ABSTRACT

The development of different sectors globally and regionally continues apace, as the inputs of strategic human capital management on organisational performance are explored by organisational captains, management practitioners and scholars. Invention of new technologies, new equipment, new ways of financial operations, new services are emerging, quality and complexity of products and services are constantly increasing, accompanied by new knowledge in all fields of human activities. New trends and new knowledge arise and are used in the applications and developments of human potentials (Kucharcíková, 2013). Thus, the constantly changing business environments requires firms to strive for superior competitive advantages via dynamic business plans which incorporate creativity and innovativeness orchestrated by pool of dynamic human capital deposits of an organisation. It is safe to say that, it is the intangible abilities and skills of the workforce and the knowledge inherent within the organisation’s structures, routines, systems and processes that contribute towards the knowledge capital of an organisation, providing the intellectual capital that drives differentiation and enhance value. Real life experiences substantiate the assumption that no matter how sophisticated and modern the business activities of the organisation may become, it will be extremely difficult to sustain its growth and effectiveness unless there are strategies that complement its operations, making human capital an indispensable strategic tool that detects the pace of organisational performance (Mahoney & Kor 2015).