Organisational Learning Dimensions and Talent Retention Strategies for the Service Industries

2018 ◽  
pp. 358-381 ◽  
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Service Industry ◽  
Organisational Learning ◽  
Service Industries ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Retention Strategies ◽  
Business Sustainability ◽  
Long Period ◽  
Innovative Products ◽  
Talent Retention

This chapter explores the contributions of organisational learning dimensions and talent retention strategies within an organisation to the development of innovative products/services and business sustainability. A literature review approach was adopted to investigate the link between intra/inter-organisational learning, talent retention strategies and business sustainability. It was found that an organisation needs to invest in continual learning and retention of talented employees to ensure business sustainability in the service industries. The ability to keep high-calibre human capital within an organisation is one of the greatest sources of sustainable competitive advantage. Judging from the global demands for a high calibre of talents, it is extremely difficult if not impossible to retain talents within an organisation for a long period of time. This chapter proposes a framework for developing innovative products/services to enhance business sustainability in the service industry through continuous learning dimensions and upgraded talent retention strategies.

Organisational Learning Dimensions and Talent Retention Strategies for the Service Industries

2020 ◽  
pp. 1657-1680
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Service Industry ◽  
Organisational Learning ◽  
Service Industries ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Retention Strategies ◽  
Business Sustainability ◽  
Long Period ◽  
Innovative Products ◽  
Talent Retention

This chapter explores the contributions of organisational learning dimensions and talent retention strategies within an organisation to the development of innovative products/services and business sustainability. A literature review approach was adopted to investigate the link between intra/inter-organisational learning, talent retention strategies and business sustainability. It was found that an organisation needs to invest in continual learning and retention of talented employees to ensure business sustainability in the service industries. The ability to keep high-calibre human capital within an organisation is one of the greatest sources of sustainable competitive advantage. Judging from the global demands for a high calibre of talents, it is extremely difficult if not impossible to retain talents within an organisation for a long period of time. This chapter proposes a framework for developing innovative products/services to enhance business sustainability in the service industry through continuous learning dimensions and upgraded talent retention strategies.

Organisational Learning Dimensions and Talent Retention Strategies for the Service Industries

2020 ◽  
pp. 1145-1168
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Service Industry ◽  
Organisational Learning ◽  
Service Industries ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Retention Strategies ◽  
Business Sustainability ◽  
Long Period ◽  
Innovative Products ◽  
Talent Retention

This chapter explores the contributions of organisational learning dimensions and talent retention strategies within an organisation to the development of innovative products/services and business sustainability. A literature review approach was adopted to investigate the link between intra/inter-organisational learning, talent retention strategies and business sustainability. It was found that an organisation needs to invest in continual learning and retention of talented employees to ensure business sustainability in the service industries. The ability to keep high-calibre human capital within an organisation is one of the greatest sources of sustainable competitive advantage. Judging from the global demands for a high calibre of talents, it is extremely difficult if not impossible to retain talents within an organisation for a long period of time. This chapter proposes a framework for developing innovative products/services to enhance business sustainability in the service industry through continuous learning dimensions and upgraded talent retention strategies.

scholarly journals REMOTE WORKING: FROM BENEFITS TO AN OBLIGATION FOR TALENT RETENTION STRATEGY INTHE SERVICE INDUSTRY

2021 ◽  
Vol 9 (10) ◽  
pp. 325-338
Author(s):  
Tom Okot ◽  
Keyword(s):  
Service Industry ◽  
Service Industries ◽  
Primary Data ◽  
Future Research ◽  
Situational Analysis ◽  
Management Skills ◽  
Retention Strategies ◽  
Key Factor ◽  
Talent Retention ◽  
Human Resource Personnel

Purpose:This research seeks to investigate whether a remote working model has become a key factor influencing talent retention strategies during the covid-19 pandemic. Research Methodology:A mixed research methodology was applied following the grounded theory of conceptualization to assess data associations and explain their relationships. A situational analysis of relevant research related to the topic was conducted. Primary data collection included a total of 12 interviews issued to Human Resource personnel in the service industry and a survey to 115 people aged between 20-30 years who due to the covid-19 pandemic remain working remotely. Findings: We found out that 45% of people consider remote working as key when deciding on a new job. However much remote working has rapidly picked up momentum, managers still need to work on their management skills to enhance high-quality talent retention strategies and competitive advantage. Research limitations: We only focused on 17.47% of the labor force in the service industry who are between 20-30 years and due to covid-19 pandemic remain working remotely. However, most service industries had already implemented remote working models before the pandemic. Future research should include these companies as well and expand on the population scope. Practical Implications: The results could be used by managers to optimize productivity, efficiency and improve company talent retention strategies. Additionally, it offers employees work-balance benefits to consider for future jobs. Originality/Value: Remote working, talent retention strategies, and the service industry have been extensively researched. However, covid-19 influences a lot of these models and applicability especially in the service industry, unfortunately, it has been less explored.

scholarly journals Does Emotional Intelligence Influence Employees, Customers and Operational Efficiency? An Empirical Validation

2016 ◽  
Vol 8 (6) ◽  
pp. 77 ◽  
Author(s):  
Mohammad Sultan Ahmad Ansari ◽  
Jamal Ahmad Farooquie ◽  
Said M. Gattoufi
Keyword(s):  
Emotional Intelligence ◽  
Service Quality ◽  
Service Industry ◽  
Service Providers ◽  
Operational Efficiency ◽  
Service Industries ◽  
Empirical Validation ◽  
Continuous Training ◽  
Telecom Service ◽  
The Impact

<p>A research study was initiated to investigate the impact of emotional intelligence on employees’ satisfaction and loyalty, and how it influences operational efficiency in telecom service industry in Oman. A questionnaire-based survey was conducted and the responses received were tested with various statistical techniques. These test results were found to be in broad agreement with the assumptions widely prevalent in management literature and service industries.</p><p>The findings suggest that emotional intelligence contributes significantly in improving internal performance. Employees are valuable assets and improved internal performance is due to employees’ commitment. Service industry could take care of employees, keep them satisfied to win their loyalty, which can be achieved through regular employees’ engagement and involvement. Engaged employees value customers’ expectations and build better relationship. Satisfied and loyal employees are in a position to deliver high service quality and improved productivity. The service provider shall continuously monitor service quality to maintain end users’ satisfaction. It can be sustained through employees’ continuous training and skills development that will improve operational efficiency of the company in terms of increased sales and profitability. Thus, the present study provides an empirical validation and confirmation of the propositions and hypotheses about how service providers should manage employees’ emotional intelligence for giving them satisfaction, winning their loyalty, thereby, eventually enhancing service values, operational efficiency and profitability of the company.</p>

scholarly journals Research on Influences of Employment in Manufacturing Industry on that in the Service Industry Based on Bayes Model

2018 ◽  
Vol 2 (3) ◽  
pp. 77
Author(s):  
Yue Sun
Keyword(s):  
Manufacturing Industry ◽  
Service Industry ◽  
Service Industries ◽  
Nonlinear Functions ◽  
Bayes Model ◽  
Cardinal Spline ◽  
Error Terms ◽  
Partial Linear ◽  
Stable Growth ◽  
The Impact

Using the data of 285 prefectural and the above-level cities from 2004 to 2016, this thesis reveals the impact of employment in China's urban manufacturing industry on the employment of service industries with the Bayesian model. Under the Bayesian framework, partial linear semi-parametric model is proposed.  The nonlinear functions are fitted by using truncation base cardinal spline and considering the random error terms of mixed normal fitting models. The results show that: employment in the urban manufacturing industry in China has significant influence on the employment in the service industry. When the number of employees in the manufacturing industry changes from 0 to 650,000, the manufacturing industry has less influence. When the number of the employees in the manufacturing industry changes from 650,000 to 900,000, the employees of the service industry will dramatically increase. When the number of the employees in the manufacturing industry is more than 900,000, the employees in the service industry will be prone to stable growth.

The Difference of Capital Input and Productivity in Service Industries: Based on Four Stages Bootstrap-DEA Model

2018 ◽  
Vol 6 (4) ◽  
pp. 320-335 ◽  
Author(s):  
Wei Xi ◽  
Xiran Cheng
Keyword(s):  
Capital Stock ◽  
Service Industry ◽  
Positive Impact ◽  
Service Industries ◽  
Average Wage ◽  
Capital Input ◽  
Industrial Productivity ◽  
Dea Method ◽  
The Difference ◽  
Bootstrap Dea

Abstract Based on the concept of productive capital stock, this paper estimated capital input by three asset types of China’s 36 service industries in 2003–2015, and compared with the results of wealth capital stock. This study found that the wealth capital stock method underestimates the actual capital input in each sector in varying degrees, and it may interference the accuracy of productivity evaluation in sectors. According to the new estimation results of capital input, this paper further applied four stages bootstrap-DEA method to estimate industrial productivity, and calculated its confidence intervals. This study found that, the years of education and the average wage have a significant positive impact on the productivity of service industries; the productive services have a short board effect in the whole service industry.

Global Psychological Capital and Sustainable Competitive Advantage

2019 ◽  
pp. 145-164
Author(s):  
Sulaiman Olusegun Atiku ◽  
Ziska Fields
Keyword(s):  
Competitive Advantage ◽  
Psychological Capital ◽  
Sustainable Competitive Advantage ◽  
Leadership Positions ◽  
Firm Innovation ◽  
Psychological States ◽  
Business Sustainability ◽  
Management Positions ◽  
The Relationship ◽  
Future Business

The ability to envision future business opportunities, make adequate preparations, take decisive decisions, and influence other stakeholders towards attainment of set objectives is essential for those in leadership positions. This chapter examines the relationship between global psychological capital and business sustainability. A literature review was conducted on the link between global psychological capital and business sustainability. This study revealed that global psychological capital and firm's innovation are important factors determining the position of a corporation in any industry. An update of global mindsets and positive psychological states of those in management positions will determine the ability to lead workforce creativity and drive firm innovation, thereby culminating into sustainable competitive advantage.

A Framework for Building Learning Organizations

2011 ◽  
pp. 246-268
Author(s):  
Sushil K. Sharma ◽  
Jatinder N.D. Gupta
Keyword(s):  
Competitive Advantage ◽  
Learning Organization ◽  
Learning Organizations ◽  
Cost Effective ◽  
Continuous Learning ◽  
Sustainable Competitive Advantage ◽  
Competitive Environments ◽  
The Future ◽  
The Individual ◽  
Suitable Framework

The concept of the learning organization that strives continually to develop its people and processes will be an accepted philosophy of all competitive organizations in the future. Organizations are increasingly being challenged to leverage learning, as it has been widely articulated that knowledge creation and continuous learning at the individual, team, and organizational levels may be the only source of sustainable competitive advantage. Continuous learning is essential for surviving, let alone prospering, in dynamic and competitive environments. Because of this increased emphasis on learning, there has been a tremendous interest in the concept of learning organizations and the capabilities required to build learning organizations. Organizations of the future will not be able to expand into new markets and win market share unless they have a framework (technologies, people, processes, and methodologies) to use their past knowledge to gain a competitive advantage. Organizations of the 21st century have to use the latest information technology and methodologies that can enable them to be cost effective, faster, flexible, and more competitive. Despite the growing interest in learning organizations, there are knowledge gaps in understanding about how to exploit technologies to create a suitable framework for learning organization. Our chapter attempts to suggest a framework for building learning organizations and shows the use of systemic approach to implement our proposed framework to create learning organizations.

Knowledge Management Approach as Business Model

2011 ◽  
pp. 73-96
Author(s):  
Viju Mathew
Keyword(s):  
Knowledge Management ◽  
Service Industry ◽  
Global Market ◽  
Service Industries ◽  
Management Approach ◽  
Knowledge Based ◽  
Management Concepts ◽  
Growth Prospects ◽  
Learning Development ◽  
Knowledge Strategies

Knowledge management (KM) has been sprouting as one of the outstanding conversant factor strongly in trust, and trust is a critical precondition to knowledge learning and sharing management concepts (Mathew, 2008). The chapter intended to bring forward various KM strategies specially framed for the service industries looking forward for the global market and need to create advantage in providing customer satisfaction and enhancing the growth prospects, applications in organizations, indicate how to improve knowledge based performance and act a base for the service industry for developing innovation, creating global opportunities for better service. The case study highlighting knowledge strategies is designed to achieve the required knowledge sharing and output. Open-ended and closed-ended strategies plays a significant role in collaborative learning, development, building the potential and providing the knowledge creation and sharing capacities needed for strategic formulation and decision making to create competitiveness.

The prioritization of technologies and public R&D roles between the manufacturing and service industries in the fourth industrial revolution

foresight ◽  
2019 ◽  
Vol 21 (6) ◽  
pp. 680-694 ◽  
Author(s):  
Jinwon Kang ◽  
Jong-Seok Kim ◽  
Seonmi Seol
Keyword(s):  
Artificial Intelligence ◽  
Manufacturing Industry ◽  
Market Failure ◽  
Industrial Revolution ◽  
Service Industry ◽  
Service Industries ◽  
Delphi Survey ◽  
Smart Factory ◽  
Content Type ◽  
Fourth Industrial Revolution

Purpose The purpose of this study is to reveal the similarities and differences between the manufacturing and service industries in their prioritization of technologies and public research and development (R&D) roles, along with the complementation of properties of technology and public R&D role in the context of Fourth Industrial Revolution. Design/methodology/approach Two rounds of Delphi surveys were designed to meet the purpose of this study, which used rigorous triangulation techniques. The Delphi method was combined with the brainstorming method in the first-round Delphi survey, while the second-round Delphi survey focused on experts’ judgments. Finally, language network analysis was performed on the properties of technology and public R&D roles to complement the data analyses regarding prioritization. Findings This study identifies different prioritizations of five similar key technologies in each industry, so that it can note different technological impacts to the two industries in the Fourth Industrial Revolution. Smart factory technology is the first priority in the manufacturing industry, whereas artificial intelligence is the first priority in the service industry. The properties of the three common technologies: artificial intelligence, big data and Internet of things in both industries are summarized in hyper-intelligence on hyper-connectivity. Moreover, it is found that different technological priorities in the service and manufacturing industries require different approaches to public R&D roles, while public R&D roles cover market failure, system failure and government failure. The highest priority public R&D role for the service industry is the emphasis of non-R&D roles. Public R&D role to solve dy-functions, focus basic technologies and support challenging areas of R&D is prioritized at the highest for the manufacturing industry. Originality/value This study of the different prioritizations of technologies in the manufacturing and service industries offers practical lessons for executive officers, managers and policy-makers. They, by noting the different technological impacts in the manufacturing and service industries, can prepare for current actions and establish the priority of technology for R&D influencing the future paths of their industries in the context of the Fourth Industrial Revolution. While managers in the service industry should pay greater attention to the technological content of hyper-intelligence and hyper-connectivity, managers in the manufacturing industry should consider smart factory and robot technology.

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