Abstract

In recent decades, there has been an increasing number of studies which converge on the point, that investments in HC contribute positively to a company’s bottom-line. This has given rise to HC Management as a key strategic focus of organizations seeking to achieve and maintain competitive advantage. Arguably, HC Metrics is now considered just as important as financial returns; with the value of the human capital increasing the more the organizations builds up its stock and flow of knowledge. There are a host of theorists which identify the concept and context of HC with varying degrees of relatedness and overlap regarding its key components. Undeniably, there is some amount of discensus around the relationship between Human Capital and Intellectual Capital, as well as contending issues about whether Social Capital is a part of, competing with or complementing HC. Therefore, this study seeks to distil the essence from the debate to determine what are the most critical dimensional elements of HC, that drive and improve organisational value.