INTELLECTUAL CAPITAL AND ITS ROLE IN IMPROVING THE EFFECTIVENESS OF PERSONNEL MANAGEMENT AT ENTERPRISES
Abstract
The article examines the theoretical foundations of intellectual capital and its impact on the effectiveness of personnel management at enterprises in the context of the modern knowledge economy. The main components of intellectual capital, namely human capital, organizational capital and customer (relational) capital, are analyzed in detail in terms of their interaction with human resource management systems and their contribution to the overall strategic potential of the organization. It is established that human capital, embodying the knowledge, skills, creativity and motivation of individual employees, represents the most dynamic and strategically significant component of intellectual capital, which requires targeted investment and systematic development. The leading models of personnel management – the hard (mechanistic), soft (psychosociological) and anthropological models – are examined through the lens of the intellectual capital concept, with the anthropological model identified as the most comprehensive approach that aligns individual employee goals with the strategic objectives and values of the organization. Furthermore, it is demonstrated that the choice of personnel management model directly determines the capacity of an enterprise to accumulate, transfer and renew its intellectual capital, thereby shaping the long-term trajectory of organizational learning and innovation, which in the conditions of accelerating technological change becomes an indispensable prerequisite for sustainable competitive advantage. The key methods for measuring intellectual capital, including financial instruments such as Tobin's Q and VAIP, as well as non-financial tools such as the Skandia Navigator, are systematized and their practical value for HR management decision-making is determined. It is proven that the integration of the intellectual capital concept into the personnel management system requires a fundamental transition from the administrative to the strategic role of the HR function, ensuring full alignment between human resource development initiatives and the broader strategic goals of the enterprise. It is substantiated that systematic and purposeful investments in human capital development, supported by robust knowledge management infrastructure and a culture of continuous learning, constitute a critical strategic factor in enhancing the long-term competitiveness and resilience of enterprises operating in the knowledge economy.
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