International Journal of Research Publication and Reviews, Vol 4, no 10, pp 2471-2477 October 2023 International Journal of Research Publication and Reviews Journal homepage: www.ijrpr.com ISSN 2582-7421 An Assessment of the Impact of Employee Self-Service Systems on Human Capital Management: A Case Study of KCM Smelter Co. Limited, Chingola, Zambia. Ms. Mwangala Mutemwa, Mr. Milu Elisha Kafumukache, Dr. Clement Kasenge, Mr. Patrick Mubiana, Katongo Mabengwa and Dr. Maybin Masando Lecturer, National Institute of Public Administration, Zambia. PhD Student, National Institute of Public Administration, Zambia, Lecturer, National Institute of Public Administration, Zambia, Lecturer National Institute of Public Administration, Zambia. Graduate from Zambia Catholic University and Head of Campus, National Institute of Public Administration, Zambia. DOI: https://doi.org/10.55248/gengpi.4.1023.102815 ABSTRACT Technological advancement in the 21st century has unlocked possibilities in all spheres of existence. Lately with the advent of the Covid-19 pandemic, the workplace has been transformed and businesses are operating in unchartered waters. The use of Employee Self-service systems is believed to guarantee more efficient and effective way of managing human capital in organizations. However, many organizations are still stuck with the traditional way of managing human capital despite its usefulness. It is on this basis that this study sought to assess the relationship between Employee Self-service systems and management of human capital. The main objective of the study was to assess the impact of Employee self-service systems on Human Capital Management, more specifically, the study aimed at ascertaining the impact of employee self-service systems operation on Human Capital Management, explore how efficient employee self-service systems are in helping achieve highly effective employee performance at KCM Smelter Co. Limited, and establishing the relationship between Employee self-service systems and Human Capital Management at KCM Smelter Co. Limited, The study adopted a descriptive survey research design. The population of the study was composed of 1425 employees at KCM Smelter CO. Limited, out of which a stratified and Simple Random sampling was used to draw out a sample size of 100 respondents. The sample frame consisted of a list of all KCM Smelter Co. Limited. This study relied on primary data, which was collected using physical questionnaires distributed to respondents with help from Human Resource personnel from the different Departments. Keywords: Employee Self-Service Systems, Human Resource Management, Management 1. Introduction Organizations exist as open systems and hence they are in continuous interaction with the environment in which they operate. The environment in which the organizations operate is never static. This means that all organizations lend themselves to this environment, which is highly dynamic, chaotic, and turbulent such that it is not possible to predict what will happen and/or when it will happen. Consequently, the ever-changing environment continually presents opportunities and challenges. To ensure survival and success, firms need to develop capability and capacity to manage threats and exploit emerging opportunities promptly. This requires formulation of strategies that constantly match capabilities to environment requirements. Success therefore calls for proactive approach to business (Robinson, 2008). Consequently, the primary aim of an organization is to increase the performance which cannot be achieved without optimal productivity of the organizations workforce. Additionally, Technological advancement, globalization and competition are changing the economic and social environment rapidly. As a result of this, organizations that are unable to urgently cope and adapt to these changes are underperforming. The Human Resource Management (HRM) function has changed dramatically over time evolving from the traditional administrative function primarily responsible for payroll processing to a more strategic direction of Human Capital Management that can add value to an organization (Malis, 2002). 1.1.1 Employee Self-Service Systems as a Concept In today’s competitive world both private and public organizations are facing new challenges regarding continued quality service delivery and creating committed workforce (wainaina, 2015). Currently neither public nor private organization can perform at highest levels unless each and every employee