Non-monetary stimulation of staff: A case study of businesses in the developing market

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Abstract

In this paper, we have examined the topic related to staff stimulation, more specifically, what does it include and why is staff stimulation done? How does it affect workers? What are the challenges and achievements of the training? This paper is based on the research of Kabashi et al. (2015), Jusufi and Ramaj (2020). It is known that stimulation is an important tool for staff development, it is of great importance due to the extraordinary rate of change in the internal and external organizational environment. It is important to ensure that the business is complying with competition rules, this can be achieved through ongoing training. We also organized a survey regarding the expectations from the training, and the experience gained and the results provide answers that prove the theses about the impact of stimulation and motivation on the efficiency and authority that will have during the performance of operational works. The managerial staff of businesses has approximate expectations with benefits and results, proving the thesis that in addition to objective stimulation and motivation such as salary, the staff also needs subjective stimulation by training, evaluating, and feeling important within the business where they work.

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Capital in the Twenty-First Century

Thomas Piketty (2014)

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The Resource-Based View of the Firm, Human Resources, and Human Capital: Progress and Prospects

Barry Gerhart, Jie Feng (2021)

We describe the interplay between the resource-based view (RBV) and strategic human resources (HR)/human capital (HC) literatures in select areas of particular interest. In each area, we aim to highlight key issues, review relevant evidence where available, and identify future research needs. We begin by reviewing research on HR-related firm heterogeneity. We then discuss best practices in HR, including evidence of the large apparent value they create. We also consider different views on the value and ease of imitation of best practices, including implementation challenges. Next, we briefly address the key roles of microfoundations and complementarity in helping understand the potential for value creation and value capture through the use of best practices. We then ask whether the use of best practices in the pursuit of competitive parity might warrant greater attention as this may be where the largest potential gains can be made. Finally, we consider a number of developments in the strategic HC literature, especially those related to firm-specific human capital (FSHC). We raise questions with views on issues such as the consequences of FSHC for workers; the definition and measurement of FSHC; whether worker immobility, a key to value capture, is good from a social return (or even a firm) return perspective; and the relative emphasis on value capture and value creation.