Culture and Business Operations: How the Gulf Arab Leadership Style Impacts a Contingent Human Resource Management

2017 ◽  
pp. 31-47
Author(s):  
William Scott-Jackson ◽  
Jonathan Michie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Business Operations ◽  
Gulf Arab

Universal HRM and the Gulf Leadership Style

2013 ◽  
pp. 1-21 ◽  
Author(s):  
William Scott-Jackson ◽  
Jonathan Michie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Gulf Cooperation Council ◽  
Management Style ◽  
Leadership Culture ◽  
The Family ◽  
Gulf Arab

This case study aims to allow students, using various business dilemmas, to explore differences in approach between the most commonly taught “universal” models of human resource management (HRM), mostly based on Western culture and practices (Brewster, Farndale, & Ommeren, 2000) and a more contingent HRM predicated on the leadership culture prevalent in the Gulf Cooperation Council countries (Scott-Jackson, 2008). It aims to generate discussion of strengths and weaknesses of these different approaches to leadership and HRM as well as some recognition that there is a valid, distinctive Gulf Arab Management Style that is worthy of study and provides an alternative to more commonly recognized approaches. The supporting research was carried out between January 2011 and June 2012. It was largely based on interviews with 50 Gulf Arab leaders, together with action research and advisory work in 5 large Gulf companies (including the family conglomerate forming the basis for this case).

scholarly journals Pengaruh Human Resource Management Practices and Policies, Transformational Leadership Style Terhadap Job Satisfaction

2021 ◽  
Vol 5 (1) ◽  
pp. 41-55
Author(s):  
Ruri Hudi Astuti Dewi Subroto
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Leadership Style ◽  
Management Practices ◽  
Human Resource Management Practices ◽  
Transformational Leadership Style

Human resource development programs need to be created systematically and sustainably to produce future-ready talents. As part of the efforts to optimize human resources management within the company, one of the ways the company takes is by increasing employee satisfaction in carrying out its duties. The purpose of this study was to determine the effect of human resource management practices and policies, transformational leadership style on job satisfaction. This research method uses a quantitative approach. The sample in this study were 235 employees of PT. X. The type of data used is primary data using a questionnaire. The analysis technique used is Structural Equation Modeling with AMOS 22 program tools. The results of this study are expected to be used as an evaluation material for human resource management practices and policies that have been implemented by the company, in order to make improvements to aspects that are still complaints and make employees feel dissatisfied when working such as job placements that aren’t according to capacity, the balance of the weight of the work given, the assessment system to the problem of the compensation system or its achievement which aims to create job satisfaction and employee comfort at work.

Putting “Human” into Human Resource Management

1984 ◽  
Vol 13 (4) ◽  
pp. 501-510 ◽  
Author(s):  
Clyde J. Lindley
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Climate ◽  
Human Resource ◽  
Leadership Style ◽  
Organizational Setting ◽  
Human Beings ◽  
Carl Rogers ◽  
Assessment Specialists ◽  
Relationship Of

This article stresses the importance of studying how the employee functions in the organizational setting in which he/she works. The relationship of organizational climate to performance is described by reviewing some of the research in this area. Human resource management means providing an organizational climate that will motivate the employee to reach his/her highest potential of effectiveness. It is treating employees as human beings, as persons with feelings, aspirations and pride. A philosophy of human resource management is presented based on the counseling philosophy of Carl Rogers, that each person has inner resources to grow and become a fully functioning person. Suggestions are made about the leadership style necessary to produce an organizational climate that will unleash the tremendous potential within employees. Participative management and other means of involving employees are encouraged as human resource management endeavors. Assessment specialists and other personnelists are challenged to assist managers and personnel directors in developing a truly people oriented, participatory, human organizational climate. “Human” human resource management means greater productivity.

Laura at Panevėžys Juozas Balčikonis Gymnasium

2014 ◽  
Vol 4 (1) ◽  
pp. 1-16
Author(s):  
Raimonda Alonderienė ◽  
Margarita Pilkiene
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Organizational Psychology ◽  
School Management ◽  
Content Type ◽  
Organizational Behaviour ◽  
General Management ◽  
Management And Leadership

Subject area Human resource management, organizational psychology, organizational behaviour, school management and leadership and general management Study level/applicability The case is appropriate for undergraduate, post-graduate and executive-level courses related to human resource management, organizational psychology, organizational behaviour, school management and leadership and general management, or in the courses, where it is needed to illustrate how one of HR activities – successful adaptation of new employee is performed. Case overview Young teacher, Laura V., getting a position as English language teacher in the same gymnasium she has graduated herself – J. Balčikonis gymnasium at Panevėžys city. It was her dream to become a teacher, and new job at prestigious school, famous for its long standing tradition and strong culture was promising a lot. Case refers to first half year of Laura's experience. She was happy with handling the subject she taught, but faced challenges to come to good terms with old generation teachers and active students. Case describes the ways she overcame this with the help of a mentor and the leadership style of school's director. Expected learning outcomes To understand the importance of socialization (orientation) in establishing person-job and person-organization fit; to examine socialization (orientation) as an outcome and as a process, formal and non-formal types of it; to understand the difference in behaviour change tactics: behaviour modification and socialization; and to understand the forms of teacher education – pre-service and in-service training. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals THE GROWING ROLE OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE

2020 ◽  
pp. 152-158
Author(s):  
Akanksha Saxena
Keyword(s):  
Artificial Intelligence ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Secondary Data ◽  
Research Paper ◽  
Business Operations ◽  
Business Goals ◽  
Hr Managers

The adoption and integration of technology with business is no longer a matter of choice but rather one of survival. Since times, businesses are aligning technology with business goals to ensure business continuity, survival and growth. Technological advancements have entirely reshaped and restructured the organization by making their business operations highly integrated and streamlined than even before. These technological advancements in business are bringing machines and humans more closely along with exploring ways of utilizing it to improve their productivity, ease and efficiency. The inclusion of Artificial Intelligence (AI) in business is an example of such business transformation. The organizations that have already using Artificial Intelligence (AI) in their business operations have witness a progressive transformation of their core processes such as Supply chain and logistics management, marketing, finance, production and operation management, research and development(R & D) and other business operations, The Human Resource (HR) department is also not left behind in the race. Today the Human Resource (HR) professionals are focusing more on the importance of optimizing the combination of human and automated work for an intuitive work environment. As the organizations are adopting artificial intelligence into their Human Resource (HR) process at a varying rate, it is important for the Human Resource (HR) professionals to understand and prepare themselves for these technological changes, which are redefining their organization and workforce characteristics. Artificial Intelligence (AI) based Human Resource (HR) technology help the organization to yield both short term and long term benefits. Artificial intelligence provides Human Resource (HR) departments to transform employee experience empowering managers to take consistent decisions solve critical business challenges, automating repetitive tasks, and building customized training module and assist Human Resource (HR) managers for taking more efficient decisions in talent development. This research paper tries to underline the growing importance of Artificial Intelligence (AI) in human resource management (HRM) and aims to explain how artificial intelligence has been integrated into different functions of human resource. The researcher has used secondary data where the data was collected from research papers, publications, websites, HR blogs, survey reports etc. The research paper is descriptive in nature. The research study has concluded that Artificial Intelligence (AI) plays a significant role in carrying forward the Human Resource (HR) functions right from procurement to performance management and thus there is a growing need of integrating Artificial Intelligence (AI) in Human Resource Management (HRM). KEYWORDS: - Artificial Intelligence (AI), Human Resource Management (HRM), Human Resource (HR).

Baahubali’s Kattappa: servant leadership in practice

2018 ◽  
Vol 8 (2) ◽  
pp. 1-12
Author(s):  
Esrafil Ali ◽  
Yasmeen Khan
Keyword(s):  
Resource Management ◽  
Servant Leadership ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Learning Outcomes ◽  
Human Resource ◽  
Leadership Style ◽  
Team Leadership ◽  
Content Type

Subject area Leadership and team building, Human resource management, Organizational behavior. Study level/applicability The case may be most useful for MBA or any other PG level courses, particularly in human resource management, team leadership, motivation and morale. The Case could also be appropriate in the courses that cover General Management or Business Management, Executive Education Programs. This case can also be taught to the middle level and senior level managers in Management Development Programs. Case overview The case study describes the leadership lessons drawn from the role of Kattappa in the movie Baahubali. He took bold decisions to save the Mahishmati kingdom from Bijjaladeva. Being a slave and agile swordsman, he obeyed all the orders of the king of the realm. He made strategic decisions which resulted in positive outcomes for the kingdom. His leadership style can be linked with the theories of servant leadership style. The case tells us about some selected instances from the movies Baahubali: The Beginning and Baahubali 2: The Conclusion, which had happened with Kattappa which can be used to understand the different principles and philosophy of servant leadership. Expected learning outcomes The expected learning outcomes are as follows: to understand the different dimensions and essential skills of servant leadership; to analyze and learn the servant leadership style from the role of Kattappa; and to evaluate the appropriateness of servant leadership in context to other leadership styles. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

scholarly journals An Interview with Human Resource Manager

2018 ◽  
Vol 3 (2) ◽  
pp. 142
Author(s):  
Yunli Guo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Influence ◽  
Human Resource ◽  
Leadership Style ◽  
Daily Activities ◽  
Resource Manager ◽  
Human Resource Manager ◽  
Common Task ◽  
Successful Manager

<em>Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Different people require different styles of leadership. There are many traits that help people increase the effectiveness of their leadership. How to be a successful manager? In this paper, I interviewed a HR and summarized her descriptions about human resource management. As a Human Resource Manager, she described some specific daily activities and responsibilities in this interview, also gave some realistic experiences and useful advice for us. In order to have an effective leadership, it is important to build your own leadership style which can expend strengths and avoid weaknesses.</em>

scholarly journals Development of Community Pharmacy Characteristics Questionnaire: Application of Cognitive Interviewing

2018 ◽  
Vol 9 (3) ◽  
pp. 3 ◽  
Author(s):  
Megan Smith ◽  
Stefanie Ferreri ◽  
Rachel Stafford ◽  
Benjamin Teeter ◽  
Kea Turner ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Community Pharmacy ◽  
Human Resource ◽  
Pharmacy Practice ◽  
Future Research ◽  
Cognitive Interviewing ◽  
Original Research ◽  
Response Options ◽  
Business Operations

  Background: A questionnaire specific to community pharmacy characteristics, such as staffing models for clinical activities and business operations, does not exist.  As community pharmacy practice expands, it is important to characterize how pharmacies are changing for outcomes research. The aim of this study was to conduct cognitive interviewing with community pharmacists to gain feedback on the formatting, readability, and content of items measuring community pharmacy characteristics to develop such a questionnaire. Methods: National surveys and previously developed survey work were reviewed to identify the following question categories: business operations, human resource management, division of clinical responsibilities, technology, and enhanced services.  Questions for each domain were drafted and assessed for applicability across different states and level of importance by researchers in 3 different states. Using the “think aloud” method of cognitive interviewing to evaluate clarity in instructions, question items and response entry, an iterative process was established that included 3 rounds of interviews with discussion and modifications made by the research team between each round. Results: A total of thirteen cognitive interviews across 3 rounds were conducted via telephone and lasted between 30 and 60 minutes. Time for participant pharmacists to complete the questionnaire ranged from 12 minutes to 30 minutes. The interviews revealed areas of ambiguity, and missing response options for the variety of business structures. The question categories with the most problematic items were business operations, human resource management, and division of clinical responsibilities. Conclusion: Using cognitive interviewing, a community pharmacy questionnaire focusing on operational characteristics was developed. Future research is warranted to test the organizational characteristics defined in this paper with a larger sample size representing multiple states. Article Type: Original Research

Style of Personnel Management in a Digital Economy

2019 ◽  
Vol 8 (1) ◽  
pp. 68-70
Author(s):  
Е. Молчанова ◽  
E. Molchanova ◽  
Н. Захаров ◽  
N. Zaharov
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Leadership Style ◽  
Digital Economy ◽  
Management Style ◽  
Current Status ◽  
Current State ◽  
The Future

The article gives the study the transformation of leadership style in the era of the digital economy. The influence of digital companies, the personality of the manager, the peculiarities of work on the style of human resource management are considered. The article shows the current state, its change under the influence of digital companies, the personality of the leader, the features of work on the style of personnel management. The article specifies current status of people management and its change under such factors like the influence of digital companies, personality of the manager and work specifics. The purpose of the article is to find out the answers to the following questions: what was the management style before? What is the management style of the future? Are such factors like the personality of the manager, the specifics of the work, its importance and complexity, the level at which management is carried out effect on the leadership style? To answer these questions, the leadership style in one of the world’s leading companies was reviewed.

scholarly journals Navigating the next Industrial revolution: Future Work Force analysis based on Western Australian narrative

2019 ◽  
Vol 2 (2) ◽  
pp. 88-100
Author(s):  
Pasan Ganegama
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Industrial Revolution ◽  
Group Discussion ◽  
Work Force ◽  
The Right ◽  
Future Work ◽  
Western Australian

The study adopts a Focus group discussion than the more dominant quantitative data in studying Western Australian Business landscape and it’s local and global disrupters, repellents and extractors are exhaustively and critically analyzed. In order to ascertain needed competencies to navigate the next industrial revolution, current practices of government and non-government initiatives can be Juxtaposed to rowing and rafting phenomena. The current global strategic HR perspective should be focused, fast and flexible but the Australian Government and most corporate conglomerates view are it should be Safe, Slow and Strict. People make sense of their world where human actions are based upon the person's interpretation of events, societal meanings, intentions and beliefs (Gill and Johnson 20101; Denzin and Lincoln, 20052). The Australian public’s belief in navigating the next industrial revolution and the effect of Government policy-making is analyzed critically in this paper. The following two questions being answered with practical disparity and in the end, adjusted accordingly to make sense to the layman terms. First “Why we need to reimagine Human Resource Management perspective?” was unveiled. Secondly, the key features of future Human Resource Management were questioned.  Thirdly what should the Australian corporates and Governments do differently to assimilate our workforce to reap benefits from the next industrial revolution is discussed. Finally championing the change using the right blend of leadership style and scale of change discussed in length to add clarity to the perspective.

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