Kas strateegilise inimkapital lahkumine organisatsioonist viib selle tulemused alla või on viletsad tulemused strateegilise inimkapitali lahkumise põhjuseks? Hoolimata sellest või selle tõttu, et minuni ulatuvad personalijuhtimise praktikad Eesti avaliku sektori organisatsioonidest lubavad järeldada, et personali hoidmine on retoorilise žanri osa, millel praktikatega suurt pistmist ei ole, jõudis see tekst siia voogu. Õnneks on minuni jõudev vaid väike osa avaliku sektori praktikatest ning sestap ei maksa siit rutakaid järeldusi teha, küll aga tasub siinviidatud artiklit hoolega lugeda nendel, kes tõsimeeli on huvitatud tööst inimestega.

Kes on strateegiline inimkapital?

employees with valuable, rare, inimitable, and non-substitutable knowledge, skills, and abilities (henceforth referred to as strategic human capital or SHC)

Kontekst-eesmärk-juhtum:

The key endogeneity concern in the SHC literature stems from workers’ ability to change employers at will, making it difficult to conclude whether the departure of SHC leads to a decrease in performance or poor performance leads to higher departure rates, or alternatively whether an unobserved third factor influences both processes. We aim to tackle the endogeneity issue using an exogenous event that could have been expected to directly affect the departure of SHC but not firm performance—the Fukushima nuclear accident caused by the tsunami that followed the earthquake on 11 March 2011 in Japan.

Personalivoolavusest:

A common finding in the human resource management literature is that the primary driver of employee turnover involves precipitating events or shocks that spur employees toward making judgments about their job (Holtom, Mitchell, Lee, and Eberly, 2008; Lee, Mitchell, Holtom, McDaniel, & Hill, 1999). Examples of such events include losing a loved one, being passed over for promotion, receiving a job offer, or having an argument with the boss

Tööandja praktikad võivad … nii mõndagi:

By giving employees the ability to control how their roles are performed and creating a willingness to cooperate and share knowledge, strong EF relationships have been shown to decrease shirking and increase motivation, productivity, efficiency and innovation (Gambeta et al., 2019; Harrison et al., 2010), leading to enhanced firm performance (Arthur, 1994; Huselid, 1995; Bae and Lawler, 2000). […] It is also important to note that the trust and commitment that relationshipbased governance mechanisms engender are specific to the individual: once the employee leaves, the relationship is lost. And once lost, it cannot be easily and quickly substituted by another.

Mõned vihjed järeldustest:

our findings provide strong evidence that the departure of SHC leads to a decrease in firm performance. Our results also suggest that firms that have strong EF relationships are more sensitive to SHC departure than those that do not.

Stern, I., Deng, X., Chen, G., & Gao, H. (2021) The “Butterfly Effect” in Strategic Human Capital: Mitigating the Endogeneity Concern About the Relationship Between Turnover and Performance. Strategic Management Journar