Whom to please: the government or the company? A case study of Ayla Hotels and Resorts in Djibouti, East Africa

2019 ◽  
Vol 9 (3) ◽  
pp. 1-14
Author(s):  
Doa'a Darwish ◽  
Syed Zamberi Ahmad
Keyword(s):  
Human Resources ◽  
Learning Outcomes ◽  
International Business ◽  
Business Strategy ◽  
Human Resources Management ◽  
Business Management ◽  
Business Administration ◽  
Global Business ◽  
Content Type ◽  
Resources Management

Subject area International Business Management, Global Business Strategy and Human Resource Management Study level/applicability This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses. Learning outcomes The learning outcomes are as follows: to figure out the appropriate staffing approaches for the foreign investment projects; to understand the challenges that companies face when they expand in the foreign market; to understand the different foreign markets entry modes. Case overview/synopsis The Nayel and Bin Harmal Investment Co. LCC. is an experienced company that owns a hotel chain with three properties in the UAE. In 2011, it decided to invest in Africa and build a new hotel – Ayla Djibouti Hotel – in Djibouti. The hotel’s construction is nearly complete. This has urged Bashar Al Tamimi to begin devising a staffing strategy for the hotel. Of particular concern is Djibouti’s lack of manpower with hospitality qualifications and expertise. Consequently, Al Tamimi must grapple with some difficult questions: Should he hire staff with the appropriate international hospitality experience? Or should NBHI invest in the human capital in Djibouti and train Djiboutian people to operate the hotel? Which strategy or approach will lead to the most successful and profit-making outcome for Ayla Djibouti Complexity academic level This case is suitable for Bachelor of Business Administration (BBA) program, specifically in human resources management, business strategy and international business management courses. 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 5: International Business.

Marketing and production conflict at Dandiraz Electrical Company, Zimbabwe

2012 ◽  
Vol 2 (7) ◽  
pp. 1-3
Author(s):  
Martin Dandira
Keyword(s):  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Business Management ◽  
Subject Area ◽  
Content Type ◽  
Resources Management ◽  
Organizational Behaviour ◽  
Organisational Behaviour ◽  
Marketing Director

Subject area Organisational behaviour, strategic management and management of change, human resources management, business management. Study level/applicability Undergraduate and post-graduate management degrees: including courses on organizational behaviour, human resources management, marketing, business management and strategic management. Case overview Dandiraz an electric appliance manufacturing company in Zimbabwe has an aggressive marketing director who had increased exports from 15 percent of the company's production to 40 percent and the company had won the National Exporter of the Year Award twice as a result of his efforts. The chairperson was uncomfortable with the outbursts of the marketing director when he talked to him about the production department. There was a disagreement between the marketing director and production director in the way certain issues were to be implemented. The chairperson was undecided on whose suggestions to follow since both directors were giving valid contributions but opposing each other. Expected learning outcomes Students can focus on the importance of how departmental conflicts can harm an organisation if not managed properly. Students will also appreciate the importance of making quality decisions by top management as an important ingredient for the success of an organisation. Supplementary learning materials Teaching notes are available. Consult the librarian for access.

Can multicultural human resources management problems be solved by an organisational culture?

2010 ◽  
Vol 14 (4) ◽  
pp. 99-114 ◽  
Author(s):  
Helena Karjalainen
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Organisational Culture ◽  
Cultural Backgrounds ◽  
Global Business ◽  
Resources Management ◽  
International Human Resources ◽  
International Human Resources Management ◽  
International Hrm

During recent decades, globalisation has affected and changed functions of enterprises, firms must adapt their strategies to global business and to international human resources management. A new challenge seems to be imposed to international managers and to international HRM: how to create cooperation between employees representing different cultural backgrounds and how to find a common identity in multicultural teams? Our article, based on a case study, inter-site cases, examines five different multicultural work groups. Results reveal how cooperation can be created and managed with the HRM practices and tools: recruitment, intercultural management, mediation and organisational culture.

scholarly journals Green candidate selection for organizational environmental management

2019 ◽  
Vol 41 (7) ◽  
pp. 1081-1096 ◽  
Author(s):  
Peter Adjei-Bamfo ◽  
Bernard Bempong ◽  
Jane Osei ◽  
Simonov Kusi-Sarpong
Keyword(s):  
Environmental Management ◽  
Local Government ◽  
Human Resources ◽  
Developing Economies ◽  
Selection Process ◽  
Human Resources Management ◽  
Evaluation Framework ◽  
Candidate Selection ◽  
Content Type ◽  
Resources Management

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

Marketing of the dark: “Memento Park” in Budapest

2011 ◽  
Vol 1 (4) ◽  
pp. 1-10 ◽  
Author(s):  
Brent McKenzie
Keyword(s):  
Learning Outcomes ◽  
International Business ◽  
Business Management ◽  
Subject Area ◽  
Business Enterprise ◽  
Iron Curtain ◽  
Value Proposition ◽  
Content Type ◽  
Sustainable Advantage ◽  
Target Consumer

TitleMarketing of the dark: “Memento Park” in Budapest.Subject areaMarketing strategy; services marketing; tourism.Study level/applicabilityUpper year undergraduate business/management, MBA, marketing/international business.Case overviewMemento Park is a large open air museum on the outskirts of Budapest, that houses statues, and related ephemera related to the communist period in Hungary. The park opened in 1993, four years after Hungary had shaken off its yolk of communism as part of the Iron Curtain, in 1989. This case presents a classic example of a business enterprise that sprang from a concept and access to inexpensive materials directly resulting form a changing external environment. The case presents the issues involved in making Memento Park a sustainable part of the Budapest tourist experience.Expected learning outcomesThis case challenges students to decide how best to determine a sustainable advantage. Arguably the value proposition that is being offered by Memento Park has a number of identifiable benefits to the target consumer. It is not replicable (at least in Hungary), has a truly unique content, and does not have large fixed or variable costs in terms of operations. The question is how to best develop a plan of attack for such a firm?Supplementary materialsTeaching notes.

Industrial relations (Union) issues at Asian Paints Ltd.

2018 ◽  
Vol 8 (2) ◽  
pp. 1-22
Author(s):  
Nikunj Kumar Jain ◽  
Subhashis Sinha ◽  
N.S. Iyer
Keyword(s):  
Graduate Students ◽  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Union Leader ◽  
Industrial Relations ◽  
Content Type ◽  
Post Graduate ◽  
Resources Management ◽  
The Impact

Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. 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.

High-performance human resource management and firm performance

2015 ◽  
Vol 115 (2) ◽  
pp. 353-382 ◽  
Author(s):  
Kangyin Lu ◽  
Jinxia Zhu ◽  
Haijun Bao
Keyword(s):  
Firm Performance ◽  
Human Resources ◽  
High Performance ◽  
Human Resources Management ◽  
Chinese Enterprises ◽  
Content Type ◽  
Resources Management ◽  
Mediating Role ◽  
The Relationship

Purpose – Human resources have become a key issue in relation to the strong competition between service firms. Therefore, the purpose of this paper is to explore the relationship between high-performance human resource management (HRM) within this field to firm performance, making a useful attempt to explore the “black box” of enterprise human resources management effect on firm performance. Design/methodology/approach – In order to validate the relationship between high-performance HRM and firm performance, Chinese service industry samples were collected. Structural equation modeling and regression are adopted to estimate the direct effect of high-performance HRM on firm performance and the mediating role of innovation. Findings – The results show that the impacts of high-performance HRM on firm performance are significant. Moreover, innovation plays a partial mediating role between them. Training, work analysis and employee participation has a significantly positive impact on firm performance, while effects of profit sharing, employee development and performance evaluation on enterprise performance is not significant. The results strongly support the hypothesis that innovation holds intermediary variables between high-performance HRM and firm performance. Practical implications – Studying the relationship between high-performance HRM and firm performance can help Chinese enterprises more reasonable and effective learning foreign advanced management ideas and methods. And then can help Chinese enterprises to establish a high-performance HRM system that is suitable for Chinese enterprises; the research can help enterprises to identify meaningful practice of human resources management, outstanding keys, and perfect the HRM system of enterprises; research on innovation and innovative thinking is conducive to develop employees’ innovation motive, promote employee’ innovative behavior, and improve firm performance. Originality/value – This paper takes innovation as a mediating variable into the model and studies the intermediary role of innovation.

Occupational pension scheme: an innovative tool in HRM

2016 ◽  
Vol 14 (2) ◽  
pp. 106-129
Author(s):  
Lucia Garcés-Galdeano ◽  
Carmen García-Olaverri ◽  
Emilio Huerta
Keyword(s):  
Job Satisfaction ◽  
Human Resources ◽  
Human Resources Management ◽  
Social Benefits ◽  
Pension Scheme ◽  
Occupational Pension ◽  
Content Type ◽  
Resources Management ◽  
Levene Test ◽  
The Relationship

Purpose This paper aims to recognize whether occupational pension scheme (OPS) is offered in a varied set of measures intended to design a coherent human resources management of people. Second, the authors will study the relationship of these OPS with job satisfaction and job change. The interest of this ultimate goal lies in the relationship between job satisfaction and employee motivation, commitment and loyalty. Design/methodology/approach Statistical methodology is carried out from three approaches. First, a descriptive analysis to define what type of companies are offering these OPS and what positions are occupying the OPS beneficiaries. Second, an exploratory analysis is conducted to establish associations between variables. The authors use the X2 tests with contingency tables and ANOVA of one and two factors. In all cases, the requirement of homoscedasticities is checked through Levene test. Third, the authors conduct a joint analysis between the studied variables. Multiple correspondence analysis is used to analyze the association between certain characteristics of the firm and the fact to offer OPS and other social benefits. Finally, to assess the potential impact of OPS on the decision to change the job, the authors conduct a binary logistic regression analysis, in which the authors used control variables of certain characteristics of the individual and the company. Findings Companies who develop the most innovative human resources management policies offering more training, more social benefits and incentives, are also most likely to implement OPS. The OPS beneficiaries have higher levels of satisfaction and are less likely to change the job, regardless of the position held and salary. Originality/value To the extent that the future is perceived as more uncertain, the savings will be more oriented toward prevision. OPS can be a saving instrument with broad appeal for business and workers. And of course, it can be a tool of differentiation in the recruitment policy, which attract workers to the company over other competitors which do not offer this kind of benefits.

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