Introduction Organizational performance has been the ultimate target for corporate managers over the years as it serves as a yardstick for assessing their individual and organizational performance and also useful for shareholders to assess the performance of the entity. Peprah and Ganu (2018) postulate that human capital affects organizational culture, structure and impact positively on organizational sustainability. This paper follows that school of thought that, irrespective of the uncontrolled nature of external forces, a competently managed organizational climate evidenced by the developed nature of its human capital can still sail organizations through unconformable external environmental forces into success (Alika &Aibieyi, 2014). This paper, therefore, focuses on examining how human capital development should be considered as the most vital process required to optimize organizational performance. 2. Organizational Performance Organizational performance is the outcome of the interplay of firms' resources, structure, culture, and environment (Combs, Ketchen, Crook &Shook, 2005) as Organizational performance could be assessed using financial indicators and non-financial indicators. Some common financial performance indicators are the profitability, return on assets, high sales figures, (Selvarajan et al., 2007; Hsu et al., 2007). Others also include return on investment (ROI), earnings per share (EPS) and net income after tax (NIAT) (Grossman, 2000). Additionally, organizational performance is assessed by benchmarking financial indicators against managerial accounting indicators. The non-financial indicators are generated using the perceived performance approach (Marimuthu, Arokiasamy, Ismail, 2009) which requires subjective performance assertions to be placed in the form of statements while responses (usually on a Likert scale) are required to indicate the extent to which those statements reflect the perception of top management relative to organizational performance (Selvarajan et al., 2007). The most critical resource of every organization is its human capital. It provides the dynamic, responsive and creative force required to achieve and sustain the competitive advantage desired most by organizations. The human capital and its development are critical to ensuring the maintenance and improvement of the performance of any organization (Ostroff & Bowen, 2000). Human capital in organizations is the knowledge, skill, and experience of employees (Peprah, & Ganu, 2018)inand organization that contribute to sustainable competitive advantage.
Management of working capital is a fundamental aspect of finance. This is because it affects the church's liquidity and financial sustainability. The study sort of establishing the relationship between working capital and financial sustainability for selected Christian denominations in Ghana. Using bivariate correlation application in SPSS 23, the financial statements from 2013 to 2017 of 15 Christian Council of Ghana denominational members conveniently sampled and analyzed. Working capital is represented by liquidity ratios of current ratio, and cash ratio and financial sustainability are epitomized by self-support. The study revealed that there was a positive relationship between working capital and financial sustainability among Christian denomination in Ghana. In a detailed outcome, there was a statistically small positive significant relationship between self-support and cash ratio and statistically large positive significant relationship between self-support and current ratio. The study recommends to churches in Ghana to seek an enhancing relationship between their working capital and financial sustainability to prevent a possible closure of the church. Not-for-profit organizations must seek self-support through income generation and diversification to improve their Liquidity. Again, not-for-profit organizations must have a positive relationship between working capital and financial sustainability in that churches exist because of liquidity.
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