scholarly journals The Relationship between Entrepreneurial Culture and Sustainable Competitive Advantage in the Banking Sector

2016 ◽  
Vol 8 (2(J)) ◽  
pp. 26-39 ◽  
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Banking Sector ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Learning And Development ◽  
Entrepreneurial Culture ◽  
Ex Post ◽  
The Relationship

Business sustainability of services-rendering organisations is one of the major concerns for those at managerial levels world-wide. This paper offers explanations on how best to achieve sustainable competitive advantage by communicating entrepreneurial values through human resource development programmes in the banking industry. The research reported in this paper adopted a non-experimental research design of ex post facto type, utilising a correlational approach with advanced explanatory design. Based on the principle of convenience sampling, 380 questionnaires were distributed to employees of two Nigerian banks. Three hypotheses were formulated and tested using inferential statistics via two statistical software packages: the IBM Statistical Package for Social Science (SPSS) version 23 and the IBM SPSS Analysis of Moment Structure (AMOS) version 23. The results show that human resource development partially mediates the relationship between entrepreneurial culture and sustainable competitive advantage in the Nigerian banking sector. The results suggest an enhancement of entrepreneurial values through continuous learning and development programmes toward sustainable competitive advantage. It is recommended that sustainability of banks operating in Nigeria could be enhanced by communicating and managing entrepreneurial orientations through effective learning and development programmes. Ambidextrous banks will require creativity, innovation and proactive capabilities in the process of exploiting and exploring both current and future business opportunities for sustained competitive advantage.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

scholarly journals Integrating human resource development and knowledge management for sustainable botswana public sector performance

2021 ◽  
Vol 11 (2) ◽  
pp. 7-14
Author(s):  
THEOPHILUS TSHUKUDU
Keyword(s):  
Knowledge Management ◽  
Public Sector ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Public Service ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Public Sector Performance ◽  
Sector Performance

The aim of this paper investigate strategies that could be used for the effective integration of human resource development and knowledge management for sustainable public sector performance. With the calls for improved service delivery in the Botswana Public service sectors, there is need to adopt modern and effective way of managing change in the public sector part of which includes effective management of human resource development foreffectiveness competitive advantage. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. To the Botswana public service the foregoing affirmation remains challenges range from lack of quality leadership to the implementation of swift and effective HRD strategies combined with knowledge management. The methodology used for this paper is desktop research with emphasis on theoretical framework for improving public sector effectiveness. The results of emanating from the theoretical points to a number of strategies for integrating human resource development and knowledge management for sustainable public sector performance. This paper concludes with recommend implementation of relevant strategies are required for the effective human resource development and the management thereoffor a sustained public sector performance.

People, Technology, and Strategic Human Resource Development (SHRD)

2012 ◽  
pp. 146-158
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Strategic Human Resource Development ◽  
The Relationship

Technology and people are present in all organizations. The struggle of comparing people to technology and respectfully integrating people and technology in the workplace has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson & Torraco, 1994). Effectively managing and developing people and technology is essential to enhancing competitive advantage for organizations. Strategic Human Resource Development (SHRD) is a relatively new and evolving field. This chapter explores the extent to which SHRD has the potential to tackle the challenges of integrating and enhancing the relationship between people and technology in the workplace.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 1056-1067
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

scholarly journals INTEGRATING HUMAN RESOURCE DEVELOPMENT AND KNOWLEDGE MANAGEMENT FOR SUSTAINABLE BOTSWANA PUBLIC SECTOR PERFORMANCE

2021 ◽  
Vol 53 (4) ◽  
pp. 105-120
Author(s):  
Theophilus Tshukudu ◽  
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Information Needs ◽  
Resource Development ◽  
Sustainable Competitive Advantage ◽  
Training Development ◽  
Catch Up

Human resource development and knowledge management are increasingly becoming influential disciplines which are critical to the survival and success of organizations. Human capital resources are key for organizations to gain competitive advantage. With the spread of information and worldwide communications, competitive advantage based on only technology and on only human resources development strategies may only be maintained for short periods of time before competitors catch up. The only source of sustainable competitive advantage is to learn faster and more creatively than competing organizations. That could only be achieved through the swift and effective HRD strategies combined with knowledge management. It has been established that through learning, training, development, knowledge and knowledge management can organizations thrive through human capital. Helping people grow by empowering them with knowledge in a way boosts performance in a sustainable way. To memorize information for extended periods of time is not practical, it is telling that information needs to be stored (managed properly) for reference and for sustainability

scholarly journals Realizing Sustainable Organizational Competitive Advantage by encouraging Sustainable Human Resource Development

2019 ◽  
Vol 2 (1) ◽  
pp. 85-93
Author(s):  
Budiman
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
High Performance ◽  
Resource Development ◽  
Management Support ◽  
Sustainable Competitive Advantage ◽  
The Times

The competition is so tight that the company must have a competitive advantage. One of the biggest drivers of a strategic edge is the human capital it provides. In the past, human resources is merely a service operation as a competitive advantage for an organization. Yet, human capital is now one of the most critical aspects of building a competitive advantage. This paper discusses how human resource development strategies have a sustainable competitive advantage and how to transfer good strategies, policies, or superior knowledge to subordinates. This research employs a qualitative approach to the discussion of the data produced by the method of explanation. The findings indicate that high-performance human capital can respond to the times are needed to achieve a sustainable competitive edge. For this reason, sustainable human resource development is required by taking into account several things, namely: integration of HR activities with the company's mission and objectives, environmental observation; management support for HR; formulating and implementing HR policies and plans; alignment of HR with its activities; expanding the role of human resources by holding specialist training according to their talents following the ideals of the company and evaluation of the individual's own contribution.

Human Resources Development Practices and Employees' Job Satisfaction

2019 ◽  
pp. 1639-1651
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

scholarly journals Human Resource Strategic to Maintain Waste Management in Organization

2018 ◽  
Vol 7 (3.20) ◽  
pp. 119
Author(s):  
Fadillah Ismail ◽  
Ainul Mardhiyah Nor Aziz ◽  
Wan Md. Syukri Wan Mohamad Ali ◽  
Halimah Mohd Yusof
Keyword(s):  
Resource Management ◽  
Waste Management ◽  
Human Resource Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Professional Conduct ◽  
Sustainable Competitive Advantage ◽  
The Relationship

The time constraint to concentrate on human resource management and lack of knowledge for the key strategic management of human resource would constrain the expand of the needs for its execution. The objective or motivation behind this study is to investigate the relationship and practice of strategic human resource management, the awareness of the exploration on strategic human resource management improves and professional conduct on waste management in organization. This investigation enhances to the logical group of research to fill the gap that as of now exists in organization. Waste management is chosen as the concentration of this investigation in relationship between strategic human resource management and sustainable competitive advantage. Thus, this research is important to manager’s level and academia for benefit table to business settings further enhancement.  

Understanding HRD System: A Critical Appraisal of HRD Practices and Facilitators

2002 ◽  
Vol 6 (2) ◽  
pp. 87-98
Author(s):  
Omer Bin Sayeed
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Critical Appraisal ◽  
Explanatory Power ◽  
Resource Development ◽  
Matrix Form ◽  
System A ◽  
Intermediate Results ◽  
Single Response ◽  
The Relationship

Kandula's (2001) study on HRD practices and facilitators was re-examined to assess whether these constructs really measured practices and facilitators claimed by the author. Using the intermediate results of HRD practices and facilitators in matrix form, an attempt was made to establish the explanatory power of HRD facilitators vis-à-vis practices, besides attempting to isolate such practices and facilitating variables that maximally discriminate profit orientation of the company The reanalysis revealed that practices and facilitators' dimensions largely suffered from being non-specific and the dimension scores of both the measures overlapped with each other to such an extent that there is little chance to differentiate them as independent domains of human resource development. It was demonstrated that due to using non-discriminative and psychometrically inadequate dimensions of practices and facilitators besides using a single response per organization, the main findings turned out to be less significant The relationship with profit making orientation of the company also showing primarily non-significant results could be attributed to above reasons. A relatively short but conceptually distinct list of HRD practices (what is seen as action outcomes) and the facilitators (concerns for producing desired practices) are developed for further research in this area.

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