Effects of human capital management on the performance of Regional Education Directorate, Kumasi-Ashanti Region
Despite the importance many institutions recently attach to their Human Capital as an asset and partner with whom the long term objectives and goals can be achieved, there is much to be desired. It is perceived that, a lot of Human Capital practices that have been adapted by most organisations have effects on the performance of the organisation in the long run. This dissertation therefore, sought to investigate the existence of Human Capital Practices at the Regional Education Directorate, Kumasi; assessing Human Capital practices, positive work attitude, effects of Human Capital and challenges. The research design for this study was descriptive and the researcher relied on questionnaire as a primary source of gathering data and reviewing available literature a secondary way of gathering information. The researcher applied quantitative method. Most respondents agreed that Human Capital Management practices, training and development, and positive work attitude existed at the Regional Education Directorate, Kumasi. Significant number of respondents realized that there was partiality in the manner compensation and rewards were given, coaching and mentoring was least applied to enhance performance. Majority of respondents were neutral about policies, procedures and decisions. However, the findings revealed that, Human Capital contributes to high performance and also enhances performance. After conducting the research, and making analysis of the data, the researcher recommends that as direct beneficiary of the policies, procedures, and decision, it is fair that employees also participate in taking such decisions so that they will be ready to help implement it. Shadowing, Coaching and Mentoring should be instituted to help develop Human Capital to prevent scarcity of key skills. Again, the researcher recommends that an appraisal system should be instituted to make compensation effective and fair according to an employee‘s performance. Last but not the least, the researcher recommends that, all stakeholders should continue to put in place the right administrative structures to help maintain this healthy and positive finding.
A thesis submitted to the Department of Human Resource and Organisational Development, Kwame Nkrumah University of Science and Technology in Partial Fulfilment of the Requirements for the Award Of MASTER OF BUSINESS ADMINISTRATION (MBA) HUMAN RESOURCE MANAGEMENT–OPTION. 2014