Abstract
This comparative study of human capital development policy and organizational and HR practices examines employees' perceptions of competence utilization (and underutilization) and its possible causes. More specifically, the study addresses the following specific questions: Are human capital resources underutilized in work organizations? If this is the case, what is the extent of underutilization? What are the factors that affect utilization? Using data set drawn from a survey of managers and subordinates in public organizations in Saudi Arabia and Oman (N=540), findings expose a significant, and largely ignored, problem in the development and management of contemporary organizations:
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