PART A

1. Introduction

1.1 Introduction to Proposal

Being the senior manager of Dhiraago which is a telecommunication service provider in Maldives the advancement of the organization along with every individual working is one of the important responsibilities (Augusto, Couto & Caiado, 2014). The role of leading the workforce as well as the sharing of the shoulder of top management officials is a task to be executed efficiently. The execution of work has to be oriented towards organizational goals. In any organization whether big or small the conception, advancement, and execution of the enterprise magnitude have to be integral components. The delivery of work along with optimum performance has to be extracted from each work in Dhiraago (Baptista, Karaöz & Mendonça, 2014).

One of the major roles of a senior manager is to maintain balance between all the sections of the department along with keeping the objectives and advancement of work in mind. It is also required to provide suggestions and scope for improvement. It is to be assured that the employees realize the objectives and goals of the organization by accomplishing the tasks by using time efficiently (BarNir, 2012). The team has to work according to the business plan by following the perception and ethics set up by the organization. Being accountable for enterprising and assisting any alteration required to accelerate the growth of the company is an indispensable role.

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1.2 Background to the issue

The most important resource of an organization like Dhiraago is its human resource. Employees devote most of their day to working hard to achieve the targets contributing to the productivity of the organization. The employees need to be constantly motivated to get connected to the organizational goals and perceptions to perform well (Cerrato et al., 2012). Employees undergo training and get exposed to various skills through experience from time to time which as a result improves work quality and efficiency.

Human capital denotes the standard of value of the set of skills of an employee from an economic context. Human capital management refers to the technique and system of handling and managing human resources in an organization. The practice through which individuals are recognized and recruited and provided with knowledge and skills, development of leadership, succession, management of performance, providing training, development of career, and other organizational methods such as collaboration of employees and planning of workforce (Corbett et al., 2013). This concept conceives that the workforce is varying and has to be subjected to improvement which in turn contributes to the overall growth of the organization and its employees.

1.3 Scope and Proposal of the Issue

For any organization, it is vital to have productive individuals at all levels of management for achieving success. The human capital is handled by the Department of human resources. Human resource management inspects and directs the management of an organization’s workforce, optimization, acquisition, recruitment, strategy of the workforce, planning, analysis, training as well as the development of the career of employees. As a whole human capital management refers to the enhancement of the skills of an employee so that the employee delivers the best possible outcomes (Criaco et al., 2014). The report is regarding the proposal to the management of Dhiraago to enhance the human capital management of the company to enhance the work atmosphere and create better performing human capital. The proposal suggests ways to enhance employee motivation and effectiveness which will in turn propel the productivity of Dhiraago.

ESSAY

2.  Analysis Of Organizational Climate

Causes of low morale of employees- The performance of employees in Dhiraago has been unsatisfactory which leads to repercussions such as work that is unproductive along with delay in work completion. This further magnifies errors that may result in great losses to the organization (Caselli & Gennaioli, 2013). The issues may crop up right from the ground to the management level. The issues that may affect the motivation of the employees may expand from the deficiency of the employer’s affirmation of the work of the employees to the lack of methods to obtain goal-oriented results.

2.1 Causes of low morale of employees

To avoid unproductive work and make employees perform better it is required to identify these issues and reach the basis of the causes such as:-

1. a) Uncertain expectations or requisites:-Employees in Dhiraago feel disoriented and are unable to perform the goals of the organization when the requirements are not set by the employer (Gedajlovic et al., 2013). The employees are also demotivated when appraisals and feedback are not provided to them. When the employer does not give proper illustrations of appropriate performance or does not rectify the mistakes through exercising steady analysis of the job it relays a message that the supervisor does not give priority to the subordinate’s work. This hampers the motivation of the employees and the workforce production falls off.
2. b) Shortage of adequate materials:-When the management does not provide provisions of adequate equipment and materials to assist in obtaining productivity, the employees get demotivated (Grichnik et al, 2014). The appeal to the management by the employees regarding organizational infrastructures further adds to the resentment and destroys the motivation of the employee. The lack of these facilities in the work environment will create hindrances in the execution of the work due to which work performance as well as productivity suffers.
3. c) Investment of personal business:-When an employer does not seek his or her employees’ ideas, views, or opinions, it results in the creation of a work environment where the employee only works to gather his salary at the end of the month and not realize his importance in the organization. It makes the employee feel as if his contribution to the organization is not recognized and in return, he/she feels disconnected from the organizational goals and vision and is demotivated (Leitch, McMullan & Harrison, 2013). The employee ceases to present his ideas, and opinions and be creative which would have proved to be beneficial to the organization
4. d) Shortage of pay or rewards:-An employee works in an organization with a basic need for finance which is supposed to be the prime motivation factor. If the organization does not pay the optimum salary to the employee concerning his/her standard of work he/she gets demotivated and loses interest in the job (Martin, McNally & Kay, 2013). Even if the organization does not reward its employees for the best performances on monthly, quarterly, or annually, does not reward its employees with bonuses for sales or festivals, it creates a sense of disconnection from the organization which results in demotivation of the employee.
5. e) Leaders not setting up the right example: – Some supervisors are egocentric, and ruthless, and belittle their subordinates which instills low morale in employees. Though these sorts of supervisors are highly paid and don’t bother about their motivation, they should generate motivation among other employees (Millán, Congregado & Román, 2014). The employees should feel that their leader is along with them.

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f)No or insignificant accountability:-Every organization should make an effort in making its employees understand that every mistake they commit is a learning experience and at the same time the organization needs to make equal efforts in cooperating with the situation. If the supervisors do not be cooperative and understanding the employees feel discouraged and demotivated (Peng, Sun & Markóczy, 2015).

g)Less or no career growth opportunities:-If in the organization the employees do not find rewards or appraisals for high performances or successive career growth opportunities they will not feel motivated to give better performance or even continue their career in the same company.

h)Internal competition:-The backstabbing occurring due to too much internal competition leads to sabotaging of the eagerness of the employees to put in their best efforts. This also demotivates the employees from continuing to work in such a work environment (Rauch & Rijsdijk, 2013).

1. I) Trust issues:-If the management or superiors in an organization do not build a relationship of trust with their subordinates or employees then everything the former does to enhance recognition of the latter will appear as manipulation. Employees will feel as if the subordinates are taking advantage of them by being too sweet and further the employees will dissociate from them as their morale will suffer.
2. j) Not building teams that are effective:-The Factors such as scare of conflict, accountability avoidance, absence of trust, shortage of commitment and not being attentive to the outcome result in the failure of the management to create an effective team. This leads to limiting the productivity and organizational objectives for both employees and the management.
3. k) Keeping it unreal:-If the leaders fake the appreciation or their behavior towards their employees somehow it gets reflected and employees sense it. This adds to the resentment of the employees making them demotivated (Stone, 2013).

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2.2 Turnover Issues

The strength of an organization comes from a lot of talented and skilled and experienced human resources and such employees should be given high priority. Though employee turnover is a natural component in any organization it decreases the efficiency of the organization and creates the loss of talented human resources as well as prices of the replacement of training and recruitment (Santarelli & Tran, 2013). This costs a lot to the organization as the company had either given the effort to bring in the skills or develop and train the employee with the set of skills required to do the job which is lost when the employee leaves the organization (Volery et al., 2013). This further gets intensified when the employee joins the competitor of the previous company which implies what the former company lost is gained by the latter one.

Causes of employee turnover:-a) Management is poor:-The employees get demotivated when they sense their efforts and work are not being appreciated or valued by their managers. This results in employees seek for appraisals and a work environment where their work would be valued and hence, resigning from the current organization.

1. b) Improper hiring:-Employees however talented they may be in their curriculum will tend to leave the organization if their ethics and persona do not match with the company.
2. c) Organization being unable to meet expectations of the employee:-

Most of the time the pay scale, work conditions, benefits, etc do not fulfill the expectations of the employee because of this the employee ends his tenure in the company.

Ways to reduce employee turnover:-a) Encouraging pay scale:-Pay scale and benefits that are highly competitive in the market if being offered to the employees, they are motivated and work harder in their profile and be dedicated to the organization. Competitive benefits such as healthcare, flexible conditions of work, and holidays provide satisfaction to the employees and they do not feel the need to leave the organization.

1. b) Relevance of work: – The quality of work matters to the employees and the management should make an effort to make the employees understand that their work is meaningful and adds value to the organization (Warner, 2013).
2. c) Pride: – The employees should feel that they are associated with a respected organization and take pride in working there.
3. d) Leaders should respect their subordinates: – Supervisors should respect and value the efforts and the works of their subordinates along with respecting them which would make.
4. e) Employees being vested with decision-making power: – The employees when empowered to make decisions instill a motivation in them that they too participate in the development of the organization.
5. f) Building communication: – There has to be communication between the employees and their leaders to lessen the gap and information is shared to increase participation and bond.
6. g) Team building exercises:-Efforts should be made by the management to build a team to increase the engagement of the employees in the organization.

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2.3 Importance of an Effective Team

A team in a workplace is a group of employees who come together to share ideas and information, divide the workload, take decisions, and perform within the respective area of responsibility in an organization. Although the employees are hired for their skills they are put to the test and made to work n groups. It is found nowadays that professionals prefer to work in groups where work can be done effectively rather than striving individually. Managers, supervisors, and subordinates all work together to generate much better performance and productivity of better quality. There are more benefits when the work is done in groups as many people are working together for the same goal. For instance, if a problem arises during work many people are there to assist in solving the issue. Many employees in a group make the workload to be reduced and divided which results in faster delivery of work with enhanced quality (Santarelli & Tran, 2013). Teamwork denotes that the total is better than the individual parts as the responsibility is shared. This opens up the scope of the company to undertake more work and eventually generate more revenue with the same human resources. While working in a group multiple ideas are generated during the discussion and meeting encouraging creativity. The employees get experience and learn a lot while working in a team. During the time of crisis, team members lend support to one another which is crucial in a work environment.

3.0 Employee Motivation and Engagement

3.1       Introduction to Motivation

Motivation is a process of administering inspiration in an employee to do a particular work. It helps in making the employee willing to work. Motives are the needs that can be strongly perceived by the employee among the various needs, most of them which change with time. Motivation drives a person towards achieving his organizational goals. It can also be defined as the organizational technique by which a manager encourages his subordinates to work in a particular fashion to generate desired results (Volery et al., 2013).

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3.2 Motivating Employee

In this process, the manager also has to satisfy the needs, requirements, desires, etc of the employees such that they get motivated.

Sharing of organization vision and clear expectations

Every employee should be made aware of his or her job responsibility and in which way that contributes to the overall growth of the organization. The company’s vision should be shared with the employees so that they are goal oriented. It is the responsibility of the employer to regularize appraisals and give timely feedback to the employees for their work assigned (Warner, 2013).  The employer should analyze the work of the employees and rectify the mistakes if any. The workers should be able to perform well and achieve their expectations.

Providing organizational equipment

Proper organizational infrastructure should be provided to the employees keeping the technical as well as non-technical requirements into consideration. The management needs to improve the work environment by providing efficient resources along with providing basic facilities regarding refreshments (Warner, 2013). These efforts in enhancing the infrastructure will motivate the employees with a message that the management recognizes the outlook of their job and supports them in achieving the requirements.

Encouraging team building and breaking communication barriers

The management needs to make efforts towards organizing events and meetings in which the employees can convey their ideas, views, and opinions which will enhance the creativity pool of the organization. This not only will enhance the interest and involvement of the employees but also improve the productivity of the organization as a whole. When the employees notice that their ideas and opinions are being valued and put into execution for the development of the organization. This motivates the employees and they put in greater effort and generate better results.

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Rewards and incentives

Dhiraago needs to revise its pay scale to instill motivation in its employees. There is also a need to reward the employees with special recognitions on a monthly, quarterly, or annual basis which will not only motivate the employees to work harder but will also create a competitive environment in the organization.

3.3 Employee Engagement

Employee engagement is an approach in the organization which is the result of the appropriate conditions in the work environment to give the best productivity according to the goals and ethics of the organization along with being motivated towards achieving success for the organization and advantages for themselves (Martin, McNally & Kay, 2013). Employee engagement can be improved by the following means:-

1. Sharing about the company’s impact instead of financial results:-The employees feel connected and motivated by the way their organization impacts the world all around them. This is mostly noticed among the younger employees who consist of much of the workforce. So speaking to them about how the company they are working with is leading in the market than speaking about its financial performance is going to keep them engaged.

1. Rewarding employees who manage the task efficiently along with those with inspirational leadership:-Employees who work under inspiring leaders prove to be much more motivated and productive. Therefore, it can be said that employee engagement is very strongly affected by the superiors’ to inspire its employee.

1. Employee advocacy:-The management should make efforts to improve engagement through ways such as getting feedback from clients, customers, and employees such that every individual associated with the organization should feel motivated and engaged and the employees should advocate or suggest the organization to acquaintances.

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4.0   Employee Retention and Productivity

4.1 Introduction to employee retention

It refers to various proceedings and approaches which enable the employee to work in an organization for a longer tenure. Every company invests time, energy, knowledge, and money to make the new employees perform equivalently with the existing employees (Leitch, McMullan & Harrison, 2013). This not only results in financial losses but also lowers morale, performance, and knowledge. To prevent such losses it is crucial to trace out ways to retain employees.

4.2   Importance of productivity to organizational effectiveness

Organizational effectiveness can be defined as the competency with which an organization is capable of meeting its goals and objectives. This denotes overall effectiveness in areas such as talent management, leadership, strategy, sustainability, corporate culture, innovation, care for the environment, engagement, communication, etc. This also denotes an organization where productivity is achieved with minimal wastage. Productivity on the other hand refers to the organization’s ability to make proper use of its resource for the production of products or provide service to its customers or clients (Rauch & Rijsdijk, 2013). Efficient usage of resources leads to lower production costs that result in improved sales and profits. This can encourage the investors and share value increases. This may also facilitate sharing a certain portion of the profit.

4.3 Raising employee productivity

Employees are supposed to give their best during working hours but often fail to do so. Thus, organizations have started allocating ways and methods to improve employee productivity.

1. I) Relax on internet restrictions:-The fear of misuse of computers owned by the company has to be overcome and the restrictions are to be uplifted to allow employees to surf freely and make efficient usage of the internet. This will further enhance ideas and productivity.

1. ii) Measuring of overall productivity: – The activities of the employees should be monitored regularly to have a clear idea about how the employees are executing the work given. Regular analysis of their productivity should be discussed and encouragement should be provided to them for better productivity.

iii) Making work enjoyable: – Organizations need to include activities that are entertaining to create a delightful environment such that employees every day eagerly comes to work.

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5.0 Proposed Recommendations

5.1 Improving organizational climate

1. a) Cleaning the workspace – The workspace should be made clean by removing the untidy clutter to create an organized workspace in the organization. This enhances the organizational climate and manages work easily.

1. b) Creating purpose: – The employees need to feel connected to their colleagues. Despite belonging to different departments, there has to be unity in achieving the organizational goals and purpose. The employees should be able to notice how their contribution is being valued and proving fruitful to the organization (Leitch, McMullan & Harrison, 2013).

1. c) Rewarding fair rewards: – The organization has to make efforts in recognizing the achievements of its employees, though the rewards don’t need to be high figuration. The rewards for performing outstanding boost the morale of the employees improving the organizational climate.

1. D) Developing communication and trust

The management should put I effort to communicate with its employees and set convey the organizational purpose, goals, mission, achievements, efforts, and financial status so that the employees will have trust in the organization’s clarity.

5.2 Engaging Employees and Retaining Them

Recruiting skilled workforce, attracting and hiring them, and most importantly retaining them in the organization is one of the major challenges faced by organizations. Certain effective ways to engage and retain them are-

1. Providing a healthy and positive work environment:-It is one of the major responsibilities of the manager to create a healthy and positive environment that appeals to the employees and their eagerness to work engage themselves and be dedicated to the organization.

1. Recognizing performance and reinforcing apt behavior: – The basic nature of a human being is too long for appreciation and that retains him from withdrawing back. This concept has to be put into execution in the organization and regular recognition along with rewards has to be bestowed on the employees so that the motivational need is met.

1. Developing potential: – The organization needs to create a future for its skilled employees so that they do not leave the company which is an ultimate loss for the organization. Development of career and challenges should be provided to the employees so that they can look for scope for improvement.

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5.3 Increasing Productivity

The ways to increase productivity in the workplace are-

• Creating a familiar environment: – The management needs to build an environment that feels familiar to the employee so that despite any crisis at the workplace they would feel that the supervisors and managers have got their backs. This sense of belonging enhances productivity.
• Being aware of employee’s background: – Knowing the employees, whether working part-time or full-time, the location from where they are coming to the workplace, and the backgrounds they belong to helps create awareness and better understanding between both the employer and employees boosting productivity.
• Retaining by training: – Every individual at the workplace gets lost and is unable to comprehend whether he is meeting the expectations or not. To clear these confusions it is required to regularly train employees (Grichnik et al, 2014). This way they would feel being taught and improving their skills and will feel the urge to keep working in the organization.
• Giving value to every employee: – The management needs to give value to every employee in every department equal importance so that they do not feel discrimination in their workplace. They should feel that they are also in the eyes of their leaders and get motivated to perform well.

6. Conclusion

In this report, the issue regarding effectiveness, retention, and motivation in Dhirago has been addressed. Alteration in the human capital management of the organization regarding productivity has also been discussed.

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7. References

Augusto Felício, J., Couto, E., & Caiado, J. (2014). Human capital, social capital, and organizational performance. Management Decision, 52(2), 350-364.

Baptista, R., Karaöz, M. and Mendonça, J., (2014). The impact of human capital on the early success of necessity versus opportunity-based entrepreneurs. Small Business Economics, 42(4), pp.831-847.

BarNir, A. (2012). Starting technologically innovative ventures: reasons, human capital, and gender. Management Decision, 50(3), 399-419.

Cerrato, D. and Piva, M., (2012). The internationalization of small and medium-sized enterprises: the effect of family management, human capital, and foreign ownership. Journal of Management & Governance, 16(4), pp.617-644.

Corbett, A., Covin, J. G., O’Connor, G. C., & Tucci, C. L. (2013). Corporate Entrepreneurship: State‐of‐the‐Art Research and a Future Research Agenda. Journal of Product Innovation Management, 30(5), 812-820.

Criaco, G., Minola, T., Migliorini, P., & Serarols-Tarrés, C. (2014). “To have and have not”: founders’ human capital and university start-up survival. The Journal of Technology Transfer,

Caselli, F., & Gennaioli, N. (2013). Dynastic management. Economic Inquiry, 51(1), 971-996.

Gedajlovic, E., Honig, B., Moore, C. B., Payne, G. T., & Wright, M. (2013). Social capital and entrepreneurship: A schema and research agenda. Entrepreneurship Theory and Practice, 37(3), 455-478.

Grichnik, D., Brinckmann, J., Singh, L., & Manigart, S. (2014). Beyond environmental scarcity: Human and social capital as driving forces of bootstrapping activities. Journal of Business Venturing, 29(2), 310-326.

Leitch, C.M., McMullan, C. and Harrison, R.T., (2013). The development of entrepreneurial leadership: The role of human, social and institutional capital. British Journal of Management, 24(3), pp.347-366.

Martin, B. C., McNally, J. J., & Kay, M. J. (2013). Examining the formation of human capital in entrepreneurship: A meta-analysis of entrepreneurship education outcomes. Journal of Business Venturing, 28(2), 211-224.

Millán, J. M., Congregado, E., & Román, C. (2014). Entrepreneurship persistence with and without personnel: The role of human capital and previous unemployment. International Entrepreneurship and Management Journal, 10(1), 187-206.

Peng, M. W., Sun, S. L., & Markóczy, L. (2015). Human capital and CEO compensation during institutional transitions. Journal of Management Studies, 52(1), 117-147.

Rauch, A. and Rijsdijk, S.A., (2013). The effects of general and specific human capital on long‐term growth and failure of newly founded businesses. Entrepreneurship Theory and Practice, 37(4), pp.923-941.

Stone, R. J. (2013). Managing human resources. John Wiley and Sons

Santarelli, E. and Tran, H.T., (2013). The interplay of human and social capital in shaping entrepreneurial performance: the case of Vietnam. Small Business Economics, 40(2), pp.435-458.

Volery, T., Müller, S., Oser, F., Naepflin, C., & Rey, N. (2013). The impact of entrepreneurship education on human capital at the upper‐secondary level. Journal of Small Business Management, 51(3), 429-446.

Warner, M., (2013). Human Resource Management ‘with Chinese Characteristics’: Facing the Challenges of Globalization. Routledge.

PART B

Key / Important Learnings	Why are they important?	How will I benefit from them?
Performance management and appraisal: – Performance management can be defined as a standardized method of evaluating an employee’s performance concerning his or her potential for development. This denotes the analysis of the employee’s work, judging his or her performance and ways to perform in better and more effective ways such that the individual as well the organization benefits in the future. I could observe that the process of performance management in Dhirago starts when a nascent joins the organization, trains to become an employee, and finally ends with the employee leaving the system. This way the overall performance of a system is improved by improving every individual’s performance in a team.	1)Involving employees:-  I could conclude that involving employees in the planning and strategizing of the work will not only make ways for an effective way of working and achieving results but will also set clarity in the employees about the requirements that they need to meet. This will break communication barriers and propel the morale of the employees.  I could further analyze that performance management also helps in extracting the best out of the employees.   2) Monitoring employee progress: – To ensure that the work is completed within the stipulated time the management of the organization has to analyze and revise the work of the employees as well as the strategy that they are following.	1)Training and management:- I could further derive that the lack of skills to do various tasks always exists in the employees become clear during performance appraisals and the need for developing those skills become crucial both for the employees and the organization. The interest of the organization in reviewing performance and providing training instills a sense in the employees that the organization is genuinely caring towards the employees. Their work and their existence. 2) Motivation: – Performance management and appraisal have significant effects on the motivation of employees. The employees are more satisfied and encouraged to perform better.
2. Achievement of Module Objectives	How will it contribute to my personal development?	How will it impact my professional life?
Workforce planning and forecasting: – Planning of the workforce is one main important element that was achieved during my work on this module. Planning of the workforce is a combined systematic process in Dhirago that includes devising ways to avoid issues that may crop up in the future about which I could acquire knowledge. This way huge losses regarding finance, human resource, technology, and time is being reduced. Forecasting the works that would be executed in the future would help in identifying and determining how it will be executed would prevent loss of time and energy in planning the work while executing itself and delaying the completion of the work.	Workforce planning will help me correctly recognize the staffing requirements of the future along with any oversupply or shortage of skills for the company. There will be accuracy of costs and time including a planned strategy for recruitment. The development needs of staff can be identified by me in a better way.	Workforce planning and forecasting will enhance my ability to foresee and reciprocate to the needs of the future so that the organization can work and make proper decisions.
3. Barriers or Obstacles Faced	How did I overcome them?
While working on the module there were certain technical barriers. Finding exact information about the objectives was not easily received. There was difficulty in devising ways to have better human capital management in Dhirago as there could be disagreement between the management levels regarding the methods. There was a lack of liberty in deriving any conclusion regarding the methods or suggestions given by me to the management of Dhirago in the report as there was hesitation whether the management would not feel them appropriate to execute in the organization. The unavailability of optimum time duration also proved to be an obstacle as more research and analysis could be done to make the report much better.	As I had technical issues related to the availability of the internet I had to rush to the internet café after office hours. Though there were issues even there as most of the time the cafes used to be occupied, I could make provisions for the internet somehow. Secondly, regarding I had to approach the management and discuss the methods that I had devised to propose for enhancing human capital management in Chicago. There was a lot of agreements and disagreement regarding certain issues but I managed to convince the whole management about the work that was provided to me and the ways suggested by me for the betterment of the company.
4. Skills Acquired	How are they important to my future learning?	How are they important to my professional work?
Getting the opportunity to propose to the senior management of Dhiraago about enhancing human capital resources opened me to a lot of research, analysis, and planning which enhanced my skills in management as a whole. I had to go through various sites, books, and research by renowned management gurus to do justice to the subject. I learned about human capital management in detail and learned various aspects of it. I could acquire knowledge and learn the technique of employee motivation, retention, and productivity. I could reflect on work performance and management in better ways and was able to execute and see for myself in my workplace to observe the difference.	The knowledge regarding human capital management is significant for future learning as this knowledge will help me to become the best in executing my work. Devising ways to manage human capital resources is a responsible task which taught has taught me to handle new employees, ways to train and motivate them and make them generate better productivity. These studies will also help me in creating and planning a workforce in an organization where I can avoid loss of time and energy.	The management techniques that I learn while working on this module are going to be very useful in my future as these issues were generally addressed by the senior management of any organization whereas I was given the responsibility of proposing reforms in Chicago. I have gained the confidence of being able to handle the management of any organization regarding human capital management.
5. Other Reflections
The making of this report has instilled confidence in me that I can study, analyze and research any organization efficiently. Throughout this process of composing the module, I have also learned better time management as I had to manage my work time in the organization along with preparing the module. Throughout this process, I became more vigilant towards observing human resources, and human behavior under certain corporate circumstances to be more specific. I could relate my practical observations and execution to the theoretical conclusions made by renowned researchers about human capital management. The experience of working on this module has been enlightening and beneficial for the management of Dhirago as well as for me.