This paper explores how work acts as driver of, contributor to, and barrier to the development of human capability. It outlines key themes from various bodies of literature addressing capability. These highlight the tension between the narrower, organisationally instrumental human capital theory perspectives, and the broader, more holistic human capability approaches typified by Amartya Sen. The paper then reports case study research which explores institutional, organisational and individual influences on the development of human capability in New Zealand workplaces. Finally, it discusses implications on the role of work in developing human capability. These include the importance of quality of employment, and the influence of key people over individual progress; and raises questions about what it is reasonable to expect governments and employers to contribute to human capability development.