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Multilevel human capital assessment system

Yanfeng Tang
- Vol. 15, Iss: 2, pp 87-92
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TLDR
In this article , the authors assess human capital in financial terms, as well as determine the financial value of this asset, but not many managers are able to assess human resources and assess their value.
Abstract
Human capital in any organization is one of the key assets. But not many managers are able to assess human capital in financial terms, as well as determine the financial value of this asset. Most of the organization’s human capital is made up of labor. The amount of this capital is also influenced by the management of human capital itself and culture.

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Features of modern marketing for companies of a creative orientation

TL;DR: In this paper , the authors study how modern marketing for creative companies differs from the marketing approaches of other businesses and highlight the aspects and approaches that the manager should focus on, first of all, for the successful development of sales.
References
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Journal ArticleDOI

The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings.

TL;DR: In this paper, the authors summarized the practical and theoretical implications of 85 years of research in personnel selection and concluded that the most important property of a personnel assessment method is predictive validity: the ability to predict future job performance, job related learning (such as amount of learning in training and development programs), and other criteria.
Journal ArticleDOI

Emergence of the Human Capital Resource: A Multilevel Model

TL;DR: In this article, a multilevel model connecting micro, intermediate, and macro levels of scholarship is proposed for the conceptualization of the human capital resource, which is created from the emergence of individuals' knowledge, skills, abilities, or other characteristics.
Journal ArticleDOI

Drilling for Micro-Foundations of Human Capital–Based Competitive Advantages

TL;DR: In this article, the authors explore how individual-level phenomena underpin isolating mechanisms that sustain human capital-based advantages but also create management dilemmas that must be resolved in order to create value.