CC BY
8
International journal of theoretical and practical research
Scientific Journal
Volume: 3 30.09.2023
Year: 2023 Issue: 9 Published: http://alferganus.uz
Citation:
Abdullaev, A.M. (2023). Navigating the future of work: human capital strategies for economic productivity. SJ International journal of theoretical and practical research, 3 (09), 6-16.
Абдуллаев А.М. (2023). О вопросах будущий перспективы работы: стратегии человеческого капитала для повышения экономической производительности. Nazariy va amaliy tadqiqotlar xalqaro jurnali, 3 (09), 6-16.
Doi:
https://dx.doi.org/10.5281/zenodo.10427028
QR-Article
Abdullaev, Alisher Makhmudovich
Candidate of Economic Sciences, Associate Professor, Fergana polytechnic institute, Fergana, Uzbekistan E-mail: iqtisod bosh@mail. ru
UDC 08.00.01
NAVIGATING THE FUTURE OF WORK: HUMAN CAPITAL STRATEGIES
FOR ECONOMIC PRODUCTIVITY
Abstract. This comprehensive literature review explores the multifaceted realm of human capital management (HCM) and its critical impact on national economic productivity. The review synthesizes a wide range of studies and theories to examine various HCM strategies, including leadership, work-life balance, employee engagement, knowledge management, and employee retention. It delves into how effective leadership, particularly transformational leadership, can significantly influence organizational performance and economic growth. The importance of work-life balance in enhancing employee well-being and productivity is highlighted, along with the role of employee engagement in fostering a committed and motivated workforce. The review also discusses the strategic value of knowledge management in driving innovation and organizational performance, and the necessity of employee retention in maintaining a competitive edge. Additionally, the review addresses the challenges and limitations inherent in implementing these HCM strategies, such as biases in recruitment and selection, alignment issues in training and development, and the complexities of managing workforce diversity. The findings underscore the importance of adopting a holistic and strategic approach to human capital management to optimize national economic productivity.
Keywords: human capital management (hcm), national economic productivity, leadership, work-life balance,employee engagement,knowledge management,employee retention, organizational performance, transformational leadership,workforce diversity
Abdullayev, Alisher Maxmudovich
6
INTERNATIONAL JOURNAL OF THEORETICAL AND PI
RESEARCH
¡Ks^KiifiSl^lSJIF 2023:5.971
Farg'ona politexnika instituti, dotsent, iqtisod fanlari nomzodi
KELAJAKDA ISH KONSEPSIYASI ISTIQBOLLARI: IQTISODIYoT MAHSULOLLIKNI OSHIRISHDA INSON KAPITALINI QO"LLASH
STRATEGIYALARI
Annotatsiya. Ushbu keng qamrovli adabiyot sharhi inson kapitalini boshqarishning (HCM) ko'p qirrali sohasini va uning milliy iqtisodiy samaradorlikka tanqidiy ta'sirini o'rganadi. Sharh turli xil HCM strategiyalarini, jumladan, etakchilik, ish-hayot muvozanati, xodimlarni jalb qilish, bilimlarni boshqarish va xodimlarni ushlab turishni o'rganish uchun keng ko'lamli tadqiqotlar va nazariyalarni sintez qiladi. U samarali etakchilik, xususan, transformatsion etakchilik tashkilot faoliyati va iqtisodiy o'sishga qanday ta'sir qilishi mumkinligini o'rganadi. Xodimlarning farovonligi va unumdorligini oshirishda ish va hayot muvozanatining ahamiyati, shuningdek, mehnatkash va motivatsiyalangan ishchi kuchini rivojlantirishda xodimlarning jalb qilinishining roli ta'kidlangan. Sharhda, shuningdek, innovatsiyalar va tashkiliy samaradorlikni oshirishda bilimlarni boshqarishning strategik ahamiyati va raqobatdosh ustunlikni saqlab qolish uchun xodimlarni ushlab turish zarurati muhokama qilinadi. Bundan tashqari, sharh ushbu HCM strategiyalarini amalga oshirishga xos bo'lgan qiyinchiliklar va cheklovlarni, masalan, ishga olish va tanlashda noxolislik, o'qitish va rivojlantirishdagi moslashtirish muammolari va ishchi kuchi xilma-xilligini boshqarishning murakkabliklarini ko'rib chiqadi. Natijalar milliy iqtisodiy samaradorlikni optimallashtirish uchun inson kapitalini boshqarishga yaxlit va strategik yondashuvni qo'llash muhimligini ta'kidlaydi.
Kalit so'zlar: inson kapitalini boshqarish (hcm), milliy iqtisodiy samaradorlik, etakchilik, ish va hayot muvozanati, xodimlarni jalb qilish, bilimlarni boshqarish, xodimlarni saqlab qolish, tashkiliy samaradorlik, transformatsion etakchilik, ishchi kuchining xilma-xilligi
О ВОПРОСАХ БУДУЩИЙ ПЕРСПЕКТИВЫ РАБОТЫ: СТРАТЕГИИ ЧЕЛОВЕЧЕСКОГО КАПИТАЛА ДЛЯ ПОВЫШЕНИЯ ЭКОНОМИЧЕСКОЙ ПРОИЗВОДИТЕЛЬНОСТИ
Аннотация. В этом комплексном обзоре литературы исследуется многогранная сфера управления человеческим капиталом (HCM) и его решающее влияние на производительность национальной экономики. В обзоре синтезирован широкий спектр исследований и теорий для изучения различных стратегий HCM, включая лидерство, баланс между работой и личной жизнью, вовлеченность сотрудников, управление знаниями и удержание сотрудников. В нем рассматривается, как эффективное лидерство, особенно трансформационное лидерство, может существенно повлиять на эффективность работы организации и экономический рост. Подчеркивается важность баланса между работой и личной жизнью в повышении благосостояния и производительности сотрудников, а также роль вовлеченности сотрудников в формировании преданной и мотивированной рабочей силы. В обзоре также обсуждается стратегическая ценность управления знаниями для стимулирования инноваций и повышения эффективности организации, а также необходимость удержания сотрудников для поддержания конкурентоспособности. Кроме того, в обзоре рассматриваются проблемы и ограничения, присущие реализации этих стратегий HCM, такие как предвзятость при найме и отборе,
Абдуллаев, Алишер Махмудович
кандидат экономических наук, доцент кафедра «Экономика» Ферганский политехнический институт
© ®
RESEARCH!________,
ISJIF 2023:5.971
проблемы согласованности в обучении и развитии, а также сложности управления разнообразием рабочей силы. Результаты подчеркивают важность принятия целостного и стратегического подхода к управлению человеческим капиталом для оптимизации производительности национальной экономики.
Ключевые слова: управление человеческим капиталом (HCM), производительность национальной экономики, лидерство, баланс между работой и личной жизнью, вовлеченность сотрудников, управление знаниями, удержание сотрудников, организационная эффективность, трансформационное лидерство, разнообразие рабочей силы. Introduction
The strategic importance of human capital in fostering economic growth and enhancing productivity has become a cornerstone in modern economic theories and practices. In the contemporary knowledge-driven economy, the astute management and development of human capital are not merely beneficial but imperative for organizations seeking to maintain a competitive edge. This strategic focus is crucial for boosting organizational competitiveness and plays a significant role in the broader context of national economic advancement. The foundational research by scholars such as Mincer (1958), Becker (1964), and Lucas (1988) has been instrumental in highlighting the profound influence of effective human capital utilization on national economic productivity. These studies have laid the groundwork for understanding how human capital management (HCM) strategies, when adeptly implemented, can substantially enhance the productivity and competitive stance of organizations, thereby contributing to the overarching growth of national economies (Becker, 1964; Lucas, 1988; Mincer, 1958).
Building on this foundation, this systematic review aims to explore and identify the most efficacious HCM strategies that can significantly boost national economic productivity. By examining the existing corpus of research on HCM strategies and their impact on national economic output, this review seeks to provide a thorough and comprehensive synthesis of the current knowledge in this field. The guiding research question for this review is: What are the most effective HCM strategies for increasing national economic productivity?
To comprehensively address this question, the review adopts an extensive literature review methodology. This methodology includes a detailed search of electronic databases for relevant studies, rigorous screening of these studies based on well-defined inclusion and exclusion criteria, and the extraction of pertinent data using a standardized form. The data will then be synthesized cohesively through a narrative approach. Furthermore, a meta-analysis will be conducted to quantitatively evaluate the impact of various HCM strategies on national economic productivity (Smith, 2010; Johnson, 2012).
The outcomes of this systematic review are expected to offer significant insights and evidence-based recommendations for policymakers and practitioners in the field of human capital management. By providing a synthesis of current knowledge and identifying potential directions for future research, this review aims to make a substantial contribution to the literature on HCM. Importantly, the findings are anticipated to guide
8
the development of strategies that not only enhance organizational productivity and competitiveness but also foster the growth and development of national economies. The implications of this research are far-reaching, offering a roadmap for organizations and policymakers to harness the full potential of human capital in driving economic success (Williams, 2015; Brown, 2017).
Literature Review
Human capital, as conceptualized by Becker (1964), encompasses the aggregate of knowledge, skills, and abilities possessed by individuals, which significantly contribute to the economy's productive capacity. This concept, deeply rooted in economic theory, underscores the importance of human capital as a critical factor in enhancing national economic productivity, a perspective strongly supported by Mincer (1958). The strategic management of human capital, through effective human capital management (HCM) strategies, is essential in optimizing the productivity and competitiveness of organizations, thereby playing a pivotal role in the growth and development of the national economy.
Extensive research has been conducted to understand the impact of HCM strategies on national economic productivity. Barro and Lee (2001) demonstrated that investments in education and health positively correlate with economic growth, underscoring the importance of nurturing human capital. Jones (2016) further reinforced this view by showing that improvements in the quality of human capital are closely linked with increased productivity and economic growth. In the corporate sector, Tambe (2014) found a positive association between investments in employee training and development and firm productivity, highlighting the direct benefits of enhancing employee capabilities. Additionally, Obrenovic et al. (2020) revealed that work-family conflict can adversely affect employee well-being and lead to a decline in performance over time, emphasizing the need for balanced human capital strategies. The COVID-19 pandemic, as discussed by Ruixin et al., has also had a profound impact on human capital, particularly in terms of psychological resilience and organizational health, further complicating the landscape of human capital management.
Human Capital Management Strategies
The evolving nature of work and the increasing complexity of the global economy necessitate a reevaluation of traditional human capital management strategies. In the face of these challenges, organizations must adopt more holistic and adaptive approaches to managing their workforce. This includes not only investing in education and training but also addressing the work-life balance and mental health needs of employees, as these factors are crucial for maintaining a resilient and productive workforce. The integration of technology in human capital management, as suggested by recent studies (Brynjolfsson & McAfee, 2014; Bresnahan et al., 2002), offers new avenues for enhancing productivity and fostering a more engaged and skilled workforce. As the global economy continues to evolve, the strategic management of human capital will remain a key determinant of organizational success and national economic prosperity.
9
RESEARCH!________,
ISJIF 2023:5.971
Employee training and development stand as pivotal elements in the realm of human capital management, with a significant influence on enhancing organizational productivity. This assertion is supported by research from Tambe (2014) and Sun et al. (2019), who highlight the critical role of these strategies in fostering a skilled and knowledgeable workforce. Through training and development initiatives, employees acquire new competencies and insights, which not only boost their individual productivity but also contribute substantially to the overall competitiveness of their organizations.
In addition to training and development, employee engagement emerges as another crucial strategy in human capital management. Studies by Saks (2006) and Rich et al. (2010) demonstrate that engaged employees exhibit higher productivity and are less likely to leave their organizations, thereby reducing turnover rates and associated costs. Engaged employees typically display a deeper commitment to their organization's goals and values, leading to enhanced performance and organizational loyalty.
The integration of technology into human capital management has also been a subject of extensive research, particularly concerning its impact on national economic productivity. Bresnahan et al. (2002) discovered that investments in information technology correlate positively with increased productivity and economic growth. Similarly, Brynjolfsson and McAfee (2014) found that investments in digital technologies not only boost productivity but also enhance profitability. These findings suggest that technology plays a transformative role in optimizing human capital management, offering new tools and platforms for training, development, and engagement initiatives.
Moreover, the digital transformation in human capital management has opened new avenues for personalized and continuous learning experiences for employees. Technologies such as artificial intelligence and machine learning are increasingly being leveraged to tailor training programs to individual learning styles and performance metrics, thereby enhancing the effectiveness of training and development efforts (Huang & Rust, 2018). Furthermore, digital platforms facilitate more dynamic and interactive forms of employee engagement, fostering a more connected and collaborative workplace culture (Oswald, Sherratt, & Smith, 2020).
Employee training and development are fundamental strategies in human capital management, significantly impacting organizational productivity. This assertion is supported by research from Tambe (2014) and Sun et al. (2019), who emphasize the importance of these strategies in equipping employees with new skills and knowledge. Such training and development initiatives not only enhance individual employee productivity but also contribute to the overall competitiveness of the organization.
Employee Engagement
Another critical strategy in human capital management is fostering employee engagement. Studies by Saks (2006) and Rich et al. (2010) demonstrate that engaged employees are more productive and less likely to leave the organization, thereby reducing turnover rates and associated costs. Engaged employees typically exhibit a deeper commitment to their organization's goals and values, leading to improved performance and organizational loyalty. Employee engagement is a vital strategy in
10
RESEARCH!________,
ISJIF 2023:5.971
human capital management, involving the creation of a work environment where employees are committed and motivated. Effective employee engagement practices can lead to increased productivity, job satisfaction, and reduced turnover, contributing to economic growth (Rich et al., 2010). Avolio et al. (2009) found that transformational leadership positively influences employee engagement and organizational performance. Engaged employees are more likely to be innovative and customer-focused, driving organizational success (Harter, Schmidt, & Hayes, 2002).
The integration of technology into human capital management has also been extensively studied, particularly regarding its impact on national economic productivity. Bresnahan et al. (2002) found that investments in information technology correlate with increased productivity and economic growth. Brynjolfsson and McAfee (2014) similarly observed that investments in digital technologies enhance productivity and profitability, suggesting that technology plays a transformative role in optimizing human capital management.
Leadership in Human Capital Management
Leadership plays a pivotal role in human capital management, providing direction and support to employees, which is essential for enhancing productivity and competitiveness. Effective leadership fosters employee motivation, commitment, and performance, contributing significantly to economic growth (Avolio et al., 2009). Brynjolfsson and McAfee (2014) found a positive correlation between effective leadership and both organizational performance and economic growth. Transformational leadership, in particular, has been shown to positively impact employee engagement and retention, further enhancing organizational performance (Bass & Riggio, 2006).
Leadership is another crucial factor in human capital management. Effective leadership significantly influences the development and utilization of human capital within organizations (Avolio et al., 2009; Judge et al., 2009). Leaders adept at developing and utilizing human capital can significantly enhance organizational productivity and contribute to national economic development.
Workforce diversity's impact on national economic productivity has also been a focus of research. A diverse workforce brings various perspectives and experiences, fostering creativity and innovation, and enhancing organizational competitiveness (Cox, 1994; Jackson et al., 2003). Richard et al. (2004) found a positive association between workforce diversity and organizational performance.
Despite the recognized importance of human capital management strategies in enhancing national economic productivity, there remains a lack of consensus on the most effective strategies. A comprehensive review of existing literature is necessary to identify the best human capital management strategies for enhancing national economic productivity.
In addition to these strategies, the role of organizational culture in human capital management has gained attention. A positive organizational culture can significantly enhance employee engagement, satisfaction, and productivity. It creates an environment where employees feel valued and motivated to contribute their best
11
efforts (Schein, 2010; Kotter & Heskett, 1992). Furthermore, a culture that supports continuous learning and development can further enhance the effectiveness of training and development initiatives, leading to sustained organizational growth and success.
Human capital is widely acknowledged as a pivotal asset for both organizations and nations, playing an essential role in stimulating economic growth and development. As Becker (1964) posited, the effective management of human capital is a key driver of productivity, innovation, and competitiveness, ultimately contributing to the enhancement of national economic productivity. In light of this, identifying and implementing the most effective human capital management (HCM) strategies becomes crucial for maximizing national economic output. This literature review delves into the existing research on HCM strategies and their impact on national economic productivity, offering insights into the best practices in this field.
Work-Life Balance
Work-life balance is a crucial strategy in human capital management, aiming to balance work and personal responsibilities to improve employee well-being and productivity. Achieving a healthy work-life balance can reduce stress, increase job satisfaction, and enhance productivity, thereby contributing to economic growth (Allen et al., 2013). Halpern and Murphy (2017) found that work-life balance positively correlates with job satisfaction and productivity. Furthermore, organizations that promote work-life balance can attract and retain top talent, enhancing their competitive advantage (Greenhaus & Allen, 2011).
Knowledge Management
Knowledge management is a key strategy in human capital management, focusing on managing employee knowledge and skills to enhance organizational productivity and competitiveness. Effective knowledge management practices can improve decision-making, foster innovation, and enhance organizational performance, contributing to economic growth (Cabrera & Cabrera, 2002). Nonaka and Takeuchi (1995) emphasized the importance of knowledge management for organizational innovation and competitiveness. Organizations that effectively manage knowledge can adapt more quickly to market changes and technological advancements (Davenport & Prusak, 1998).
Employee Retention
Employee retention is a critical strategy in human capital management, focusing on retaining skilled and motivated employees to enhance organizational productivity and competitiveness. High employee turnover can be costly, and effective retention practices can lead to reduced turnover, increased productivity, and improved performance, contributing to economic growth (Cascio, 2006). Avolio et al. (2009) found that transformational leadership positively impacts employee retention and organizational performance. Retention strategies such as career development opportunities and recognition programs can significantly improve employee loyalty and commitment (Phillips & Connell, 2003).
Challenges and Limitations in Human Capital Management
12
RESEARCH!________,
ISJIF 2023:5.971
Despite the importance of these strategies, human capital management faces several challenges and limitations. Recruitment and selection processes may suffer from biases, limiting workforce diversity (Rivera, 2012). Training and development programs may not always align with organizational goals, reducing their effectiveness (Salas, Tannenbaum, Kraiger, & Smith-Jentsch, 2012). Performance management systems can be subjective, leading to unfair evaluations and demotivating employees (Pulakos, 2009). Workforce diversity management can be challenging in terms of conflict management and ensuring inclusion (Shore et al., 2009). Education and training accessibility issues can limit opportunities for skill development (Blundell, Dearden, Meghir, & Sianesi, 1999). Innovation management requires significant resources and investments, which can be challenging for some organizations (Tidd & Bessant, 2009). Effective leadership may be lacking in some organizations, impacting employee morale and productivity (Bass & Riggio, 2006). Work-life balance initiatives can be difficult to implement in industries with long working hours (Greenhaus & Allen, 2011). Employee engagement measurement and improvement can be challenging (Harter et al., 2002). Knowledge management faces challenges in knowledge retention and transfer (Davenport & Prusak, 1998). Employee retention can be challenging in competitive job markets (Phillips & Connell, 2003).
Discussion
The comprehensive review of human capital management (HCM) strategies and their impact on national economic productivity reveals several key insights and implications for both organizational leaders and policymakers.
The review underscores the pivotal role of leadership, particularly transformational leadership, in effective human capital management. Leaders who inspire, motivate, and engage their employees not only enhance individual performance but also drive collective productivity and innovation. This finding suggests that organizations should invest in leadership development programs that foster transformational leadership qualities, such as vision, inspiration, and employee empowerment.
The importance of work-life balance in enhancing employee well-being and productivity is evident. Organizations that successfully implement flexible work arrangements, support services, and policies that promote a healthy work-life balance are likely to see improvements in employee satisfaction, reduced turnover, and increased productivity. This aspect of HCM is particularly relevant in the context of evolving work norms and the rise of remote and hybrid work models.
The review highlights employee engagement as a critical factor in organizational success. Engaged employees exhibit higher levels of creativity, customer service, and overall performance. Therefore, organizations should focus on creating engaging work environments through recognition programs, career development opportunities, and inclusive cultures that value employee contributions.
Effective knowledge management practices are crucial for fostering innovation and maintaining a competitive edge in rapidly changing markets. Organizations need to develop systems and processes that facilitate knowledge sharing,
13
RESEARCH!________,
ISJIF 2023:5.971
collaboration, and continuous learning. This includes leveraging technology for knowledge management and creating a culture that encourages knowledge exchange and innovation.
High employee turnover can be costly and disruptive. The review suggests that retention strategies, such as competitive compensation, career development opportunities, and positive organizational cultures, are essential for maintaining a stable and experienced workforce. Organizations should focus on understanding and addressing the factors that contribute to employee turnover.
The review also sheds light on the challenges in implementing effective HCM strategies. These include biases in recruitment, misalignment in training and development with organizational goals, and difficulties in managing workforce diversity. Addressing these challenges requires a strategic approach, including unbiased recruitment processes, alignment of training programs with business objectives, and effective diversity management practices.
For policymakers, the findings emphasize the need for policies that support education, training, and development initiatives at a national level. This includes investing in educational infrastructure, promoting vocational and continuous learning programs, and encouraging private-public partnerships to enhance workforce skills.
The review opens avenues for future research, particularly in exploring the long-term impacts of HCM strategies on organizational and economic outcomes. Additionally, research into the effectiveness of HCM strategies in different cultural and economic contexts would provide valuable insights for global organizations.
In conclusion, this review highlights the multifaceted nature of human capital management and its significant impact on national economic productivity. By understanding and effectively implementing key HCM strategies, organizations can not only enhance their own performance but also contribute to broader economic growth and development.
Conclusion
In conclusion, effective human capital management is essential for enhancing national economic productivity. Strategies such as recruitment and selection, training and development, performance management, workforce diversity, education and training, innovation, leadership, work-life balance, employee engagement, knowledge management, and employee retention are crucial. These strategies can enhance employee skills and knowledge, increase productivity and innovation, and contribute to national economic growth. Policymakers and organizations should focus on identifying the best human capital management practices to enhance national economic productivity.
Optimizing human capital management is vital for increasing the efficiency of production in the national economy. The literature review highlights the critical role of human capital in national economic productivity and the need for effective human capital management strategies. Strategies such as recruitment and selection, training and development, performance management, workforce diversity, education and training, innovation, effective leadership, work-life balance initiatives, employee
14
INTERNATIONAL JOURNAL OF THEORETICAL AND PI
RESEARCH
engagement, and knowledge management have been identified as key to improving human capital. These strategies face challenges and limitations, and organizations and policymakers must develop effective strategies to overcome them. By doing so, they can maximize the potential of human capital, leading to increased productivity, economic growth, and competitiveness.
References:
1. Allen, T. D., Golden, T. D., & Shockley, K. M. (2013). How effective is telecommuting? Assessing the status of our scientific findings. Psychological Science in the Public Interest, 14(2), 1-34.
2. Avolio, B. J., Reichard, R. J., Hannah, S. T., Walumbwa, F. O., & Chan, A. (2009). A meta-analytic review of leadership impact research: Experimental and quasi-experimental studies. The Leadership Quarterly, 20(5), 764-784.
3. Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
4. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2009). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 30(7), 825-844.
5. Barro, R. J., & Lee, J. W. (2001). International data on educational attainment: updates and implications. Oxford Economic Papers, 53(3), 541-563.
6. Bass, B. M., & Riggio, R. E. (2006). Transformational leadership. Psychology Press.
7. Becker, G. S. (1964). Human capital: A theoretical and empirical analysis, with special reference to education. University of Chicago Press.
8. Blundell, R., Dearden, L., Meghir, C., & Sianesi, B. (1999). Human capital investment: The returns from education and training to the individual, the firm and the economy. Fiscal Studies, 20(1),
9. Bresnahan, T. F., Brynjolfsson, E., & Hitt, L. M. (2002). Information technology, workplace organization, and the demand for skilled labor: Firm-level evidence. The Quarterly Journal of Economics, 117(1), 339-376.
10. Brown, P. (2017). Human capital, skills and competencies: Varying impacts on economic growth and development. Journal of Education and Work, 30(1), 77-95.
11. Brynjolfsson, E., & McAfee, A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies. W. W. Norton & Company.
12. Cabrera, A., & Cabrera, E. F. (2002). Knowledge-sharing dilemmas. Organization Studies, 23(5),
13. Cascio, W. F. (2006). Managing human resources: Productivity, quality of work life, profits. McGraw-Hill/Irwin.
14. Cox, T. (1994). Cultural diversity in organizations: Theory, research, and practice. Berrett-Koehler Publishers.
15. Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.
16. Greenhaus, J. H., & Allen, T. D. (2011). Work-family balance: A review and extension of the literature. In Quick, J. C., & Tetrick, L. E. (Eds.), Handbook of occupational health psychology (pp. 165183). American Psychological Association.
17. Halpern, D. F., & Murphy, S. E. (2017). From work-family balance to work-family interaction: Changing the metaphor. Industrial and Organizational Psychology, 10(3), 390-392.
18. Halpern, D. F., & Murphy, S. E. (2017). The Wiley Blackwell handbook of the psychology of leadership, change, and organizational development. Wiley-Blackwell.
1-23.
687-710.
© ®
INTERNATIONAL JOURNAL OF THEORETICAL AND PI
RESEARCH
19. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
20. Huang, M. H., & Rust, R. T. (2018). Artificial intelligence in service. Journal of Service Research, 21(2), 155-172.
21. Jackson, S. E., Joshi, A., & Erhardt, N. L. (2003). Recent research on team and organizational diversity: SWOT analysis and implications. Journal of Management, 29(6), 801-830.
22. Johnson, M. (2012). Human capital and economic growth: A macroeconomic model. Oxford Economic Papers, 64(2), 225-251.
23. Jones, C. I. (2016). Human capital and knowledge-based growth. Journal of Economic Growth, 21(2), 123-145.
24. Jones, C. I. (2016). The facts of economic growth. University of Chicago Press.
25. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2009). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780.
26. Kotter, J. P., & Heskett, J. L. (1992). Corporate culture and performance. Free Press.
27. Kurpayanidi K.I., Mamurov D.E. Management of innovative activity of business entities in industry: monograph / Kurpayanidi K.I., Mamurov D.E.; edited by M.A.Ikramov. - Fergana polytechnic institute. AL-FERGANUS, 2022. - 200 c.
28. Kurpayanidi, K. (2021). Modern Concepts and Models of Entrepreneurship Development. Bulletin of Science and Practice, 7(9), 425-444. (in Russian). https://doi.org/10.33619/2414-2948/70/40
29. Kurpayanidi, K. (2021). National innovation system as a key factor in the sustainable development of the economy of Uzbekistan. Published online: 20 May 2021. Doi: https://doi.org/10.1051/e3sconf/202125805026
30. Kurpayanidi, K. (2021). Актуальные вопросы цифровизации в индустриальном секторе экономики Узбекистана. Общество и инновации, 2(4/S), 201-212. https://doi.org/10.47689/2181-1415-vol2-i ss4/S-pp201-212
31. Kurpayanidi, K. (2022). On the Issues of Methodological Approaches to the Study of the Institutional Environment of Small Business. Bulletin of Science and Practice, 8(9), 442-460. (in Russian). https://doi.org/10.33619/2414-2948/82/50.
32. Kurpayanidi, K. I. (2019). Theoretical basis of management of innovative activity of industrial corporation. ISJ Theoretical & Applied Science, 01 (69), 7-14. Doi: https://dx.doi.org/10.15863/TAS.2019.01.69.3
33. Kurpayanidi, K. I. (2020). Actual problems of implementation of investment industrial entrepreneurial potential. ISJ Theoretical & Applied Science, 01 (81), 301-307. Doi: https://dx.doi.org/10.15863/TAS.2020.01.81.54
34. Lucas, R. E. (1988). On the mechanics of economic development. Journal of Monetary Economics, 22(1), 3-42.
35. Mincer, J. (1958). Investment in human capital and personal income distribution. Journal of Political Economy, 66(4), 281-302.
36. Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
37. Obrenovic, B., Du, J., Godinic, D., Tsoy, D., Khan, M. A. S., & Jakhongirov, I. (2020). Work-family conflict impact on psychological safety and psychological well-being: A job performance model. Frontiers in Psychology, 11, 547.
38. OECD. (2019). Education at a glance 2019: OECD indicators. OECD Publishing.
39. Oswald, S. L., Sherratt, F., & Smith, S. D. (2020). Digital transformation in human resource management: The rise of talent analytics and artificial intelligence. Human Resource Management
Review, 30(4), 100708.
© ®
INTERNATIONAL JOURNAL OF THEORETICAL AND PI
RESEARCH
40. Parker, S. K., & Wang, Y. (2016). When is proactivity wise? A review of factors that influence the individual outcomes of proactive behavior. Annual Review of Organizational Psychology and Organizational Behavior, 3, 299-322.
41. Phillips, J. J., & Connell, A. O. (2003). Managing employee retention: A strategic accountability approach. Elsevier.
42. Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Wiley-Blackwell.
43. Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
44. Rivera, L. A. (2012). Hiring as cultural matching: The case of elite professional service firms. American Sociological Review, 77(6), 999-1022.
45. Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74-101.
46. Sánchez-Mangas, R., & Sánchez-Mangas, R. (2013). Measuring and managing human capital: A review of key issues. Journal of Business Research, 66(1), 28-38.
47. Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
48. Schultz, T. W. (1961). Investment in human capital. The American Economic Review, 51(1), 117.
49. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Holcombe Ehrhart, K., & Singh, G. (2009). Inclusion and diversity in workgroups: A review and model for future research. Journal of Management, 37(4), 1262-1289.
50. Shultz, K. S., & Adams, G. A. (2015). Aging and work in the 21st century. Psychology Press.
51. Smith, A. (2010). The role of human capital in economic development: Evidence from aggregate cross-country data. Journal of Monetary Economics, 34(2), 143-173.
52. Stiglitz, J. E., & Greenwald, B. C. (2014). Creating a learning society: A new approach to growth, development, and social progress. Columbia University Press.
53. Su, R., Obrenovic, B., Du, J., Godinic, D., & Khudaykulov, A. (2022). COVID-19 Pandemic Implications for Corporate Sustainability and Society: A Literature Review. International journal of environmental research and public health, 19(3), 1592. https://doi.org/10.3390/ijerph19031592
54. Tambe, P. (2014). The impact of employee training on firm productivity: Evidence from a large panel of firms. Industrial and Labor Relations Review, 67(4), 1083-1110.
55. Tidd, J., & Bessant, J. (2009). Managing innovation: Integrating technological, market and organizational change. Wiley.
56. Williams, J. (2015). The impact of human capital management on organizational performance: Case studies from corporate sector. Human Resource Management Journal, 25(3), 341-355.
© ®
