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Human capital is a significant element in the attainment of sustained competitive advantage and economic survival of organizations. The study explored whether human capital mediates the nexus of human resource management practices and organizational performance. A field study was conducted among 11 internationally and 4 indigenously owned banks. The hypothesized relationships were supported by the data. The results show that the association between selective staffing with the levels of human capital was significant. The results also show that the levels of human capital influenced organizational performance significantly. The results further show that human capital mediated the nexus of HRM practices and organizational performance. The generalizability of the results obtained may be constrained since the present study focused on the banking industry. The study suggests the creation and maintenance of valuable human capital promote competitiveness and sustained competitive advantage. The study contributes to the extant literature by empirically evidencing that human capital mediated the nexus of HRM practice and organizational performance.  

Core values are critical to an organization’s identity, mission, strategy, and success.  Harmonizing personal values and the core values espoused by the organization addresses congruence gaps and ensures that the actions of employees are consistent and aligned with organizational strategies. This study aims to identify the HR management practices of a University in Manila, Philippines that promote the congruence between the personal values of employees and the core values of the organization.  The qualitative research methodology was utilized to identify practices in the areas of Recruitment and Selection, Performance Management System, and Training and Development that promote congruence of values.  Semi-structured interviews of key University officials were conducted using open-ended questions. A review of relevant and pertinent documents was also undertaken. The three identified HR functional areas are highlighted because these are critical in the selection, motivation, and retention of high-quality employees.  Leveraging HR management practices to promote congruence entails that the values of the organization are well-defined.  Employees must understand how these are translated into workplace behaviors and actions.  It must be clearly laid down how these relate to their performance and the impact these have on the achievement of the overall goals of the organization.

Employee turnover poses a significant challenge for South African municipalities, particularly for retaining tacit organisational knowledge. Therefore, this study assessed how employee turnover impacts organisational tacit knowledge retention in South African municipalities. The study uses secondary data analysis to examine employee turnover in critical positions in various municipalities in South Africa, such as senior management and those earmarked as scarce skills. The findings of this study show that employee turnover significantly negatively impacts tacit organisational knowledge. The findings further revealed that turnover exacerbates the retention of the organisational knowledge gap within municipalities, often leading to diminished service quality and increased operational costs such as recruitment and use of service consultants. Furthermore, the study highlights the gap between rhetoric (policies) and actual practice (implementation) in addressing the issues of service quality and operational costs, noting that existing retention strategies and knowledge management approaches often need to be revised. Questioning the effectiveness of retention strategies, the paper suggests that municipalities require more proactive and innovative approaches to manage turnover and organisational tactical knowledge retention to enhance public service delivery continuity and organisational sustainability. Furthermore, municipalities should integrate retention strategies such as succession planning, continuous training, leadership, and mentorship programmes into a broader municipal governance framework.

This paper examines various models of entrepreneurship in the recruiting, managing, and organizing of Human Resources of an enterprise or organization. It adds to the growing body of literature in entrepreneurship by reviewing literature that examines the relationship between entrepreneurship and the Human resource management practice. It examines the theoretical framework that underpins the relationship between HRM and entrepreneurship. The study introduces strategic HRM as an entrepreneurial strategy whereby employees are applied as instruments needed to fully accomplish organizational objectives. It concludes that in starting a new firm or maintaining an already established organization where resources are limited, entrepreneurship and the role of an entrepreneur becomes a crucial management function in the selection and personal development of the human resource competencies. Organizations are therefore encouraged to imbibe the role of entrepreneurship in the managing of Human Resources in order to drive innovativeness, lead change, and make continuous improvements.

The study sought to determine the influence of human resource planning on firm performance of firms listed in the Nairobi Securities Exchange in Kenya. The study was anchored on human capital theory and shareholder value maximization theory. The research design used was a cross-sectional survey while the study population constituted all the 68 listed firms at the Nairobi Stock Exchange (NSE) as in May 2017. The target population included the head of human resources and finance directors in all the listed firms. The sample size comprised of 136 respondents, and data was collected through structured questionnaires to meet the objectives of the study. Responses were tabulated, coded, and processed by the use of a computer Statistical Package for Social Science (SPSS) to analyze the data. Both descriptive and inferential statistical techniques were used to analyze the data. To test hypotheses, a simple linear model was used to test significance between the independent and dependent variable. The study findings revealed that the relationship between human resource planning and firm performance was positive and statistically significant and hence rejected the null hypothesis. The study concluded that the type and strategy of the firm, succession planning, matching skills with jobs and skills inventory are human resource planning indicators influencing the performance of firms listed in the NSE. It is therefore recommended that firms should continue to practice and maintain adequate human resource planning as it plays a fundamental role in achieving the objectives of the organizations.

Employee retention remains a critical concern across corporate sectors due to its far-reaching implications for operational efficiency, institutional knowledge preservation, and sustained organisational performance. This systematic literature review examines contemporary approaches to addressing employee retention challenges, with a specific focus on the manufacturing, healthcare, and tech industries. Drawing on peer-reviewed publications from 1998 to 2025, the study identifies and synthesises the primary drivers of employee turnover, while evaluating evidence-based strategies employed to mitigate it. The findings reveal that while financial incentives continue to play a foundational role in employee retention, they are increasingly insufficient in isolation. Sector-specific dynamics, such as labour inflexibility in manufacturing, emotional burnout in healthcare, and innovation fatigue in technology-intensive environments, necessitate tailored and context-sensitive retention strategies. Emerging themes identified include the growing influence of employee engagement initiatives, adaptive leadership practices, flexible work arrangements, and the strategic integration of technology in supporting retention goals. Notably, the review highlights a significant gap in the literature concerning psychological and behavioural dimensions of retention. Despite their demonstrated importance, factors such as intrinsic motivation, emotional well-being, and workplace stress remain underexplored. Addressing these elements is essential to formulating holistic, human-centred retention models. The study concludes by advocating for industry-aligned, psychologically informed, and adaptable frameworks that can respond to the evolving dynamics of modern organisational environments.  

Entrepreneurial companies depend on their ability to create innovative and improved products and services and be capable of moving quicky in the event of market opportunities. Unless the appropriate people are present and well-managed, competitive advantages become hard to sustain. Lesotho agribusiness companies are not different. The government recognizes agriculture as a very significant sector due to its huge contribution to employment creation. Despite its significance, agricultural companies in Lesotho struggle with several Human Resource Management challenges that stem from both global agricultural trends and Lesotho’s specific context. This article examines these challenges through the lens of selected small scale farms within Maseru District. The findings of the study confirm that HRM challenges in small-scale family-owned farms in Lesotho are consistent with those outlined in broader agricultural literature. Issues such as job insecurity, casual recruitment, limited training, poor performance evaluation, and ineffective communication result in workforce instability and inefficiencies were identified. To address these issues, systematic recruitment practices should also be applied and these farms should implement written employment contracts for enhanced job security. Formal training sessions coupled with collaboration with agricultural schools would improve the skill set of employees.

This study provides a comprehensive review of recent academic literature (from 2017 onwards) that investigates the essential connection between workforce management and strategic business objectives. The review integrates a diverse array of studies that emphasise the complex nature of human capital, which includes employee skills, knowledge, motivation, and engagement, and their influence on organisational performance. A key focus of the discussion is the importance of leadership in establishing a clear strategic vision, nurturing a culture of communication, and encouraging employee participation in decision-making processes. Additionally, the study examines the transformative potential of data-driven human resource practices, such as people analytics, in identifying skill deficiencies, enhancing talent management, and facilitating evidence-based workforce planning. Despite these advancements, challenges like organizational silos, misaligned incentives, and resistance to change continue to pose significant barriers. The findings indicate that effective alignment necessitates a holistic approach that merges strategic HR leadership, continuous professional development, cultural flexibility, and transparent performance management systems. Practical recommendations are provided to assist business leaders and HR professionals in crafting and executing strategies that ensure employees' efforts are intentionally aligned with organisational priorities. The study highlights deficiencies in existing research, especially regarding the variations in alignment strategies across different industries and geographical areas, and advocates for additional empirical investigations to enhance comprehension. In summary, this review underscores that strategically aligned human capital can act as a significant catalyst for innovation, competitiveness, and organisational resilience in today's business environment.

The study aims to investigate the extent to which the concepts of social innovation and talent management will affect the innovation performance of enterprises as a result of the literature studies on the concepts of social innovation and talent management in family businesses in the Marmara Region. A questionnaire consisting of 78 questions was applied to the employees of small, medium and large-sized family businesses operating in the Marmara Region. A total of 460 questionnaires were evaluated. SPSS program was used for the survey results and the answers were analyzed by reliability analysis, factor analysis, correlation analysis and regression analysis methods. With the analysis study, the impact of social innovation and talent management on innovation performance was tried to be determined. As a result, it has been determined that there is a significant relationship between talent management practices and innovation performance. In other words, it has been determined that talent management is a strong factor in increasing the innovation performance of enterprises. In addition, no effect of social innovativeness on innovation performance was observed. In the light of the findings, the results of the research are discussed and recommendations are presented for both managers and academicians.

Employee turnover poses a significant challenge for South African municipalities, particularly for retaining tacit organisational knowledge. Therefore, this study assessed how employee turnover impacts organisational tacit knowledge retention in South African municipalities. The study uses secondary data analysis to examine employee turnover in critical positions in various municipalities in South Africa, such as senior management and those earmarked as scarce skills. The findings of this study show that employee turnover significantly negatively impacts tacit organisational knowledge. The findings further revealed that turnover exacerbates the retention of the organisational knowledge gap within municipalities, often leading to diminished service quality and increased operational costs such as recruitment and use of service consultants. Furthermore, the study highlights the gap between rhetoric (policies) and actual practice (implementation) in addressing the issues of service quality and operational costs, noting that existing retention strategies and knowledge management approaches often need to be revised. Questioning the effectiveness of retention strategies, the paper suggests that municipalities require more proactive and innovative approaches to manage turnover and organisational tactical knowledge retention to enhance public service delivery continuity and organisational sustainability. Furthermore, municipalities should integrate retention strategies such as succession planning, continuous training, leadership, and mentorship programmes into a broader municipal governance framework.