Investing in the intellectual capabilities of human resources, the Southern Distribution Authority, Basra branch as a model

استثمار القدرات الفكرية لدى الموارد البشرية هياة توزيع الجنوب فرع البصرة نموذجا

Abstract

In today's knowledge-based economy, intellectual capabilities are of paramount importance to organizational success. They are the foundation upon which creativity and innovation are built, and they are among the most prominent competitive factors in the market. These capabilities represent the energy and primary driver for corporate management to achieve their visions and goals. Hence, the need to invest them optimally and seek solutions that ensure maximum benefit from them within a clear organizational structure based on job descriptions. In the introduction to his research, the researcher referred to some figures who represented a turning point in the field of intellectual capabilities development, serving as a starting point for the research process. He presented his problem through two main questions: First, how can we arrive at the most appropriate methods and concepts to unleash the intellectual talents and capabilities of company employees? Second, how can we discover these talents in society and employ them in a manner that is consistent with each organization's role and in accordance with its tasks and duties specified in the organizational structure and job descriptions? The answers to these two questions were presented in three chapters. The first included a theoretical aspect, reviewing perceptions related to intellectual capabilities and methods for measuring and developing them. The second chapter, which deals with the study methodology and data analysis, presented the researcher's hypotheses based on practical reality, using the petroleum products distribution company as a model for the study. A random sample of employees across the company's departments and divisions was used. A question was posed about the acquired skills that employees actually practice in the workplace, and the answers revealed two types of skills: technical skills and acquired administrative skills. Based on this, the researcher used a questionnaire to measure the achieved percentages and analyze them to answer a crucial question: Can a workforce with a qualification in a specific specialty transform into influential intellectual capabilities? From here, the study moved to the third chapter, which included conclusions and recommendations. If applied in the realities of companies, these findings can be generalized across various sectors, contributing to strengthening these companies' position in a market where competition for survival is increasingly intense.