment and external environment.
Module 2: Business Ethics: Principles of Business Ethics; Doctrine of trusteeship; unethical practices;
good ethics and good business. Social responsibility of business; Doctrine of social
responsibility: Rationale of social responsibility; control of monopoly and restrictive and
unfair trade practices.
Module 3: Business Environment: Business in a social system-internal environment or business
external environment- Economic-political-socio-cultural-technological environment – case
studies.
Module 4: Business Policy: Importance of business policy-essentials of business policy classification or
business policy-Production policy-personnel policy- Financial policy- Marketing Policy-case
studies.
Digital culture: The Disconnect Between Leadership And Employees Couldn’t be ...Seta Wicaksana
Digital technologies can bring significant new value, but organizations will only unlock that potential if they have the right digital culture ingrained and in place. Currently, that is not happening.
Employees are being sidelined and disenfranchised in the culture change journey, and the gap between leadership and employee perceptions is stark.
There are three key aspects to ensuring the success of your company undergoing digital transformation. These are: leadership and talent, culture and change management.
Preparing Gen-Z & Gen-α for the Undefined Careers of Tomorrowgeekhouse.io
As educators, we are responsible for equipping Generation Z (born - 2000 - 2010) and Generation Alpha (born 2010-2024) with the skills to thrive in a rapidly evolving landscape where many of the careers they will hold still need to be created. This forward-thinking presentation analyzes 12 speculative yet grounded career trajectories that may emerge over the coming decades in fields from space engineering to AI ethics. Understanding these futuristic occupational opportunities will allow us to nurture the talents our students need to succeed--whether in cutting-edge vocations or more conventional roles. By taking an exploratory view of the abilities that may define employability for Generation Alpha, we as teachers can foster adaptable, creative, and technologically literate learners ready to tackle open-ended challenges in a progressively more complex world.
Marketing Management (micro and macro environment)sly mot
Marketing management require and environment. Micro and macro environment is the core elements where marketers must look into. By failing so, companies will be in trouble.
Digital Transformation Summit 2019: How to create a company culture that entr...Lisa Lombardi
FROM DIGITIZATION TO DIGITAL INNOVATION
Along with digital transformation is coming a wave of change that will deeply change the way we work and make it almost unrecognizable to our business leaders. On the same time, enterprises are facing a tough competitive environment. New trends and technologies require companies to continuously innovate to stay at the forefront. How to create a company culture that will entrust employees to spark innovation and drive growth?
Slides of the presentation given at Digital Transformation Summit 2019 organised by Digimedia on June 7th, 2019 in Brussels.
https://www.digimedia.be/forum/DTF/
HR Webinar: Technology Opens New Paths for HR and BusinessAscentis
Technology is EVERYWHERE! We see it in our work, in our personal lives, and certainly in HR. But can technology help HR guide and align the workforce to organization goals? Employers, HR, and workers will experience the newest technologies soon, can HR leverage it to the betterment of the organization’s culture?
Join us for a look into the trending technologies that are allowing HR to build new paths to workforce development and engagement.
We will examine the connection between the organizational directives, how the workforce can accomplish those goals through continuing collaboration and innovation, and how HR can be the change agent, using technology, to impact the working and personal lives of the worker. We will look into the life cycle of the worker and discuss the various technologies supporting of the various areas of Human Resources programs and what considerations might be needed to use that technology.
And lastly, we will look at the NEW corporation mission and structure that is taking hold across the globe.
“CSR is about how companies manage the business processes to produce an overall positive impact on society.”
“Achieving commercial success in ways that honour ethical values and respect people, communities, and the natural environment”
Similar to Lesson 6 environmental scanning & forces shaping the industry (20)
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Lesson 6 environmental scanning & forces shaping the industry
1. ENVIRONMENTAL
SCANNING & FORCES
SHAPING THE INDUSTRY
HEVENTSCON
Compiled works of Ms. M. Disimulacion & Ms. E. Altez-Romero
Presented by Mervyn Maico D. Aldana, Faculty SHTM
3. SOCIETAL FORCES
• Changing Demographics
• Power of Baby Boomers
• By 2050, there will be about 2 billion senior citizens representing 25% of the total population, for the
first time in history of man, the seniors will outnumber the younger generation.
• This “silver market” has completely reinvented the meaning of retirement. Retirees are now into
travel, entertainment, sports and leisure, education and the internet.
• Rise of Millenials
• Born between 1981-2000, they will make up 40% of the population on the US, Europe, and the BRIC
countries (Brazil, Russia, India, and China) by 2020.
• Connected. Content-driven. Community. These words characterize millennials.
• Gadgets, social networking, and user-generated sites are their main interests.
• The desire for individual and group level participatory interaction appears to be increasing, requiring
event business models that will provide the high levels of interaction.
4. SOCIETAL FORCES
• Authentic Experiences
• Travelers now choose tourism destinations based on the activities they can participate in.
• This shifts the paradigm from “destination-based” to “activity-based.”
• The shift also requires the delivery of a unique and personalized experience for the
delegates in a relaxed atmosphere.
5. SOCIETAL FORCES
• Need for Community
• Your connection with your stakeholders must begin even before the actual event.
• The challenge is to manage the communities to extend the interest in your activity.
• You can use social media to start conversations before the event.
6. SOCIETAL FORCES
• Need for Engagement
• Attending conferences need not be boring.
• Use web-tools, chat with resource speakers, turn passive audiences to enthusiastic
delegates.
• Gamification – the process of adding games or game-like elements to something so as to
encourage participation.
7. SOCIETAL FORCES
• Corporate Social Responsibility (CSR)
• A company that takes CSR seriously understands that its decisions and activities will
affect the society, the environment, and its own quest for increase in shareholder wealth.
• Known as the “triple bottom line” – people, planet and profit, CSR is about sustainability
across business, markets, and the communities where the company operates.
8. SOCIETAL FORCES
• Responsible Tourism
• The Responsible Tourism Handbook emphasizes “ethics and human rights from protection of
service workers and labor rights for mountain porters to programs against exploitation of
women and children in tourism, prostitution and campaigns against tourist trade in
endangered species.
• Benefits:
• Generates greater economic benefits for local people and the well being of host communities
• Involves local people in decisions that affect their lives
• Makes positive contributions to the conservation of natural and cultural heritage
• Provides enjoyable experiences for tourists
• Minimizes negative economic, environmental and social impacts
• Engenders respect between tourists and hosts and build local pride and confidence
9. TECHNOLOGICAL FORCES
• Accessibility
• Stakeholders demand access to the internet – at all times – across gadgets.
• Attendees – exhibitors, delegates and the general public – require easy-access
information on their mobile gadgets. They prefer to receive notifications, and reminders
about activities they are interested in.
• They need the ability to register, pay, and receive their event kits via their phone, tablet,
notebook or desktop.
10. TECHNOLOGICAL FORCES
• Software and Applications
• Event apps must not only serve the needs of your stakeholders but should facilitate the
planning and management of your event. This greatly reduces paper usage and
inconvenience of printing and handling.
• QR Codes.
11. TECHNOLOGICAL FORCES
• Wearable Technology
• Several technologies are investing in wearable technology that allows for seamless
integration with their event.
• There are sensor integration systems that acknowledge the presences of visitors.
12. TECHNOLOGICAL FORCES
• Augmented and Virtual Reality
• AR – the combination of real and computer generated images in real-time, where digital
images or videos are superimposed onto the real world.
• Virtual Reality – a headset-based virtual reality that is entirely immersive
13. TECHNOLOGICAL FORCES
• Robotics
• Robots and drones are now used to enhance the event experience.
• 3D Printing
• 3D printing is being used to create décor and tokens for guests.
• Big Data
• Event leaders are data mining to find out more about the attendee’s habits, preferences
and behavior patterns.
• These data are used to provide valuable inputs for organizers in planning events,
soliciting sponsorships and forecasting revenues.
14. ENVIRONMENTAL FORCES
• Climate Change
• Erratic weather
• Abrupt changes in temperature
• Natural disasters
Preparedness, quick thinking, and immediate response are important skills to mitigate the
situation. Back-up plans and risk management techniques can reduce any possible
financial, personal and equipment damage.
15. ENVIRONMENTAL FORCES
• Green and Sustainable Best Practices
• Sustainability means “meeting the needs of the present without compromising the ability
of future generations to meet their own needs.”
• Cost saving in shuttle services when accommodations and meeting venues are within
walking distance
• Replacing toilets
• Replacing disposables with china service
• Re-selling of used event materials
16. ECONOMIC AND POLITICAL FORCES
• Economic policies can either hinder or enhance the progress of a country, city or
municipality.
• Security – threats of terrorist attacks, infectious diseases, can make or break an event
and the reputation of a destination.
• Corruption – can cause concern for organizers, sponsors and other event partners. It can
cause unnecessary delays and increase expenses due to corrupt practices.
• Governance – rules of law and the administration of these laws must be in place.
Conflicting guidelines and personal interests can derail investments and interest in the
event industry.
17. ENVIRONMENTAL SCANNING
• Scoping or environmental scanning is the first step in every planning function.
• Scoping refers to the process of looking around you and finding out what you have
and what is lacking.
18. STEP ZERO - THE ORGANIZATIONAL
STRUCTURE
• In environmental scanning, the first thing to do is look inward.
• We must first understand who the members of our own organization are and what
their strengths and weakness are, what resources are available or what we have
access to, and how we can address gaps.
• No special event can be implemented without resources such as funds to cover food
and venue rental, people to serve the guests, and machines or tools, such as light
and sound systems.
20. MANPOWER
• In practice, the organizational structure already exists in the beginning of the
project.
• In an events management company, the basic business structure with the manager
and staff is already in place; the same is true for corporations and associations
which have their own events department.
• The pre-existing organizational structure is subject to review to fit the requirements
of each project. Additional manpower may be employed or volunteers may be
recruited should the project be bigger than what the present organization can
handle.
22. STAFFING AND RECRUITMENT
• Among the three types of resources mentioned, (man, money, machines), human
resource is the most difficult to utilize, yet it is the most valuable resource of an
events management company.
• Staffing is therefore another important function of an event manager. The process
involves recruitment, selection, assignment, and development of the organization’s
human resource requirements.
23. STAFFING AND RECRUITMENT
Employment in events management can be classified into three types: permanent,
volunteer, and temporary.
• Permanent – are the strategic human resources of the company; this group requires an
intensive selection process, a well thought-out compensation package, and a skills
development plan.
• Volunteers – can include on-the-job-trainees (OJTs) and other non-paid staff who provide
free assistance to satisfy personal objectives; examples of other non-paid staff are the
guides and interpreters in international events like the Olympics
• Temporary hires – are hired on a contractual or per project basis, directly or through
manpower agency. It is essential to have a carefully planed strategy as to the orientation
and training of volunteers and temporary staff.