Handbook of Research on Strategic Human Capital Resources
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Handbook of Research on Strategic Human Capital Resources

Edited by Anthony J. Nyberg and Thomas P. Moliterno

Strategic human capital resources are a relatively new construct with a scholarly literature that is still evolving. Work in this area requires the integration of multiple theoretical perspectives and empirical approaches, but that integration rarely occurs. Within these pages, the editors have combined the voices of leading scholars from a wide range of disciplinary backgrounds to provide a comprehensive introduction to the current state of the field.
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Chapter 16: Building human capital resources: hiring and acquiring

Rebecca R. Kehoe and F. Scott Bentley

Abstract

We aim to advance research on building human capital resources in two ways: by considering a broader array of attributes through which employees might create value in organizations; and by proposing the more explicit assessment of fit of prospective employee attributes relative to other organizational characteristics in the hiring process. First, we explicate three broad categories of employee attributes – knowledge, skills, and abilities (KSAs); personality, values, and interests; and status and social capital – that represent potential sources of value creation for organizations, either at the individual level or the collective level. Next, we highlight the importance of how employee attributes fit with other resources and organizational characteristics in determining the likelihood of actual value creation. We review work on resource complementarities and redundancies in the strategy literature as well as the concepts of horizontal and vertical fit in the SHRM literature.

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