MANAGEMENT AND ADMINISTRATION OF HUMAN CAPITAL IN RURAL ENTREPRENEURSHIP IN THE CONTEXT OF ESG APPROACHES: MECHANISMS FOR ENSURING SUSTAINABLE DEVELOPMENT OF TERRITORIES
DOI:
https://doi.org/10.32782/ecovis/2026-1-3Keywords:
human capital, rural entrepreneurship, ESG approaches, sustainable territorial development, personnel management, administration, social responsibility, human resources potentialAbstract
The article examines the theoretical and methodological foundations of human capital management and administration in rural entrepreneurship in the context of ESG approaches. It is substantiated that under conditions of war-related instability, structural transformations of the agrarian sector, labour market imbalances, demographic losses and intensified European integration, human capital acquires strategic significance as a determinant of the adaptability, competitiveness and long-term sustainability of rural entrepreneurial structures. The study proves that human capital in rural entrepreneurship should be interpreted not only as a resource of production activity, but also as a key factor in innovation capacity, social stability, institutional resilience and balanced territorial development. Particular attention is paid to the integration of environmental, social and governance principles into the system of personnel management and personnel administration. It is argued that ESG-oriented approaches create preconditions for combining economic efficiency with social responsibility, ecological balance and transparent corporate governance. The paper identifies the main mechanisms for ensuring sustainable territorial development through human capital management, including strategic planning of workforce development, personnel administration procedures, assessment of personnel and social risks, development of environmentally oriented competences, implementation of socially responsible personnel policy, expansion of partnership with local communities, educational institutions and stakeholders, as well as investment in the preservation and reproduction of labour potential in rural areas. It is emphasized that effective personnel administration should no longer be limited to documentary and regulatory support of labour relations, but must function as an instrument for implementing strategic decisions related to the development, motivation, retention and social protection of employees. The results obtained make it possible to substantiate the need for an integrated model of human capital management in rural entrepreneurship, within which ESG principles are transformed into practical managerial and administrative tools aimed at strengthening local resilience, improving the quality of life of the rural population and ensuring the sustainable development of territories.
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