M Com (Human Resources Management) / The aim of this study was to explore and describe foundational assumptions in selection of human capital metrics, unpacked within three broad categories of meaning, namely: why?, what?, and how? we measure human capital. A literature study was conducted to demystify conceptual elements and to report on the status quo. A modernist qualitative research methodology, with purposive and snowball sampling to recruit a limited number of practitioner experts in the field of HC and HC measurement in South Africa, was employed. With the aid of computerised qualitative data analysis software, thematic analysis was inductively applied to data generated during unstructured, in-depth interviews. Twenty-four assumptions found and positioned within the three broad categories of meaning (why?, what?, and how?) provide some understanding of selection in human capital metrics. Significant clusters of findings are: the supply of decisionlevel specific human capital information (which originated heuristically and inferentially), the limited value attached by senior managers to transactional and compliance information, the systemic integration (vertical and horizontal) of the business strategy into the business value chain, supported by multiple and parallel value chains, and an emerging measurement framework within HR. These clusters are representative of two emerging and overarching paradigms, namely: the current and entrenched Performance Measurement Paradigm (transactional), and the aspiration towards the fruition of a Human Capital Contribution Paradigm. It is clear from this study that there is still conceptual confusion regarding the terms human capital and metrics as presented in literature and understood and applied in practice. Recommendations are offered to eradicate conceptual confusion and to assist HR in moving towards a Human Capital Contribution paradigm.

New Public Management and increasing calls for public sector transparency and accountability drive public sector leaders to do more with less. One place these leaders can turn to make the organizational, program, and process improvement needed is its workforce, its people. This resource, its human capital, is increasingly recognized as a driver of organizational performance and success. Public sector leaders need the learning and accountability provided by human capital performance measurement and reporting to improve service efficiency, effectiveness, and impactfulness. This study examined recent research to see if there were common human capital performance indicators and performance reporting systems that could form the basis of standardized measurement and reporting. What was found was, while no standardized indicators or systems are in place, there is a good foundation with some initiating steps having been taken. Common groupings or themes of human capital indicators were uncovered including ones addressing organizational strategy impact, talent management, engagement & wellness, and workforce awareness. A balanced scorecard approach was often used as the performance reporting method to deliver these indicators. Maturity in both the human resources profession and performance reporting, along with further research, is needed to advance the concept of a common human capital performance indicators and performance reporting system. / Graduate