Abstract:
The objective This study sought to assess the effect of human capital and intangible knowledge based resources on organizational performance organization resources on performance. The study presumed resource-based view theory which stipulates that fundamental sources and drivers to firms’ competitive advantage and superior performance are mainly associated with the attributes of resources that are valuable and costly-to- copy. Combining or bundling of resources by organizations by configuring them into complex combinations to yield competitive advantage is not highly enhanced in public institutions due to lack of or poor training and low motivation among civil servants leading to poor delivery of services. Having higher levels of human resources capital was strongly associated with performance only when top managers perceive that these resources provide distinctive value to the organization. Organisations use combinations of accumulated tangible and intangible resources of stocks that are owned or controlled by the firm, such as technological assets, capabilities, human, financial, physical and knowledge-based resources that are tied to and controlled by the firm firm. Descriptive study research design using a census was done and qualitative and quantitatively analysis performed. Results showed that superior performance is achieved by access to and appropriate use of thef firm’s resources for competitively to achieve superior superior performance.
