The present fast-changing economic environment contributes to the daily challenges faced by organisations in their attempts to maintain a competitive edge. Employees need to be innovative continuously and maintain high levels of productivity in order to reach organisational goals. From a global perspective, a lot of research has been done concerning personal financial wellbeing, yet very little research on this topic could be found in the South African context. Seeing that intellectual capital is regarded as one of the most important assets of any organisation, the current study set out to determine the impact of personal financial wellbeing on employee productivity and absenteeism as part of total employee cost. For this purpose, a confidential online questionnaire was completed voluntarily by sampled employees (n=872) from the manufacturing industry. The results showed that financial interference is an outcome of the level of financial wellbeing; therefore, financial wellbeing does have an impact on financial interference. It was also determined that financial interference, in turn, does have an impact on both productivity and absenteeism. According to the results, personal financial wellbeing also affects both productivity and absenteeism directly. One recommendation for future research is to use this study as a basis from which to more generally improve financial wellbeing in the South African context. Also, more research could be conducted on suitable financial educational programmes to improve financial wellbeing in the South African workplace, as well as on determining a monetary value of the impact of financial wellbeing on productivity and absenteeism. / MCur, North-West University, Potchefstroom Campus, 2015

Human capital is a major resource controlled by a company, but is not recognised as an asset by traditional accounting practices. An alternative accounting treatment of human capital, using the human resources scorecard as a guide, is suggested in this study. The study comprises a literature review as well as an empirical study to that end. The empirical research of this study focuses on how human capital affects important financial figures and ratios of a company when employee-related costs are recognised as an asset rather than as an expense. A corresponding liability was recognised to make provision for an annual cash outflow relating to employee related costs. The annual financial statements of ten companies listed on the JSE were examined in order to determine the impact on the reported results, had human capital been treated as an asset. A methodology whereby asset values for human capital can be calculated was introduced. The influence on several core financial ratios of a company is analysed. A large increase in assets and liabilities was noted in both 2010 and 2011 when human capital was recognised as an asset rather than as an expense on a company’s financial statements. Assets for the companies analysed increased on average between 58.62% and 414.78% and liabilities increased between 204.84% and 748.26%. Due to the large increase in assets and liabilities, the recognition of human capital as an asset had a significant impact on the financial ratios of the companies analysed. This is directly linked to the decision making of company stakeholders. Throughout this study, it becomes evident that there are some general inadvertencies and inconsistencies regarding the human capital and employee costs recognition and reporting on companies’ financial statements. The way in which human capital is reported varies from company to company. The capitalisation of human capital has an impact on the financial performance of a company that cannot be ignored. There are several advantages to comprehensive human capital reporting which includes workforce motivation as well as an enhanced reputation of a company. Whether human capital is treated as an asset or as an expense, companies should invest in broad, comprehensive human capital reporting in their financial statements. The study concludes with recommended human capital disclosure in financial statements. / MCom (Management Accountancy)--North-West University, Vaal Triangle Campus, 2015

It is generally acknowledged that human capital intangibles are major value drivers in the new economy characterised by information and technology. The main purpose of this study is to examine the extent to which companies listed on the Johannesburg Stock Exchange disclose information on human capital related issues. The study combined both qualitative (literature reviews and content analysis) and quantitative (survey questionnaire) methods to collect data of 60 corporate annual reports (CARs) of listed companies in South Africa from survey questionnaires administered on various categories of preparers and users of these CARs. The study made use of 91 human capital disclosure checklists developed from literature reviews for the purpose of data collection. The data analysis was done with the aid of Atlasti-a qualitative data analysis software and SPSS- a quantitative data analysis software. The findings show that majority of the items on the disclosure checklist are not yet disclosed in the CARs even though most of the items on the checklist are adjudged to be useful for organisational value creation. In view of the initial findings of this study, a human capital disclosure framework is recommended. / Business Management / D. Accounting Science

Studies conducted for the US have found a positive effect of human capital endowments on employment growth, with human capital endowments diverging at the same time. In contrast, studies for European countries have found convergence of human capital endowments. This paper tests these relationships for 99 Austrian districts for the observation period 1971-2011 by estimating how the presence of high-skilled employment affects total, low-skilled and high-skilled employment growth. To this end, OLS, fixed effects and first difference regressions are estimated. The results show continuous convergence of high-skilled employment which, however, slowed downed significantly since the 1990s. In contrast to previous studies, evidence for positive effects of high-skilled on total and low-skilled employment is only weak and varies over time. Furthermore, the results show that total and high-skilled employment in suburban areas grew faster than in other regions, while districts which bordered the Eastern Bloc were disadvantaged. Nevertheless, spatial neighbourhood effects within Austria are only weak. (authors' abstract) / Series: Working Papers in Regional Science

Dagens redovisning får ofta kritik för att den inte redovisar dess personal, humankapitalet, som en tillgång i balansräkningen. Problemet är aktuellt då humankapitalet generellt utgör en allt större och viktigare del av tillgångarna i dagens företag. Detta leder till att redovisningen blir missvisande, då stora skillnader uppstår mellan verkligt värde och bokfört värde. I elitidrottsföreningar är spelarna en viktig tillgång men tillvägagångsättet vid värdering av spelare skiljer sig mycket mellan både föreningar och sporterna emellan där många föreningar fortfarande inte redovisar sina spelare.   Syftet med studien är att granska hur elitidrottsföreningar värderar och redovisar sitt humankapital samt att undersöka hur valet av redovisning påverkar föreningarnas finansiella ställning och hur väl de uppfyller redovisningens kvalitativa egenskaper. För att uppfylla syftet genomfördes en studie av 5 stycken utvalda svenska elitidrottsföreningar inom fotboll och ishockey. Studien genomfördes med en deduktiv ansats där föreningarnas årsredovisningar analyserades med fokus på områdena eget kapital, resultat och redovisade spelare. Studien innehåller både en deskriptiv del där dagens redovisning inom elitidrottsföreningarna analyseras och en normativ del där vi undersöker hur föreningarnas bör redovisa spelare och vilken effekt detta hade gett på föreningarnas resultat- och balansräkning. Denna del inkluderar hur redovisningen hade sett ut om föreningarna hade aktiverat sina egna talanger i balansräkningen.   Resultatet av studien visar att elitidrottsföreningarna inom fotbollen redovisar sina spelare som en tillgång efter Svenska Fotbollförbundets rekommendationer. De undersökta ishockeyföreningarna saknar rekommendationer från förbundshåll och redovisar inte sina spelare. Vår bedömning är att ishockeyföreningarna skulle gynnas av att aktivera sina spelare i balansräkningen men att det med rådande system och avsaknaden av transfersummor inte är möjligt. Resultatet visar även att redovisningen av spelare hade uppfyllt redovisningens kvalitativa egenskaper på ett bättre sätt vid möjlighet att aktivera egna talanger i balansräkningen. Vårt bidrag till ämnesområdet utmynnar i en rekommendation till elitidrottsföreningar inom fotboll och ishockey att i framtiden skapa möjlighet till att redovisa egna upparbetade ungdomsspelare. / Today's accounting is often criticized for not reporting its staff, human capital, as an asset in the balance sheet. The problem is current since human capital generally constitute an increasingly important part of the assets in today's business. This cause a misleading in the financial statements since large differences arise between the fair value and book value. In elite sport clubs, players are an important asset but the valuation approach of the player is very dissimilar in the clubs and between different sports where many clubs still isn’t accounting their players.   The purpose of the study is to examine how the elite sport clubs value and reports its human capital, and to analyze how different accounting approach affects the clubs financial position and how well they achieve the qualitative characteristics in accounting. To fulfill this purpose, we carried out a case study of five Swedish elite clubs in football and hockey. The study was conducted with a deductive approach, where the club’s annual reports were analyzed, focusing on the areas of equity, earnings and reported players. The study contains a descriptive part where today´s accounting is analyzed and a normative part where we examine how the clubs should report their players and the effect this has given in the income statement and the balance sheet. This part also includes an analyze of the affects in the balance sheet if the clubs had activated their own youth talents in the balance sheet.   The results of the study show that the elite football clubs report its players as an asset using the Swedish Football Association's recommendations. The investigated elite hockey clubs don’t have prepared recommendations and aren´t reporting their players. Our conclusion is that the hockey clubs would benefit from activating their players in the balance sheet but that its not possible with the current system and the lack of transfer fees. The result also shows that the accounting of players had met the report's qualitative characteristics in a better way with the opportunity to activate their own talents in the balance sheet. Our contribution to the subject concludes with a recommendation that the elite clubs in football and hockey in the future should try to find a way to report their own accumulated youth players.

FDI inflow to developing countries has shown a drastic increase in the past few decades. Accordingly, many policy makers and academics are concerned about policies that attract FDI inflows to enhance economic growth from the positive spillover effects of FDI. Hence this study examines the general impact of FDI on the economic growth of 56 developing countries for the period 1985-2014. In order to analyze the growth effect of FDI into different macroeconomic situations, the sample countries are grouped into 24 low-income developing countries and 32 upper middle-income countries. The overall panel data analysis based on endogenous growth theory supported the positive growth effect of FDI for the pooled 56 countries and upper middle- income countries. However the growth effect of FDI for low-income countries tend to be statistically significant but negative. Moreover, to investigate the absorptive capacity of the host country an interactive term of FDI and human capital is included to estimate the general model. The regression results from the interactive term denote that the growth effect of FDI is dependent on the level of human capital in the host country. Hence a minimum level of human capital is essential in order to maximize and absorb the positive growth effect of FDI.

Thesis (MAcc)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Human capital efficiency, as measured by Value-Added Human Capital (VAHU), refers to an employee's ability to create value-added for his employer. As a key resource which is not captured by conventional accounting, human capital and its value-creating ability may contribute to the premium to book value at which many companies trade. This study, therefore, sought to investigate trends in the divergence between book value and market value in South Africa, by analysing the median market-to-book ratios of companies listed on the Johannesburg Stock Exchange over time. The primary research objectives, however, were to empirically confirm whether corporate financial and market performance in South Africa can be explained as a contemporaneous and future outcome of human capital efficiency, and whether human capital efficiency is improving. In a largely industrialised emerging market, such as South Africa, there is some concern that companies which concentrate on efficient and productive management of their tangible assets may neglect the effective skills development and training of their human capital assets. Time-series cross-sectional multiple regressions were used to analyse the intra-industry and inter-industry relationships between VAHU and financial performance (as measured by return on assets, revenue growth and headline earnings per share) and market performance (as measured by market-to-book ratios and total share return) in companies listed on the Johannesburg Stock Exchange. Of the financial year-ends falling in the period 31 December 2001 to 30 June 2011, 1765 company years were covered, relating to 390 companies listed on the Main Board and ALT-X. Company size, leverage, industry and return on equity were held as control factors. The same financial data was used to assess the median growth in VAHU over the period under review. The market value-book value gap of listed companies in South Africa was found to have increased from 2001 to 2011, while human capital efficiency declined. Human capital efficiency has almost no effect on current or future market performance in South Africa. Higher human capital efficiency has a positive effect on current returns generated by any asset – tangible or intangible. Higher headline earnings per share is concurrently associated with higher human capital efficiency in almost every industry. Higher revenue growth is contemporaneously associated with higher human capital efficiency in all industries, except those which are consumer-driven. In consumer-driven industries, human capital efficiency is not a driver for revenue growth, but is still associated with higher profitability. The longer-term effect of human capital efficiency on corporate performance in South Africa is more unclear than its immediate effect. The findings of the study highlight the commercial implications of the degree of industrial action and poor basic education in South Africa – a working population that is poorly educated, with the paradox of wages that are low in relation to the cost of living, yet which are becoming too high in relation to the level of output the workers produce. The results pose a compelling argument for improving the quality of education in South Africa, as well as for employer-driven skills development and employee training. / AFRIKAANSE OPSOMMING: Menslike kapitaaldoeltreffendheid, soos gemeet deur Toegevoegde Waarde Menslike Kapitaal (TWMK), verwys na 'n werknemer se vermoë om toegevoegde waarde vir sy werkgewer te skep. As 'n sleutel-hulpbron wat nie deur konvensionele rekeningkunde vasgelê word nie, dra menslike kapitaal en die waardeskeppingsvermoë daarvan, dalk by tot die premie op boekwaarde waarteen baie maatskappye verhandel. Hierdie studie het dus nagestreef om tendense in die afwyking tussen boekwaarde en markwaarde in Suid-Afrika te ondersoek, deur die mediaan mark-tot-boekverhoudings van maatskappye genoteer op die Johannesburgse Effektebeurs met tydverloop, te ontleed. Die hoof-navorsingsdoelwitte was egter om empiries te bevestig of korporatiewe finansiële en markprestasie in Suid-Afrika beskryf kan word as 'n gelyktydige en toekomstige gevolg van menslike kapitaaldoeltreffendheid en of daardie menslike kapitaaldoeltreffendheid verbeter. In 'n grootliks geïndustrialiseerde ontwikkelende mark, soos Suid-Afrika, is daar 'n mate van kommer dat die maatskappye wat konsentreer op die doeltreffende en produktiewe bestuur van hul tasbare bates, die doelmatige ontwikkeling van vaardighede en opleiding van hul menslike kapitaalbates mag verwaarloos. Tydreekse dwarsdeursnee meervoudige regressies is gebruik om die intra-industrie en inter-industrie verhoudings tussen TWMK en finansiële prestasie (soos gemeet deur die opbrengs op bates, inkomstegroei en wesensverdienste per aandeel) en markprestasie (soos gemeet deur mark-tot-boekverhoudings en die totale opbrengs op aandele) in maatskappye wat op die Johannesburgse Effektebeurs genoteer is, te ontleed. Van die finansiële jaareindes in die tydperk 31 Desember 2001 tot 30 Junie 2011, is 1765 maatskappyjare gedek, rakende 390 maatskappye wat op die Hoofbord en Alt-X genoteer is. Die grootte van die maatskappye, hefboomfinansiering, industrie en opbrengs op ekwiteit dien as kontrolefaktore. Dieselfde finansiële data is gebruik om die mediaangroei in TWMK oor die tydperk onder oorsig te bepaal. Dit is bevind dat die markwaarde-boekwaardegaping van genoteerde maatskappye in Suid-Afrika vanaf 2001 tot 2011 toegeneem het, terwyl menslike kapitaaldoeltreffendheid gedaal het. Menslike kapitaaldoeltreffendheid het byna geen effek op die huidige of toekomstige markprestasies in Suid-Afrika nie. Hoër menslike kapitaaldoeltreffendheid het 'n positiewe uitwerking op die huidige opbrengste wat gegenereer word deur enige bate – tasbaar of ontasbaar. Hoër wesensverdienste per aandeel is samelopend met hoër menslike kapitaaldoeltreffendheid in byna elke industrie. Hoër groei in inkomste is gelyktydig geassosieer met hoër menslike kapitaaldoeltreffendheid in alle industrieë, behalwe dié wat verbruiker-gedrewe is. In verbruiker-gedrewe industrieë, is menslike kapitaaldoeltreffendheid nie 'n aandrywer van inkomstegroei nie, maar is nog steeds gelyktydig geassosieer met hoër winsgewendheid. Die langer-termyn uitwerking van menslike kapitaaldoeltreffendheid op korporatiewe prestasie in Suid-Afrika, is meer onduidelik as sy onmiddellike effek. Die bevindinge van die studie beklemtoon die kommersiële implikasies van die omvang van industriële aksie en swak basiese onderwys in Suid-Afrika – 'n werkende bevolking met swak opleiding, tesame met die paradoks van lone wat laag in vergelyking met bestaankoste is, maar wat te hoog styg met betrekking tot die vlak van uitset wat die werkers produseer. Die resultate bied 'n oortuigende argument vir die verbetering van die gehalte van onderwys in Suid-Afrika, sowel as vir werkgewer-gedrewe ontwikkeling van vaardighede en werknemersopleiding.

Study project (MBA)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: The one factor in the current business environment that provides an organisation with a competitive advantage, is human capital. It can make the difference between success and failure. In an organisation like Rex Mining it is especially important for a strong human capital base to meet the challenges that the marginal diamond mines present. It is not a question of finance. Human capital development is determined by the people management practices in an organisation, things they already do. The difference between building and breaking down human capital is just a matter of quality and appropriateness of these practices. The measurement of the ability of an organisation to develop human capital was always problematic because of the nature of it. Buckingham and Coffman developed an easy and valid measuring instrument to help organisations measure this very important factor. The questionnaire they developed now makes it possible for every organisation to make a determination of where it stands in terms of its ability to develop human capital. An investment in human capital will always give a return on the investment. The size of the return will be determined by the time and energy spend on the investment by the organisation. This investment does not depreciate. An investment in human capital will ensure optimal productivity, efficiency and effectiveness in the organisation and that targets will be reached and exceeded. Healthy people management practices are the basis upon which the development of human capital rests. In a changing South Africa different demands are made upon organisations in terms of their human capital. Each individual has his own goals and career plans and if the organisation cannot satisfy those demands the employee will offer his services to the employer that can satisfy his needs. / AFRIKAANSE OPSOMMING: Menslike kapitaal is in die hedendaaqse sakewêreld die een faktor wat aan 'n organisasie die kompeterende voordeel gee. Dit kan die verskil tussen sukses en mislukking bepaal. In 'n organisasie soos Rex Mining is dit juis belangrik dat menslike kapitaal sterk moet wees ten einde die geweldige uitdagings wat die marginale diamantmyne stel, die hoof te kan bied. Dit is ook nie 'n kwessie van finansies nie. Menslike kapitaalontwikkeling word bepaal deur die mensebestuurspraktyke in 'n organisasie, dinge wat elke organisasie reeds doen. Dit is net die kwaliteit en toepaslikheid van hierdie praktyke wat die verskil maak tussen die opbou en afbreek van menslike kapitaal. Die meting van die vermoë van 'n organisasie om menslike kapitaal te ontwikkel, was altyd problematies vanweë die aard daarvan. Buckingham en Coffman het egter 'n baie maklike en geldige meetinstrument daargestelom organisasies te help om hierdie baie belangrike faktor te meet. Die vraelys wat hulle ontwikkel het, maak dit nou moontlik vir elke organisasie om 'n bepaling te maak ten opsigte van die organisasie se vermoë om sy menslike kapitaal te ontwikkel. 'n Belegging in menslike kapitaal sal altyd 'n opbrengs lewer. Die grootte van die opbrengs sal afhang van die hoeveelheid tyd en energie wat die organisasie bestee het aan die belegging. Hierdie belegging verloor ook nooit sy waarde nie. 'n Belegging in die menslike kapitaal van 'n organisasie sal verseker dat produktiwiteit, effektiwiteit en doeltreffendheid optimaal sal wees en dat die organisasie altyd doelwitte sal behaal en oorskry. Gesonde mensebestuurspraktyke is die basis waarop die hele ontwikkeling van menslike kapitaal berus. In die veranderende Suid-Afrika word nuwe vereistes aan organisasies gestel in terme van hulle menslike kapitaal. Elke individu het sy eie doelwitte en loopbaanplanne en as die organisasie waar hy of sy werk, nie hieraan kan voldoen nie, sal die werknemer sy dienste aan 'n werkgewer bied wat wel sy behoeftes kan bevredig.

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: ABSTRACT: "People are our most valuable asset" is a cliché that no member of any senior management team would disagree with. Yet, the reality for many organisations is that their people remain under-valued, under-trained and under-utilised. The rate of change facing organisations has never been greater and organisations must absorb and manage change at a must faster rate than in the past. In order to implement a successful business strategy to face these challenges, organisations, large and small, must ensure that they have the right people and strategy in place to deliver the right people at the right time at the right cost. It has become clear over the last two to three years that a major problem is developing within the Human Resources management in Bank Windhoek. The opportunity to address this problem in an effective and objective way did not however present itself until late in 1999 when the then relatively new Managing Director tried to convince the Board Manpower Committee to appoint a senior Human Resources manager, a position, as will be seen in the forthcoming discussion, that has been absent for a number of years. The request was turned down with reasons that the size of the staff complement in the bank did not justify such a senior appointment. When the Managing Director was then approached for permission to do a study relating to the repositioning of Human Resources in Bank Windhoek, it was immediately granted. The goals for the study were multifarious. In the first place the actual state of affairs were to be determined, from a management perspective as well as from a client perspective. Secondly the aim was to determine what the ultimate Human Resources department should look like, in the process identifying the existing gaps. The next goal was to make recommendations to reengineer the department in order for it to start functioning effectively and to all the parties' content. The final goal was to implement systems to constantly monitor the Human Resources department's performance and make continuous adjustments to keep it on track. Bank Windhoek has come to a crossroad where certain decisions pertaining to its Human Resource management have to be made. This paper will endeavour to make facts clearer to facilitate the best decision-making and propose actions to be taken in this very important facet of the bank's overall strategy and management. / AFRIKAANSE OPSOMMING: "Mense is 'n maatskappy se waardevolste bate" is 'n uitdrukking waarmee alle bestuurders sal saamstem. Die werklikheid is egter dat personeel by die meerderheid organisasies onderwaardeer, onopgeleid en onder-benut is. Die spoed van verandering wat organisasies deesdae in die gesig staar was nog nooit meer intens as nou nie, en organisasies moet hierdie veranderinge absorbeer en bestuur teen 'n vinniger pas as ooit vantevore. Ten einde 'n suksesvolle besigheid-strategie te implementeer om sodoende hierdie uitdagings die hoof te kan bied, moet besighede, klein en groot, verseker dat hulle die regte personeel en strategieë in plek het om die regte mense op die regte plekke teen die ideale koste te kan plaas. Dit het oor die afgelope twee tot drie jaar duidelik geword dat 'n grootse probleem besig was om in die Menslike Hulpbronne bestuur van Bank Windhoek te ontstaan. Die geleentheid om hierdie probleem objektief en effektief aan te spreek het eers in die laaste helfte van 1999 ontstaan toe die nuwe Besturende Direkteur gepoog het om die Mannekrag Komitee te oortuig om 'n senior bestuurder Menslike Hulpbronne aan te stel. 'n Aanstelling wat ons in hierdie bespreking sal merk, afwesig was vir 'n hele aantal jare. Sy voorstel was summier afgeskiet aangesien, volgens die komitee, die aantal personeel in die bank nie 'n senior aanstelling regverdig het nie. Toe die Besturende Direkteur genader is om toestemming ten einde 'n ondersoek te doen oor die herposisionering van die Menslike Hulpbron afdeling in die bank, is dit dadelik toegestaan. Die doelwitte van hierdie ondersoek was velerlei. In die eerste plek was dit nodig om die ware toedrag van sake rakende die bestuur van Menslike Hulpbronne in die bank te bepaal, vanuit 'n bestuurs- sowel as 'n kliënte oogpunt. Tweedens was dit die doel om te bepaal hoe die ideale Menslike Hulpbronne afdeling daaruit moet sien. Gedurende hierdie proses is bestaande gapings dan geïdentifiseer. Derdens was dit nodig om aanbevelings te maak om die afdeling tot so 'n mate te herstruktureer om tot alle betrokke partye se voordeel te kan funksioneer. Verder was dit ook nodig om stelsels te implementeer om die Menslike Hulpbronne prestasie te kan evalueer asook om voortdurende aanpassings te maak om die afdeling op die regte spoor te kan hou. Bank Windhoek het by 'n kruispad gekom waar sekere besluite rondom Menslike Hulpbronne geneem moet word. Hierdie werkstuk sal poog om feite duideliker te stel rondom die beste besluitneming en voorgestelde aksies wat geïmplementeer moet word in hierdie belangrike aspek van die bank se oorhoofse strategie en bestuur.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: The challenge facing managers and employees in the 21st century is to cope with the changing environment in which they find themselves. This study project aims to give managers guidelines to optimise human capital through emotional intelligence and, in so doing, assist them with a practical tool to challenge the modern business environment. Here the key question is: What does it mean to optimise human capital through emotional intelligence in practice? In an attempt to answer this question, the primary aim of this study project is to develop a practical and accessible tool which the modern manager can use in understanding and optimising the concepts of human capital and emotional intelligence, both in his personal and professional life. Gone are the days when managers and employees were told to leave their emotions at home. This study project also wishes to highlight the importance of emotions at work, how the management of emotions can significantly affect an individual's potential for development and promotion at work and, lastly, how different the workplace might be if everyone was helped to recognise and manage their emotional intelligence. The methodology used involves a thorough exploration of international and local literature, including books, articles and relevant electronic resources. Existing definitions, theories, text and themes regarding human capital and emotional intelligence are broken down into practical advice that is accessible to and can be understood by the modern manager. Thirty specific coaching guidelines are given that can be used as a management tool. The author attempts to anchor the study with reference to a South African case study. This case study involved testing the EQ of fourteen individuals from Media24 FamilyMagazines, a division of Media24, by means of the BarOn EQ-I test. It is concluded that if managers and employees develop their emotional intelligence, both parties will benefit. The key lies in engaging people's heads and hearts and in optimising human capital through emotional. intelligence. / AFRIKAANSE OPSOMMING: Die uitdaging wat bestuurders en werknemers in die 21ste eeu in die gesig staar is om optimaal te funksioneer in die veranderende omgewing waarin hul hulself bevind. Hierdie studieprojek het ten doel om moderne bestuurders riglyne te gee om menslike kapitaal deur middel van emosionele intelligensie te optimaliseer en hulle sodoende te voorsien van 'n praktiese hulpmiddel waarmee hulle die uitdagings van die 21ste eeuse sake-omgewing die hoof kan bied. Die sleutelvraag is: Wat beteken dit in die praktyk om menslike kapitaal deur emosionele intelligensie te optimaliseer? In 'n poging om hierdie vraag te beantwoord is die primêre doel van hierdie studie om 'n praktiese en toeganklike hulpmiddel te ontwikkel wat die moderne bestuurder kan gebruik om die konsepte menslike kapitaal en emosionele intelligensie in sy persoonlike en professionele lewe te verstaan en te optimaliseer Die dae toe bestuurders en werknemers gevra is om hul emosies tuis te laat, is verby. Hierdie studieprojek het ook ten doel om die belangrikheid van emosies by die werk uit te lig, hoe die bestuur van emosies 'n beduidende uitwerking op 'n individu se potensiaal vir ontwikkeling en vordering by die werk kan hê, en laastens, hoe anders die werkplek kon wees as almal gehelp word om hul emosionele intelligensie te herken en te bestuur. Die metodologie wat gevolg word sluit 'n verkenning van internasionale en plaaslike literatuur, met inbegrip van boeke, artikels en tersaaklike elektroniese bronne, in. Bestaande definisies, teorieê, tekste en temas oor menslike kapitaal en emosionele intelligensie word verwerk tot praktiese raad wat toeganklik is vir en deur die moderne bestuurder verstaan kan word. Dertig spesifieke opleidingsriglyne word gegee wat as 'n bestuurshulpmiddel gebruik kan word. Die skrywer poog om die studieprojek met verwysing na 'n Suid-Afrikaanse gevallestudie te anker. Hierdie gevallestudie sluit in die EI-toetsing van veertien individue van Media24 Gesinstydskrifte, 'n afdeling van Media24, deur middel van die BarOn EQ-I toets. Ten slotte word daarop gewys dat, indien bestuurders en werknemers hul emosionele intelligensie ontwikkel, beide partye daarby sal baat. Die sleutel lê daarin om mense se verstand en hul harte te betrek en om sodoende menslike kapitaal deur emosionele intelligensie te optimaliseer.