Organisational Revitalisation through Human Capital Development Practices: A Case of Abia State Public Sector

Abstract

Every organisation before its inception presumes that it will get people with requisite knowledge, talents, skills and abilities (Human Capital). Due to the dynamic nature of business world, the development of human capital becomes essential if they are to keep abreast with current trends. In other words, people are vehicles for organisational revitalisation. Admittedly, the stance of human capital in the public sector is bleak having been compromised by increased politicisation of recruitment processes, decline in standards of professionalism, fraudulent practices and corruption. Although transformations have been taking place in the public sector, sporadic decay is still evident at different levels of government. Therefore, there is need to put up stringent measures to mop up the system of corruption which has plunged the nation into paucity of funds needed for economic growth and development. Importantly, the change needed in the public sector should not be lopsided but rather should adopt a holistic view. In this regards, there is need to re-engineer every fundamental element in the organisations for the needed revitalisation in the public sector to take root. Hence, this paper seeks to ascertain effects of Human Capital Development practices in revitalising the public sector such that the result will aid employees in the public service to individual and collectively shun every facet of corruption, apathy and unbecoming attitudes toward their work. Also, the paper seeks to assert the ripple effects transformed individuals would have in the revitalisation of the public sector, economic and social development of the nation.

Keywords: human capital, human capital development, organisational revitalisation, public sector