The human resource management at Hubbard’s follows the human capital theory and model. This states that the stock of personality attributes, knowledge, social, habits which also include the aspect of creativity, is embodied in the ability to perform labour so that it can produce economic value. This means that similar to physical means of production, e.g. machines and factories, a company can also make investments in human capital. The output of a company is also heavily dependent on the rate of return on the human capital owned by the company. This theory is largely followed by Hubbard’s food company. This is largely evident from the fact that the company invests heavily on its people, and its employee friendly practises to raise customer satisfaction among its employees. Dick is well known for his entrepreneurial nature and his take on social responsibility is a quality found in very few leaders. According to the case study, he proposed a new factory in Mangere, Auckland which is an area well known for high unemployment and low income. To increase the living standards of the people living in that area, he gave them employment in his factory and trained them with basic manual skills. Thus investment in his work force helped him get bright results for his company as well where the workers were committed to the cause of the company and put the company’s interest above and beyond their own personal interest. This was because of the help and the level of support provided by the company to upscale the living standards of the people and giving them basic education and training so that they became self dependant (Hubbard, 2012).