Organizational resilience of NGOs in Oman

GIS Business ◽  
2020 ◽  
Vol 14 (6) ◽  
pp. 1097-1117
Author(s):  
Basil John Thomas
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Human Resource Development ◽  
Human Resource ◽  
Organizational Resilience ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Research Findings ◽  
Strategic Training ◽  
Managerial Level

The paper argues for nonprofit making corporations that strive to increase resilience against economic challenges through human resource development and strategic training by involving the management in various sections of the human resource management activities. Non-governmental organizations (NGOs) operating in an open environment, depend upon external sources for funds and resources to perform robustly. Changes in external environment and internal deficiencies lead to face adverse impacts and collapse of organizations. Very few organizations manage to recover from losses, take advantage from situations and evolve stronger than before. Resilience provides strength to NGOs and help obtain positive future prospects under crisis situations. The study aims to enhance understanding of dynamics and nature of resilience of NGOs. It empirically investigates the effect of factors including transformational leadership that promotes organizational learning, management development, ethics training, systems thinking and social capital and political instability as an external factor on resilience of NGOs. Data have been collected from sample of 200 managerial level employees working in NGOs of Muscat, Oman. The research findings conclude that transformational leadership has a significant positive effect on organizational resilience; whereas, the indirect effect of transformational leadership in the presence of organizational learning as mediator is insignificant, thus exhibits insignificant mediation.

Human Resource Development Challenges and Impact in Non-Governmental Organizations in Kenya (A Survey of Non-governmental Organizations in Nairobi)

2016 ◽  
Vol 1 (1) ◽  
pp. 26
Author(s):  
Joel Kinuthia Nduruhu ◽  
Dr. Justus Wanyonyi
Keyword(s):  
Human Resources ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Corporate Image ◽  
Behavioral Skills ◽  
Staff Motivation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Broad Structure

Purpose: The aim of this study was to document the challenges and subsequent impact of Human Resource Development (HRD) in Non-Government Organizations (NGO) in Kenya.Methodology: The study adopted a descriptive design method. The sample size was drawn using stratified random sampling technique from a frame of 38 registered NGOs in Nairobi and had a final result of 10 NGOs and 120 respondents.  Sixty (60) respondents were selected from the 120 respondents. A response rate of 30 (50%) was obtained from the 60 questionnaires handed out. The research results were presented in tables and charts and were analyzed using MS Excel and SPSS. Descriptive statistics were used in interpreting data, measure of tendencies and measurement of the relationship of different variables.Results: The study findings revealed that training had an effect on human resource as it helped in optimizing the utilization of human resource, helped in providing an opportunity and broad structure for the development of human resources' technical and behavioral skills in an organization, led to increased job knowledge and skills of employees at each level as well as their productivity, improved the morale of the work force and helped in creating a better corporate image for the organization. Findings also indicated that staff motivation was high in the NGO sector hence staff motivation may not be a challenge to human resource development in the selected NGOs. Finally, it was concluded that human resource development impacts on organizational performance as it leads to improvement in profits, leads to competitive advantage and leads to improved employee morale.Unique contribution to theory, practice and policy: It was recommended that training in NGOs may be given priority as it helped in optimizing the utilization of human resource, as well as providing an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It was also recommended that NGOs may continue addressing the motivation issues so as to maintain the high level of motivation that currently exists in NGOs.

GRADUATE CHOICES IN POST-EDUCATION JOBS OF SOCIOLOGICAL STUDENTS IN CAN THO UNIVERSITY

2020 ◽  
Vol 65 (11) ◽  
pp. 144-155
Author(s):  
Can Tran Thi Diem ◽  
Thao Nguyen Thanh ◽  
Thanh Nguyen Duong ◽  
Tron Nguyen Van
Keyword(s):  
Human Resource Management ◽  
Public Administration ◽  
Human Resource ◽  
Social Issues ◽  
Research Data ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Research Findings ◽  
The Media ◽  
The Right

The study was aimed to analyze the situation of job choices after graduation of sociological students in Can Tho University mainly through the descriptive statistical method. Research data were collected from 225 sociological students who have been studying and graduated at Can Tho University. The research results showed that students having the needs for a job in the media and journalism field accounted for 77.8% of the total survey, followed by doing research related social issues at the Institutes of States and non-governmental organizations (76.4%), Human resource management and consultants (68%), Public administration (57.8%), and psychology (42.2%). Based on the research findings, the study identified several causes that affect students’ job choices as well as propose some solutions to help students determine the right job position which is suitable for their own capacity.

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.

scholarly journals Eco-Efficiency and Private Firms’ Relationships with Heterogeneous Public Stakeholders in China

2020 ◽  
Vol 17 (19) ◽  
pp. 6983
Author(s):  
Jiawen Chen ◽  
Linlin Liu
Keyword(s):  
Organizational Learning ◽  
Stakeholder Management ◽  
Private Firms ◽  
Stakeholder Salience ◽  
Organizational Learning Theory ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
The Government ◽  
Multi Stakeholder ◽  
Stakeholder Salience Theory

Private firms have been struggling to simultaneously achieve both environmental and economic goals. The concept of eco-efficiency captures the extent to which firms gain competitiveness through environmental management. Based on stakeholder salience theory and organizational learning theory, this study proposes that relationship with public stakeholders can hinder or promote private firms’ eco-efficiency. Our findings showed that firm eco-efficiency is reduced by a relationship with the government but is enhanced by relationships with non-governmental organizations (NGOs). This study also found that the effects on eco-efficiency of a firm’s relationship with public stakeholders are contingent on firm size. The findings of this study shed light on the organizational learning perspective of eco-efficiency and multi-stakeholder management by theoretically and empirically differentiating the effects on firm eco-efficiency of relationships with the government and NGOs.

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