Article

Aligning Human Capital with Organizational Needs

David P. Lepak, Riki Takeuchi and Juani Swart

in The Oxford Handbook of Human Capital

Published in print January 2011 | ISBN: 9780199532162
Published online May 2011 | | DOI: http://dx.doi.org/10.1093/oxfordhb/9780199532162.003.0014

Series: Oxford Handbooks in Business and Management

Aligning Human Capital with Organizational Needs

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This article focuses on the alignment between human capital (HC) and organizational needs. It focuses on the question of how alignment between HC and organizational strategy influences individual and organizational performance. The starting point for this article is the human-resource architecture proposed by Lepak and Snell (1999), which suggests that firms' decisions to build or buy in HC are influenced by its strategic value and uniqueness. At the individual level of analysis, the article investigates the potential influence of job security/career prospects and the target of an individual's commitment on performance. In a wide-ranging analysis, it questions whether conventional goals of maximizing workforce commitment are necessarily desirable, given that, while core workers and firm's targets of commitment are likely to be in alignment, the targets of commitment for those in job–productivity relationships are more likely to align with their future careers outside the firm.

Keywords: human capital; organizational needs; human-resource architecture; career prospects; job–productivity relationships

Article.  10953 words. 

Subjects: Business and Management ; Organizational Theory and Behaviour ; Business Strategy

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