scholarly journals Emerging Options in Doctoral Study in Management for International Executives

2006 ◽  
Vol 31 (3) ◽  
pp. 13-17 ◽  
Author(s):  
Darrell Norman Burrell
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Organizational Development ◽  
Human Resources Management ◽  
Team Building ◽  
Employee Development ◽  
Ethical Behaviour ◽  
Full Time ◽  
Strategy Execution ◽  
Business World

University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?

scholarly journals Corporate Responsibility towards employees–Raben Group

2021 ◽  
pp. 187-192
Author(s):  
Natalia Jankowska
Keyword(s):  
Sustainable Development ◽  
Human Resources ◽  
Human Resources Management ◽  
Employee Development ◽  
Work Life ◽  
Life Balance ◽  
External Stakeholders ◽  
Development Goals ◽  
A Company

Human capital management in an organisation is one of the key areas of company success and its competitive advantage, particularly in a service company such as Raben (Zając, 2014). As an entity operating in the Transport Forwarding Logistics (TFL) sector, its decisions in the area of human resources management depend on industry factors. This is evidenced, among others, by the structure of employees. The aim of this case study is: first, to draw attention to the problems that companies operating in specific sectors may face. The second goal is to identify their ability to implement the concept of a company responsible to employees. The company strives to take the goals set by the United Nations (SDGs) into account. These include taking care of appropriate employment structure, ensuring employee development, ensuring diversity, caring for work-life balance as well as safety in the workplace, and building relations with external stakeholders. The specificity of the industry in which the presented company operates makes it pursue a number of Sustainable Development Goals—both with regard to employees and in terms of environmental protection. Some need to be adapted accordingly.

scholarly journals PENGELOLAAN DIVERSITAS KARYAWAN DALAM MEMBANGUN KEUNGGULAN KOMPETITIF

1970 ◽  
Vol 14 (1) ◽  
Author(s):  
Sri Lestari
Keyword(s):  
Human Resources ◽  
Total Quality Management ◽  
Human Resources Management ◽  
Total Quality ◽  
Business World ◽  
Resources Management ◽  
Scarce Resources ◽  
Competitive Edge ◽  
The Face ◽  
A Company

This article entitled management diversity of employees to develop competitive advantage. Currently the business world increasingly tight competition. The company increasingly hard in fighting over scarce resources and consumers. The competition took place at both levels local, regional, national and international level. Companies are able to compete will be the winner in the competition. In the face of environmental conditions that increasingly erratic company should be able to operate optimally, that by having the competitive edge. Diversity can give you an advantage for the company especially in serving customers who are also diverse. HUMAN RESOURCES company that came from many different backgrounds have the talent of individuals and different experiences so that it can give you different ideas and can serve a diverse market anyway. It is certain that the diversity of employees at a company many benefits, however it is not denied that the diversity also poses many challenges. human resources management should plan and manage their employees being multiform in such a way that would give maximum performance for the company .To create this company should apply the principle of total quality management and Total Quality Control in managing their employees.

E-HRM as a Reality in Virtual World

2009 ◽  
pp. 278-285
Author(s):  
Gonca Telli Yamamoto ◽  
Ahmet Özbek
Keyword(s):  
Human Resources ◽  
Labor Unions ◽  
Virtual World ◽  
Human Resources Management ◽  
The Internet ◽  
Business World ◽  
Resources Management ◽  
Important Challenge ◽  
Internet Revolution ◽  
Rich History

The human resources (HR) profession has had a rich history: that is, from the concept of labor unions in 1930 to the creation of selection tools in 1940 then to the reward systems in 1970 shifting to teamwork and then to partnerships in 1990. After the 1990s, like all other businesses, HR also influenced the Internet revolution. Classical human resources management (HRM) concerns the recruitment, selection, development, compensation, retention, evaluation, and promotion of personnel within an organization (Bernardin & Russel, 1993), which could be mostly transferred to the virtual world. Therefore, the HR profession faces an important challenge with new e-HRM and virtual actions encountered in the business world. This chapter examines the e-HRM phenomenon in the virtual world in detail and tries to bring new angles to e-HRM, and then manifests new definitions for the new reality while changes andinteractions take place in the virtual world.

scholarly journals PENGARUH BUDAYA ORGANISASI TERHADAP KINERJA PEGAWAI BANK BJB CABANG BANJARMASIN

2017 ◽  
Vol 3 (2) ◽  
Author(s):  
Sayid Hasan
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Performance Measurement ◽  
Performance Management ◽  
Employee Performance ◽  
Human Resources Management ◽  
Population Based ◽  
Company Performance ◽  
Resources Management ◽  
Research Population

Abstract: Company performance measurement is very important. By measuring performance, management can determine the level of progress of the company and identify areas which should receive more attention. This research try to understand the influence of organizational culture to employee’s performance. This research is done to BJB Bank Branch Banjarmasin using all it’s employees as research population. Based on these results that the regression tested in this study are significant. In other words, the influence of organizational culture on performance is not coincident, but actually real or meaningful. Keywords: human resources management, organizational culture, employee performance Abstrak: Pengukuran kinerja suatu perusahaan merupakan hal yang sangat pen-ting. Dengan melakukan pengukuran kinerja, manajemen dapat mengetahui ting-kat kemajuan perusahaan dan sekaligus mengetahui bidang-bidang mana yang ha-rus mendapat perhatian lebih banyak. Penelitian ini berusaha memahami pengaruh dari budaya organisasi terhadap kinerja pegawai. Penelitian dilakukan di Bank BJB Cabang Banjarmasin dengan populasi penelitian adalah seluruh karyawan di Bank BJB Cabang Banjarmasin. Berdasarkan hasil penelitian ini dapat disim-pulkan bahwa regresi yang diuji dalam penelitian ini adalah signifikan atau de-ngan kata lain pengaruh budaya organisasi terhadap kinerja adalah bukan karena hal kebetulan semata, melainkan benar-benar nyata atau bermakna. Kata Kunci: manajemen sumber daya manusia, budaya organisasi, kinerja pegawai

scholarly journals Relations between Organizational Culture and Human Resources Management in a Modern Organization

2020 ◽  
Vol 88 ◽  
pp. 105-119
Author(s):  
Oksana Pavlova
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Cultural Differences ◽  
Soft Skills ◽  
Human Resources Management ◽  
Resources Management ◽  
Creative Leadership ◽  
External Context ◽  
Technological Growth ◽  
Meaningful Definition

This article presents the development of organizational culture in terms of a rapidly changing environment in a modern labor market. Old definitions had to bring new persuasion into the field in order to compete among modern organizations. We can witness those changes firstly by analyzing how the meaning of an organizational culture has been changed over the previous decades from a very narrow function to a wide and meaningful definition including soft skills and psychological aspects. The most common reason why it happened is economic and technological growth and changes in demand which come along with it. Organizations must adapt to those changes; otherwise, consequences can be crucial. Organizational culture nowadays includes more supporting disciplines, and one of them is Human Resources Management (HRM). Organizational culture and Human Resources Management have been merged as supporting disciplines approximately in the late nineties. The meaning of that phenomena got even stronger when American psychologists admitted its relevance and supported the idea that organizational culture consists not only of an external context. HRM’s components, such as employee’s engagement, the management of cultural differences among parties, creative leadership, the identification of a specific and individual needs, etc., became relevant in shaping organizational culture in a modern organization. The article presents components which belong to the side of organizational culture as well as to the side of HRM and the most important relations between two disciplines and common components which glued those disciplines together.

scholarly journals Considerations Regarding the Location and the Role of Organizational Culture in the Romanian Military Environment

2021 ◽  
Vol 26 (1) ◽  
pp. 55-61
Author(s):  
Gabriela-Florina Nicoară ◽  
Sorin Gheorghe Pînzariu
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Human Resources ◽  
Human Resources Management ◽  
Personal Observation ◽  
Resources Management ◽  
Essential Resource ◽  
Military Institution ◽  
The Military

AbstractNowadays organizational human capital is an essential resource for any organization. Moreover, it gives the organization a significant competitive benefit. In that light, the aim of this article is to highlight how the activities carried out in the framework of human resources management influence the organizational culture in the military environment. Furthermore, our intention is to underline how the organizational culture within the military institution gets valences and inflection in relation to the practices of management which are implemented within the component of the human resources of the Romanian Army. The main methods we used in the present research were the personal observation and the study of the evidence.

scholarly journals The nexus between human resources practices, intrapreneurship and organizational innovation

2021 ◽  
Vol 12 (6) ◽  
pp. s391-s401
Author(s):  
Bahman Peyravi ◽  
Arturas Jakubavicius ◽  
Rytis Bickauskas ◽  
Kateryna Mazur ◽  
Alyona Piven
Keyword(s):  
Human Resources ◽  
Organizational Development ◽  
Organizational Innovation ◽  
Selection Process ◽  
Human Resources Management ◽  
Relevant Literature ◽  
Entrepreneurial Activity ◽  
Resources Management ◽  
Innovation Activities ◽  
The Impact

In today’s world, the impact of strategic human resources management on innovation activities plays key role in organizational development and change management. The aim of this research is to determine the impact of human resource management on intrapreneurship and organizational innovation. It is emphasized by many significant authors in last decades that the entrepreneurial activity is at the heart of competitiveness, productivity growth, innovation, economic growth and job creation. The research based on literature review and personal interpretation on the topic. Theoretical analysis on relevant researches on nexus between human resources management, organizational innovation and intrapreneurship, presentation of conceptual framework, presentation of the research findings are the objectives of the research. This study has potential limitations such as data collection process and access to the relevant literature. Research results emphasize on the impact of job selection process, training process, reward and motivational techniques on organizational innovation and intrapreneurship.

An Overview of the Use of Gamification on Enterprises to Motivate Human Resources

2022 ◽  
pp. 14-27
Author(s):  
Igor Fernandes ◽  
Pedro Branco ◽  
Carlos Filipe Portela
Keyword(s):  
Human Resources ◽  
Swot Analysis ◽  
Human Resources Management ◽  
Team Building ◽  
Employee Motivation ◽  
Resources Management ◽  
Motivation And Engagement ◽  
Training Team ◽  
Game Elements

Organizations are concerned about how they can increase the motivation and engagement of their employees. Gamification arises in this context as an opportunity to address this issue. Thus, gamification has attracted greater attention from companies. The idea of using game elements to solve problems in their processes is starting to be seen as a solution. This study aims to analyse the gamification concept and its benefits and explain how it can be applied in human resources management. This mechanism can help companies to solve employee motivation and engagement problems in different areas of human resources. This chapter analysed eight studies in the areas of recruitment, training, team building, and administrative processes. So a SWOT analysis able to help understand the different models of gamification applied in human resources, its objectives, and its ability to create advantages for companies and their employees was constructed.

Innovative reward as a strategical culture designer

2019 ◽  
Vol 18 (1) ◽  
pp. 13-16 ◽  
Author(s):  
Lionel Hepner
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Human Resources Management ◽  
Reward Systems ◽  
Value Proposition ◽  
New Paradigm ◽  
Content Type ◽  
Strategic Factor ◽  
Employee Value ◽  
Hr Strategy

Purpose The paper intends to share with the reader some ideas that position the management of compensations as a strategic factor for the organizational culture shaping. Design/methodology/approach The author shares some ideas and examples that demonstrate how we could understand reward management as a key aspect of HR strategy. Through practical examples, will show why it has a deep impact on the so-called soft areas of HR. A strategic compensation model is introduced for the promotion of culture of innovation and the creation of new businesses through the employees of the organization. Findings Reward systems are part of a fundamental strategy to modelize organizational culture through the installation of symbols that has direct impact on the employee value proposition. Thinking Outside the Box can be promoted within employees through reward systems, so they can create new businesses according to the nowadays VUCA context. We are living in a volatile, uncertain, complex and ambiguous world that forces us to open our minds and be prepared to change with agility the products and services that our companies offer. An HR professional can modelize the employee value proposition through intelligent rewarding systems Originality/value This paper presents innovative ideas to manage the human resources strategy through reward systems. This scheme represents a new paradigm of human resources management to lead the current business challenges through people.

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