Management and Development Process

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Organizations may attract human capital to fill pivotal positions in two ways, namely internal attraction and external attraction. Applying internal recruitment, organizations attract idiosyncratic human capital. Idiosyncratic human capital is exclusively unique to the organization and is defined with such criteria as long experience and internship (intra-organizational training). Yet, by external recruitment, organizations attract the required human capital. Not being exclusively specific to any particular organization, required human capital is deemed inter-organizationally transferable. Such human capital is well-educated and has gone through extra-organizational training. On the other hand, the foundation record of the organization can increase knowledge-base and human capital skills, particularly work experience and intra-organizational training. However, this impact is less than that of the recruitment method. The above conclusions are the findings of this research project conducted in high-tech companies. The data gathering methods included questionnaire and documents survey. Data were analyzed for 11 hypotheses applying statistical software and structural equations.

Keywords: human capital attraction, idiosyncratic human capital, required human capital, foundation record, high-tech companies, human capital architecture

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