Neeraj Sharma Supervisor- Prof.

Neelu Rohmetra
( DoR- April,2009)

The research study has been reported along six chapters as follows: CHAPTER I: Introduction CHAPTER II: Review of Literature CHAPTER III : Profile of Universities CHAPTER IV: Research Design and Methodology CHAPTER V: Human Capital Management using HRD Scorecard: Findings, Interpretation and Comparative Analysis across Universities CHAPTER VI: Summary, Conclusions and Suggestions.

Chapter I focuses on the conceptual issues in Human Capital Management and the Balanced Scorecard. It also develops a linkage between Human Capital Management and Balanced Scorecard. The Chapter further discusses Human Capital Management in Higher Education Sector.

This Chapter presents a Review of Studies/ Literature in the area of Human Capital management, Balanced Scorecard and the relevant studies in the Higher Education Sector. The relevant studies in Indian context have also been reviewed. Select researches which were studied in depth include: Ostroff, C. (1995), Parsons, J. G.(1997), Prifrel, R(1985), Pfeffer, J. (1998), Pfeffer, J. (1994), Fitz-Enz, J.(1999), Finn, R. (2003), Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G., & Frink, D. D. (1999). Schuler, R.S. and S. E. Jackson (1987) (1999), Kaplan, R. S.,Norton, David P (1992,1993,1996,2004,2003,2001).

King, R (1995),. Becker, B. and Gerhart, B. (1996), Kesler and J. A. Law, (1997), Kessler(1995), Conner and Ulrich (1996), Becker, B. E. & Huselid, M. A.(1998), Pareek, Udai and Rao, T.V.(1988) (1997), Galbraith, J. (1992), Rao, T. V. and Periera D. F. (1986), Sparrow, P. & Hiltrop, J. M. (1994, Ulrich, D.O., Brockbank, J.W., & Yeung, A., Lake, D. (1995), Ulrich,D.O., Yeung, A., Brockbank, W. & Lake, D., (1994), Russell, J. ;Treborg, J. & Powers, M. (1985), Snell (1992),Delker Sue GentryBeverly(2003). The Literature has been reviewed on Human Capital Management , Balanced Scorecard, Measurement of Human Capital Management using HR Scorecard and its application in the Higher Education Sector. 20 Books, nearly 170 research papers and articles have been reviewed for the research study.

This chapter sketches the organization profile of Jammu University and University of Kashmir focusing on organizational structure, employee strength, various courses offered and offsite campuses in detail.

The chapter on Research Design and Methodology deals with the purpose of study and the research design. This chapter explains the research methodology utilized for the execution of the present study. The methodology has been evolved in such a manner to facilitate the data collection process and relevant employment of data analysis methods. The chapter has been divided into a number of sections beginning foremost with rationale and scope of the study, objectives and hypotheses formulated for the study, survey instrument design, sampling design etc.

This chapter presents the results of the gathered data which has been subjected to analytical procedures through the application of various statistical tools. The chapter maps the demographic profile of the respondents, carries out a systematic analysis of the objectives and tests the hypothesis framed for the study.

This Chapter discusses in detail the Summary, Conclusions and Suggestions. In this chapter an attempt has been made to present an overall assessment in the form of summary of the findings and conclusions. Limitations and future implications of the research have also been presented in this chapter. The expected contribution of the present research shall provide meaningful insights to the higher education sector and the society at large in future.

The thesis also presents all the supporting information, including scorecard and the questionnaires in the form of annexures. The references have been provided at the end of each chapter and a comprehensive bibliography has been presented towards the end of the thesis which includes list of selected readings and the publications.

Human resource, in this information age, is an increasingly broadening term that refers to managing "human capital", the people of an organization and is now more than ever in the spotlight of many organizations' agenda. Human Capital Management can be regarded as the umbrella term of three separate management disciplines i.e., Human Asset Management, Human Culture Management and Human Potential Management
(Marrewick, Timmers, 2002).

T. V. Rao (1999) proposed a model, popularly known as the HRD Score Card to grade the organizations with respect to their organizational maturity and for making assessment of the human capital identifying human capital elements and the underlying values, which help to integrate their human capital strategies with their strategic and programmatic planning.

HRD Scorecard proposes a four dimensional assessment criteria which includes the following: (i)the extent of maturity of the organization in terms of its HRD systems; (ii)HRD structure and competencies (of HRD managers, line managers, the top management and the workmen and their representatives); (iii) HRD styles, culture and values ; (iv) business linkages of HRD and its strategies.

This framework can act as an instrument for analyzing the human capital by looking at the current state of human resources and help in creating knowledge managers. This framework can act as an instrument for analyzing the human capital by looking at the current state of human resources and accordingly create knowledge managers.

The HRD Score Card is based on the Balanced Scorecard Model.( Kaplan and Norton, 1996).The Balanced Score Card requires the use of sets of measure to evaluate how well the organization is doing with each of its objectives.. HR Scorecard describes two important things: Manage HR as a strategic asset and Demonstrate HRs contribution to the firms financial success.

The most valuable asset of a 20th century company was its production equipment. The most valuable asset of 21st century institution will be its knowledge workers and their productivity. (Peter Drucker,1999)
Emergence of higher education institutions, therefore, holds an important place in the present glocal environment, characterized by rapid change, intense information flows and increasing competition.

Universities being skill development centers of the society and the grooming place where manpower required for the future growth of the society is developed, have contributed extensively towards the remarkable progress that our country has achieved all through years in different sectors.

To meet out these enormously complex and ever changing developmental needs, proper functioning of the Universities depend upon how effectively the available manpower is utilized. On the one hand, Universities are increasingly being required to teach ever increasing number of students in increasing numbers of specializations and disciplines, and, on the other, they are being asked to pay more attention to quality of teaching and educational programs
( Uma Shanker, Dutta,2007)

This card helps to explain which systems are good, which competencies are good or weak ( HR Staff, etc.) , what impact is missing. The Scorecard helps to focus on Human Capital function and its impact in the context of organisations current and future goals.

The scope of present research study is extended to the Higher Education Sector. For the purpose of this study, two Higher Education Institutions have been identified, namely, the University of Jammu and the University of Kashmir in the state of Jammu and Kashmir, India.

University of Jammu is recognized as one of the premier institutions of the country, the University of Jammu, accredited as 'A' grade University by National Assessment and Accreditation Council (NAAC), came into existence in 1969 vide Kashmir and Jammu Universities Act 1969 following bifurcation of the erstwhile University of Jammu and Kashmir by an Ordinance promulgated by the Governor on September 5, 1969 and subsequently adopted as an Act of the State Legislature.

University of Jammu is primarily a research, teaching, affiliating and examining body involved in promotion of arts, science and other branches of learning. Apart from its main campus in Jammu, the University has 11 other campuses, out of which 7 campuses located at Kathua, Bhaderwah, Poonch, Udhampur, Ramnagar, Kishtwar and Reasi have been made functional.

Teaching-learning and research are carried out by 11 faculties comprising around 34 departments, 13 centers and around 167 affiliated colleges, awarding degrees in around 40 programmes both at the postgraduate and undergraduate level. The University has a total manpower strength of around 1350 permanent employees comprising teaching as well as non-teaching staff.

University of Kashmir is also A' grade accredited University by National Assessment and Accreditation Council (NAAC), an independent organisation of the University Grants Commission (UGC). University of Kashmir has now come a long way and has developed into a multi-faculty University, imparting instruction in various subjects in the Faculty of Arts, Languages, Natural Sciences, Social Sciences, Education, Commerce, Law, Medicine, Dental Surgery, Engineering, Music and Fine Arts and Non-formal Education, all manned by academics with considerable teaching and research experience, some of whom occupy places of eminence in the academic world.

The University is spread over three campuses. While the main campus is located at Hazratbal, Srinagar, the North Campus at Delina, Baramulla, and the South Campus is situated at Fatehgarh, Anantnag. The University has at present 09 faculties, 35 post graduate Departments, 17 Research and other centres, 04 Post-graduate Centers, 40 Govt. affiliated Colleges, 06 Constituent Colleges, 07 Oriental Learning Colleges and around 74 Affiliated Colleges offering professional degree courses.

University of Kashmir has also acquired around 75 acres of land at Kargil and around 100 acres at Leh for establishing its two Satellite Campuses there. It has a total manpower strength of around 1700 permanent employees comprising teaching as well as nonteaching staff.

Primary data was collected from the employees of the select organizations from Jammu and Kashmir respectively. The Questionnaires were distributed among 670 respondents from both the Universities, out of which only 520 completely filled questionnaires were included in the study yielding a response rate of 80%. The universe comprises 1350 permanent employees from University of Jammu and 1700 permanent employees from Kashmir University.

The sample size was selected based upon the level of precision, standard deviation and standard error of the mean (Malhotra, Dash, 2010; Gupta, S.P.2008) excluding Class IV employees. The sample size is nearly 30% of the total population under study which is considered an apt size for social sciences. Representative sample from each cadre i.e. faculty, officers and non teaching staff is taken. The sample thus constitutes of 520 employees, 273 employees from the Kashmir University and 247 employees from the Jammu University. Further, the sample size as stated by Balaure, (2000), can be calculated by the formula:

n=t2 x p x (1-p) e2 The sample size, thus can be calculated as n- sample size, t- degree of confidence (1.96 Tabulated Value at 5% level of significance)e- error limit at 5%. Since it is difficult to estimate p value it is taken as 0.5 so, n= 1.962 x 0.5(1-.5) = 384 0.052

The respondents for the study were selected from Jammu and Kashmir Universities. Out of 520 respondents, 47.50% were from Jammu University while 52.50% were from Kashmir University. 70.96% of the respondents were male while 29.03% of the respondents were female. 44.98% of the male respondents were from Jammu University and 55.01% of male respondents were from Kashmir University. 53.64% of the female respondents were from Jammu University and 46.35% of the female respondents were from Kashmir University.

The teaching employees constitute 28.8% and the non teaching employees constitute 71.2% of the sample. The respondents below graduation were 15%, 50% of the respondents were graduates and 35% of the respondents were above graduates. About 16.3% of the respondents were having work experience of less than 5 years, 30.8% of the respondents were having work experience of 5-10 years and nearly 26.9% and 26% of the respondents were having work experience of 10-15 years and more than 15 years respectively.

6.7% of the respondents gross salary is less than Rs.10,000 , 9.8% of the respondents gross salary lies between Rs.10,000-20,000, 13.3% respondents gross salary lies between Rs.20,000-30,000 and 30.8% of the respondents gross salary lies between Rs.30,00040,000 and 39.4% of the respondents gross salary lies above Rs. 40,000.

Factor

No. of Respondents

Percentage

Organization

KU
JU Male

273
247 369 JU 166 KU 203

52.50%
47.50% 71% JU 44.98% KU 55.02

Gender

%
Female 151 81 70 29% 53.64% 46.36 % Class Teaching Non Teaching 150 370 72 175 78 195 28.5% 70.3% 48% 47.29% 52% 52.70 % Below Graduation Education Graduation 261 117 144 50.19% 44.82% 78 44 34 15% 56.41% 43.58 % 55.17 % Above Graduation 181 95 86 34.80% 52.48% 47.51 %

Less than 5 Work Experience

85

45

40

16.34%

52.94%

47.05%

5-10

160

87

73

30.76%

54.37%

45.62%

10-15

139

68

71

26.73%

48.92%

51.07%

More than 15

136

47

89

26.15%

34.55%

65.44%

Less Than 10,000 Monetary Benefits

35

16

19

6.73%

45.71%

54.28%

10,000 -20,000

51

24

27

9.80%

47.05%

52.94%

20,000-30,000

69

34

35

13.26%

49.27%

50.72%

30,000-40,000

160

77

83

30.76%

48.12%

51.87%

More than 40,000

205

96

109

39.42%

46.82%

53.17%

The present study catered to the following objectives:

To study and evaluate the Human Capital Management Systems in Universities under study. To identify and highlight the strengths and weaknesses of the existing Human Capital Management Systems by using HRD Scorecard Model. To undertake a comparative analysis along Human Capital Management Systems between the organizations under study on the basis of research findings. To suggest a HRD Score Card Model for the organizations understudy

The study has been based on the following hypotheses: H1 Balanced Scorecard serves as an instrument for Human Capital Management H2 Human Capital Management is significantly a function of Human Resource Development Climate in organizational context H3 No variation exists across the Universities with respect to Human Capital Management.

HRD Audit Questionnaire designed by Rao, T. V.(2008) was administered on the sample selected on convenience basis to collect data for Human Capital Management. The scores were analysed accordingly. The HRD Audit Questionnaire covers the dimensions of Human Capital Management which includes items grouped into factors as follows: (A)Career System including A1. Manpower Planning and Recruitment, A2. Potential Appraisal and Promotions, A3. Career Planning and Development. , (B) Work Planning including B1 Role Analysis, B2 Contextual Analysis, B3. Performance Appraisal Systems, (C) Development System with C1 Learning Systems/ training Questionnaire, C2 Performance Guidance and Development, C3 Other Mechanisms, C4 Worker Development,

(D)Self Renewal Systems including D1 Role Efficacy, D2 Organisational Development and D3 Action Oriented Research, (E) HRD including E1 Quality Orientation, E2 Rewards and Recognition, E3 Information, E4 Communication and E5 Empowerment (F) HRD Function and (G) Competency Mapping, 360 degree Feedback and Assessment and Development Centres. The structured questionnaire also incorporates the open ended provision for seeking insight into the Suggestions , Strengths and the Weaknesses parameters.

To collect data for the dependent variable HRD Climate the structured 38 item HRD Climate Questionnaire ( Rao and Abraham,1986) has been used. The Questionnaire is grouped into three categories including General HRD Climate, OCTAPAC, HRD Mechanisms. The General HRD Climate deals with the importance given to HRD in general by Top management and line managers. The OCTAPAC items deal with the extent to which Openness, Confrontation, Trust, Autonomy, Pro-activity, Authenticity and Collaboration. The items dealing with HRD Mechanisms measure the extent to which HRD Mechanisms are implemented.

The reliability for both the questionnaires have been ascertained by applying Cronbach alpha and the results show a very high reliability. The instruments have been designed on a 5 point Likert scale ranging from strongly disagree to strongly agree., where 1 stands for not at all true, 2 stands for not true, most of the times, 3 stand for somewhat true 4 stands for mostly true and 5 stands for mostly true.

Table : Reliability Coefficient of Human Capital Management and HRD Climate Construct

S. No. 1.

Dimension

Alpha(Before Alpha(After pre testing) pre testing) 0.880

Human Management

Capital 0.789

2.

HRD Climate

0.791

0.896

In order to achieve the objectives laid down for the study, the data of different aspects were collected from both primary and secondary sources. The data from secondary sources was gathered from both published and unpublished sources. The published data was gathered from journals, magazines, reviews, periodicals, and books. The data collected from secondary sources were mainly accessed through internet. An odd number of research papers were reviewed for collecting the secondary data. The list of research papers which were reviewed has been provided at the end of the each chapter and also the references of all the research papers reviewed has been provided at the end of thesis.

Descriptive StatisticsThe mean values as well as the standard deviations of factors and their items were studied. On a 5 point Likert scale ranging from strongly disagree to strongly agree with a neutral value of 3, the mean value of Human Capital Management construct, the first factor Career System was found to be 3.63 with a standard deviation 0.248 and variance 0.062. For second factor i.e., Work Planning the mean value was 2.57 with a standard deviation 0.33 and variance 0.116 and the mean value for the third factor, i.e., Development System was 2.56 with a standard deviation of 0.312 and variance 0.098.

The fourth factor Self Renewal System has a mean value of 2.782 with a standard deviation 0.460 and variance 0.212. The fifth factor HRD has a mean value of 2.49 with a standard deviation 0.332 and variance 0.111. The sixth factor HRD Function has a mean value of 2.63 with a standard deviation 0.336 and variance 0.113. The seventh factor Competency mapping, 360 degree feedback and Assessment and Development Centres has a mean value of 1.08 with standard deviation 0.107 and variance 0.012. The mean values for Jammu University and Kashmir University across Human Capital Management dimensions and HRD Climate were also studied.

Descriptive StatisticsThe mean value for the first factor for HRD Climate Construct, General HRD Climate was 2.82 with a standard deviation of 0.22 and variance 0.05 . The second factor OCTAPAC has obtained a mean score of 2.52 with a standard deviation of 0.259 and variance of 0.067. The third factor HRD Mechanism has a mean value of 2.71 with a standard deviation of 0.353 and variance 0.125.

The first hypothesis raised by the study was that Balanced Scorecard serves as an instrument for Human Capital Management. To verify the hypothesis, the review of literature was undertaken and the data was analysed for the two Universities by using the structured Questionnaire ( Rao,2008) on HRD Audit.

Correlation-

To test the second hypotheses, Human Capital Management is significantly a function of Human Resource Development Climate in organizational context correlation analysis was undertaken. From the correlation analysis, it was revealed that the correlations were significant at 0.01 level of significance ( Two Tailed) . In order to study and quantify the relationship between HRD Climate and Human Capital Management, step wise regression analysis has been performed. It was assumed that there is a significant impact of HRD Climate on Human Capital Management .The stepwise regression method selects the independent variables for inclusion in the multiple regression model or equation, step by step.

Correlation is significant at the .01 level (2-tailed),* Correlation is significant at the 0.05 level (2-tailed).

Regression The following regression equations were derived based on the regression output: Y = + X
Where,Y= Human Capital Management (Dependent Variable) X= HRD Climate (Independent Variable), HCM = + 1 GHRD C (1) HCM = + 1 GHRD C + 2 OCTAPAC HRD (2) HCM = + 1 GHRD C + 2 OCTAPAC HRD + 3 HRD M (3) The equations thus formed are: HCM = 0.016 + 0.096 GHRD C (1) HCM = 0.016 + 0.096 GHRD C + 0.821OCTAPAC HRD (2) HCM = 0.016 + 0.096 GHRD C + 0.821OCTAPAC HRD + 0.079 HRD M (3) Where, = 0.016 1 = 0.096, 2 = 0.821, 3= 0.079

Regression Model Summary

Model 1

R .731a

R Square .535

Adjusted R Square .534

Std. Error of the Estimate .17549

.956b

.914

.914

.07538

.957c

.916

.916

.07461

a. Predictors: (Constant), hrd1

b. Predictors: (Constant), hrd1, hrd2

c. Predictors: (Constant), hrd1, hrd2, hrd3

Regression Model The Table shows the Model Summary. It is depicted that in Model 1, R2 = 0.535 means that 53.5 percent of the total variation in the dependent variable is explained by independent variable. With the inclusion of OCTAPAC HRD Climate in Model 2, R2 = 0.914 which means that 91.4 percent of the total variation in the dependent variable is explained by independent variables. Similarly with the inclusion of HRD Mechanisms in the Model 3, R2 = .0.916 which means that 91.6 percent of the total variation in the dependent variable is explained by the independent variables. The second output generated was regarding regression coefficients. The t values of the variables in the model are statistically significant as their sig. values lie below 0.05.

Hypothesis that there is a significant relationship between Human Capital Management and HRD Climate in the organizations, stands accepted on the basis of correlation analysis. Further the stepwise regression analysis showed that there is a significant impact of HRD Climate on Human Capital Management

The third hypothesis raised by the study was that No variation exists across the Universities with respect to Human Capital Management. To verify the hypothesis, independent sample t-Test was applied. Hypothesis was tested at 0.05 level of significance.

Z Test The independent sample t-Test ( Z Test, Sample >30) evaluates the difference between the means of two independent or unrelated groups i.e., to evaluate whether the means of two independent groups are significantly different from each other.

Z Test
From the analysis, it was revealed that the F values for Levenes Test for equality of variances were 68.521,4.048,35.867,1.808,7.190,7.298,3.429 with a Sig. (p) value of 0.000,0.045,0.000,0.179,0.008,0.007 and 0.065 (p > .001). Because the Sig. value is more than the alpha value of .05 (p < .05), we accept the null hypothesis (no difference) for the assumption of homogeneity of variance and conclude that there is no significant difference between the two groups variances and where the Sig. value is less than 0.05 we conclude that there lies a significant difference.As the assumption of homogeneity of variance is met, the data results associated with the Equal variances assumed have been taken into account (Cochran & Cox,
1957 adjustment for the standard error of the estimate and the Satterthwaite, 1946 adjustment for the degrees of freedom).

Independent Samples Test

Levene's Test
for Equality of Variances t-test for Equality of Means 95% Confidence Interval of the Sig. (2F HCM 3.771 Sig. .053 T 90.07 89.35 HRD 0.261 .610 49.15 49.24 df 518 485.77 518 515.89 tailed) .000 .000 .000 .000 Mean Std. Error Difference Lower .487 .487 .419 .419 Upper .509 .509 .454 .454 Difference Difference .498 .498 .437 .437 .0055 .0055 .0089 .0088

From the results of the independent sample t-test, it can be concluded that the hypothesis that No variation exists across the Universities with respect to Human Capital Management. stands accepted for most of the factors. Further, the ANOVA testing for University of Jammu and Kashmir University demographic scores is carried out. The ANOVA testing has been reported by comparing the F values with the tabulated values.

The comparative analysis of the mean scores for Human Capital Management across the two Universities shows that Kashmir University has scored higher mean values for all the seven factors of Human Capital Management. Similarly, for HRD Climate the comparison of the mean scores across the two Universities along the three factors of HRD Climate shows that again Kashmir University has scored a higher value of mean scores for all the factors. Further, ANOVA is applied Similarly, the scores of F values and P values have been compared for the factors of HRD Climates.

To fit the suitable model for the Higher Education Sector Confirmatory Factor Analysis has been applied. The CMIN/DF is 1.934 after extraction of first factor of HRD Climate Construct and sixth and seventh factors of Human Capital Management Construct. The RMR is 0.001, GFI is 0.986 and AGFI is 0.970 and RMSEA is 0.04. This shows the fit model for the universities.

.85

hcm1
.90 .92

e4 e5 e6 e7 e8

hcm2
.91

e11
.93 .96 .98

.95 .95 .97 .94

hcm3
.88

hcm4
.87 .76

e2 e3

hrd2

hrd

hcm

.84 .70

hcm5

hrd3

The Overall HRD Systems Maturity on the HRD scorecard for both the Universities lies at a low grade . This shows that no work has been done till date on the development of HRD as a separate department in the Universities, although the employees recognize the need for the same. There is lack of in house training facilities and the Performance Management System is not at all developed.

There is lack of developing a linkage between the performance and rewards. There is lack of Career planning and succession planning and no system for potential appraisal exists in both the Universities. Jammu University has scored a low score in communication as compared to Kashmir University . This can be done by communication of job responsibility and the key result areas to the employees. This in turn requires integration of the individual performances with the organizational goals by increasing the involvement of the employees.

This study empirically supports the application of HRD Audit in the Higher Education Sector in the region by analyzing two main Universities of the State. The results show that the HRD Function, in the Universities is still in the infancy stage. The theoretical background and the research studies reveal the importance of human capital development for the higher education sector. The shift towards the knowledge based economy has projected HR function as the nerve centre of the higher education sector. In the backdrop of continuous change, the need for institutionalizing HRD function, in the Universities in India, particularly in J&K becomes imperative.

The step by step process suggested is to firstly, establish an independent HRD department to look after the HR functions of the Universities and then secondly to adopt a planned approach to manpower planning, career planning, succession planning including training and development. Thirdly, the Performance Management System at the Universities including potential appraisal, competency mapping and profiling, feedback and counseling need to be introduced and implemented effectively.

Fourthly, with the increasing diversification of knowledge at the higher education level, reward system become a necessity and this need to be linked with the performance management system. Finally, the integrative approach can never be attained unless a positive work culture or a collaborative culture, with openness transparency proactiveness and experimentation is developed.

The future implication of this research lies in the fact that HRD Audit in the universities would lead to improving the efficiency of the service delivery mechanism of the higher education sector, which would help in the overall development of the society. The current study focused on the direct relationship between HRD Climate and Human Capital Management. A more complex model including the mechanisms through which HRD Climate might affect Human Capital Management could be developed.

In addition, the future research direction might be to further refine and improve the psychometric properties of the facets of HR mechanisms. This might be improved by developing additional items to the scale measuring the constructs of HRD Climate and Human Capital Management. Further, the current study presents future research directions regarding the nature and number of organizations to be selected for conducting an inquiry.

In social science researches, initiatives confront multiple limitations during the course of conducting field surveys.A number of limitations faced is as under: Absence of specialized personnel which could provide the necessary information about the organization. Employees were reluctant to provide comprehensive information while collecting the data. Given the paucity of the resources particularly financial and time, the study was restricted to Jammu & Kashmir state only.

Convenient selection of the sample for the study was based on the accessibility of organizations for data collection. Findings of this study need further validation and inquiry because of being exploratory in nature. However, the findings have provided a foundation and measurement base for future studies related to Human Capital Management.

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