Managing institutions workforce encompasses
enormous challenges, which warrants careful assessment of
elements that constitute its effective and efficient management to
ensure outstanding performance, organisational development
and sustainability is enhanced. This study examined procedures
and processes of managing human capital as a strategic source
of sustainable enterprise development and competitive advantage.
In this regard, it reviewed several pieces of literature that
identified considerable elements of human capital management.
This study however employed descriptive quantitative and
correlational methodsfor the collection, classification and
presentation of data, which was obtained through the distribution
of three hundred (300) questionnaires to employees of 2 financial
institutions. Data obtained from survey was analysed using
percentages and Pearson correlation. Results of data analysed
showed that staff capacity building (training and development),
employee engagement and commitment and compensation and
rewards management serves as strategic elements which facilitate
the efficient management of organisations human capital.
Further facts revealed, emphasised that, the judicious
management of aforementioned components reinforces
organisations capacity to strategically position their workforce
for competitive excellence. More findings disclosed that, an
efficient performance management system ensures the conduct of
staff capacity building programmes and the provision of adequate
toolsfacilitate the enhancement of skills and competencies for
effective job performance. Also, recognising employees for their
immense contributions through financial and non-financial
rewards strengthens organisations management capability. In
addition, effective engagement strengthens employer-employee
relationship which supports and improve task, adaptive and
contextual performance. In relation to the foregoing facts about
human capital management, this study is noteworthy to human
capital specialists, general management practitioners, business
consultants and training and development specialists.
Do environmental management systems affect the knowledge management process? The impact on the learning evolution and the relevance of organisational context
