Most organisations that do not devote sufficient attention to their human capital, particularly
in the measurement of quality and effectiveness, usually under-utilise the talent of their
workforces. So it is wise for senior managers to invest in assessing the effect of human-capital
management on profitability to enable the development and establishment of best-practice
guidance that will help the organisation put the necessary tools in place. The aim is to develop
a culture that supports the organisation’s values while achieving the targeted business results.
Each organisation should be able to compare its devised culture and by using focus groups,
propose relevant action plans. There must be an assessment of the attitudes, mind-sets, and
beliefs that determine if the maintenance process is accomplished well. Without an
appropriate culture, it will be difficult to identify what is acceptable day–by–day behaviour. A
learning culture fosters personnel, so that they become more innovative and creative by
harnessing their diverse and individual abilities. Developing the required culture should be
considered to be an integral part of the whole management process. To remain internationally
competitive, firms must sustain a high rate of internal learning that both refines current
practices and adopts better ones. Government agencies are continually being required to
provide a broader range of services faster, yet without using any extra resources [9]. External
benchmarking programmes are popular ways of identifying good practices and show the
benefits of demonstrating what is realistically achievable. The learning processes involved in
establishing and implementing such programmes also provide benefits for those involved in
implementing them. Drew [10] identified several successes achieved by various forms of
benchmarking, but also pointed out some potential barriers. According to Harvey and Denton
[11], six factors are leading to the growing popularity of organisational learning:-