Can human capital be transferred efficiently? Evidence from the F&B companies

IF 2.7 4区 管理学 Q2 MANAGEMENT
Chia-Ning Chiu
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Abstract

Purpose The purpose of this paper is to investigate publicly traded restaurant companies and food & beverage companies from 2014 to 2019 in Taiwan to explore their human capital efficiency. Design/methodology/approach According to the theoretical framework of human capital in micro and macro perspectives, the empirical model is built with two stages; the first stage is to examine the perspective of micro-level human capital theory through determining whether knowledge ability and working experience (proxies for micro-level human capital) can efficiently convert to employee-level output such as salary. The second stage is to test macro-level human capital theory through checking whether company inputs such as salary expenses and benefits expenditures can be efficiently transferred into enterprise annual revenues. Findings The results of this research reveal that the average efficiency score of stage 1 is 73.6% while that of stage 2 is 75.1%; this indicates that micro-level human capital has more room to improve than macro-level human capital. Meanwhile, the findings also demonstrate that there is negative relationship between efficiency score from stage 1 and turnover rate; this implies that companies with higher micro-human capital have lower turnover rates. Furthermore, there is significantly positive relationship between a company's efficiency score from stage 2 and its return on equity (ROE). Originality/value This study contributes to both academia and industry. From a theoretical perspective, the theory of strategic human resources management is applied through the methodology of production theory to examine human capital management efficiency in the restaurant and food and beverage industry. From a practical perspective, this study identifies the factors that assist the restaurant or food and beverage industry retain employees and gain a solid workforce, because manpower is the core resource for an industry and a country to grow sustainably.
人力资本能否有效转移?来自f&b公司的证据
本文的目的是调查上市餐饮公司和食品&从2014年到2019年对台湾饮料企业的人力资本效率进行探讨。根据人力资本微观和宏观的理论框架,实证模型的构建分为两个阶段;第一阶段是通过确定知识能力和工作经验(微观人力资本的代理)是否能够有效地转化为员工层面的产出(如工资)来检验微观人力资本理论的视角。第二阶段是检验宏观层面的人力资本理论,检验工资支出、福利支出等公司投入能否有效转化为企业年收入。研究结果表明:第一阶段的平均效率得分为73.6%,第二阶段的平均效率得分为75.1%;这表明微观层面的人力资本比宏观层面的人力资本有更大的提升空间。同时,研究结果还表明,第一阶段的效率得分与离职率呈负相关;这意味着微观人力资本越高的公司流动率越低。此外,公司在第二阶段的效率得分与其净资产收益率(ROE)之间存在显著的正相关关系。这项研究对学术界和工业界都有贡献。从理论角度出发,运用战略人力资源管理理论,通过生产理论的方法论对餐饮行业的人力资本管理效率进行考察。从实际的角度来看,本研究确定了帮助餐厅或食品和饮料行业留住员工并获得坚实劳动力的因素,因为人力是一个行业和一个国家可持续发展的核心资源。
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来源期刊
CiteScore
5.80
自引率
3.60%
发文量
50
期刊介绍: ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.
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