Six Myths of Human Resource Management

Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by Top Management Team (TMT) members, business practitioners, and even many HRPs. The failure of so many HRPs and TMTs to recognize the fallacies in these myths is a cause of organizational dysfunction and undermines the ability of HRPs to be ethical stewards who serve and protect the best interests of their organizations.Methods: The paper begins by briefly identifying seven key strategic functions of HRM in distinguishing the HRPs’ staff role in successful organizations.Results: We describe the context of today’s challenging work environment in which HRPs perform their labors and identify six myths that plague the HRM profession and undermine the effectiveness of many modern organizations.Conclusions: We conclude the paper with a challenge to TMT members and HRPs to raise the bar and increase the accountability of those who deliver HRM services within their organizations.

Tourism Economy and Local Development in San-Pedro

Coastal city of the Ivory Coast, San-Pedro is rich in natural, economic and tourist resources. This study analyses the contribution of the tourism economy to local development. Documentary research and a field survey were used to collect data. It should be remembered that San-Pedro has floristic, climatic and hydrographic assets. Moreover, human capital is one of the pillars of this activity with a diversity of actors, a socio-cultural wealth including remarkable historic sites (10) and twenty-eight (28) tourist establishments of varied standing. Despite these assets, the tourist economy suffers from an organizational dysfunction and a weakness in investments. With 64% of the Ivorian workforce working mainly in informal or ephemeral sectors linked to the tourism economy, only 10% of the households surveyed said they were feeling the effects of it. The spatial, social and economic impact of the tourist sector remains below the real potential of this locality and below expectations.

The Development and Fragmentation of Kuwait's al-Jama'a al-Salafiyya: Purity over Pragmatism

This article argues that the pragmatism displayed by Salafi politicians after the 2011 Arab uprisings might not apply to the larger networks of the movement. Such pragmatism contributed to organizational dysfunction in Kuwait's largest Salafi group, al-Jama'a al-Salafiyya. The ideological foundations of the group stood at odds with its extensive institutional structures, impeding it from functioning effectively. To explain this, the article draws on a comparison with the Muslim Brotherhood in Kuwait, whose ideology and disciplinary practices facilitated the establishment of tight-knit, highly efficient organizations.

Police organizational failure and decoupling: Identifying precursors to failure through the rampart commission

In criminal justice organizations, organizational failure can have catastrophic, often tragic, repercussions. Through the theoretical framework of coupling, this work studies a past organizational failure, the Rampart incident in Los Angeles, and determine what organizational characteristics led to the failure. Using case study analysis, this article investigates circumstances leading to organizational dysfunction, the categories of failure are coded and analyzed to determine precursors to organizational failure. Ultimately, this article shows that police organizational failure is not simply the case of misconduct or deviance, but rather a natural occurrence that can be precipitated by organizational precursors. From these precursors, it should be possible to develop a template which could identify organizations at risk for failure.

Organizational Management by Processes in the Local Health System

The study presents the alternative experience of applying the two theoretical management models that the Ministry of Health of Ecuador proposes, facilitating the analysis of information, its relevance, the technical support of the teams, the management of costs and finances in the exercise of health care and organizational climate. The methodology applied was quantitative in relation to global performance indicators and qualitative to assess the level of district organizational climate. This study uses as research techniques, the analysis of indicators, participant observation, open interviews and discussion groups, which generate the following reports: baseline and epistemology of the local health system. The study concludes that the local system of ministerial health, compromises of managerial dyslexia that would cause organizational dysfunction, due to the practice of two models of management not necessarily complementary, that is, the classic vertical bureaucratic system and the process management model that obeys a participatory system by objectives. However, the application of this last model improves the organizational climate and coverage results in 14%.

Dysfunctional Behavior at the Workplace and Its Impact on Employees’ Job Performance

Dysfunctional behavior at the workplace reflects the behavior that violates remarkably the accepted norms at the workplace which is in turn can be destructive to overall organizational performance. This study aims to explore the relationship between dysfunctional behavior at the workplace and employees’ job performance. In order to study the issue of organizational dysfunction in Egypt, a unique organization was taken as a case study, namely SEKEM. This research is qualitative research based on the approach of Action Research. Through this approach, a semi-structured interview was designed by the researchers and used to collect data from the employees of SEKEM. As such, it is recommended to take new approaches to effectively manage dysfunctional behavior at the workplace.