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University of Manchester
1.
Sun, Yiyang.
THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA.
Degree: 2016, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:305543 
► This study focuses on investigating the existence and application of HPWS in the context of Chinese SMEs, given HPWS have been studied mainly in large…
(more)
▼ This study focuses on investigating the existence
and application of HPWS in the context of Chinese SMEs, given HPWS
have been studied mainly in large enterprises rather than in small
and medium-sized enterprises. Moreover, there is an inadequate
amount of study with regard to the motivations for enterprises
adopting HPWS. Therefore, considering the significant role of SMEs
in China practically, and the knowledge contribution to HPWS within
this particular research context academically, Chinese SMEs are
selected as the research context in which to explore the
application of HPWS. In particular, this thesis first assesses the
extent and nature of the uptake of HPWS. The influential factors
mainly associated with the adoption of HPWS are then discussed.
Specifically, factors related to willingness to adopt HPWS, and
reasons associated with the different types of application of HPWS
are discussed respectively. Finally, related outcomes after the
application of HPWS are presented. In order to effectively answer
these questions, mixed methods are employed. Precisely,
quantitative data from 207 Chinese SMEs, supplemented by
qualitative data from 15 SMEs in China, are analysed to answer the
above questions. The results demonstrate that HPWS are being
adopted by Chinese SMEs. The extent of application is at a moderate
level and the nature of the adoption shares something in common
with SMEs in western countries but also shows unique
characteristics. Moreover, findings suggest that employing
management innovation theory as a theoretical underpinning to
explain the reasons for the adoption of HPWS seems promising. It
turns out that internal factors have more explanatory power than
external factors for the adoption of HPWS. In particular, top
management support, organisational size, business strategies,
perceived impacts of HPWS, and pressures from the business
community have been found to be significantly related to the
adoption of HPWS. In addition, pressures from national legislation
have limited power in explaining the adoption of HPWS. Lastly,
related positive outcomes, such as increased productivity, lower
turnover rate and enhanced economic performance, can be obtained
through the application of either HPWS systematically, or some of
its elements individually.
Advisors/Committee Members: Mamman, Aminu.
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APA (6th Edition):
Sun, Y. (2016). THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:305543
Chicago Manual of Style (16th Edition):
Sun, Yiyang. “THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA.” 2016. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:305543.
MLA Handbook (7th Edition):
Sun, Yiyang. “THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA.” 2016. Web. 18 Jul 2019.
Vancouver:
Sun Y. THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA. [Internet] [Doctoral dissertation]. University of Manchester; 2016. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:305543.
Council of Science Editors:
Sun Y. THE ADOPTION OF HIGH PERFORMANCE WORK SYSTEM:
PERSPECTIVES FROM SMEs IN CHINA. [Doctoral Dissertation]. University of Manchester; 2016. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:305543
University of Manchester
2.
Bawole, Justice Nyigmah.
LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES.
Degree: 2013, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:208016
► In recent years, interest in the relations between government and NGOs and the implications of these relations for service delivery in developing countries has surged.…
(more)
▼ In recent years, interest in the relations between
government and NGOs and the implications of these relations for
service delivery in developing countries has surged. This results
from the increasing role of NGOs in many facets of development,
especially in service delivery and poverty reduction. However, the
focus of attention especially among researchers has been on the
relations between central government and NGOs. Relations between
local government and NGOs have received limited research attention,
especially in developing country contexts. To contribute to opening
the black box created as a result of the limited research interest,
this study investigates the nature, driving forces and the
implications of the relations between local government and NGOs for
poverty reduction programme implementation in Ghana. The study
adopts a qualitative research methodology, a multi-dimensional
classification regime and a New Institutional Theoretical lens to
investigate the phenomena. The study was conducted adopting
semi-structured interviews and mini focus ground discussions;
documentary reviews; and participant observations as the key data
collection tools to document the nature, driving forces and the
implications of local government and NGO relations in Ghana. This
study establishes that the relations between local government and
NGOs in Ghana are complex but fit into a four-dimensional
classification typology of superficial and suspicious cordiality;
tokenistic collaboration; friendly foes; and convenient and
cautious partnerships. This typology is novel as previous studies
have not classified the relations in this way. Further, it finds
that a complex mix of forces drive the relations but in different
directions – constraining and facilitating directions - contrary to
conventional arguments that institutional isomorphic forces drive
organisation into homogenisation. It adds that both the positive
and the negative forces can be either beneficial or detrimental for
poverty reduction programme implementation. In addition, the study
establishes that the relations have more diverse implications for
poverty reduction programme implementation than just the economic
and efficiency arguments dominant in the extant literature. The
relations have implications which are social, cultural,
organisational, personality and political.
Advisors/Committee Members: MAMMAN, AMINU A, Mamman, Aminu, Hossain, Farhad.
Subjects/Keywords: Local Government; NGOs; New Institutional Theory; Relations; Isomorphism; Ghana; Bawole
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APA (6th Edition):
Bawole, J. N. (2013). LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:208016
Chicago Manual of Style (16th Edition):
Bawole, Justice Nyigmah. “LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES.” 2013. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:208016.
MLA Handbook (7th Edition):
Bawole, Justice Nyigmah. “LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES.” 2013. Web. 18 Jul 2019.
Vancouver:
Bawole JN. LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES. [Internet] [Doctoral dissertation]. University of Manchester; 2013. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:208016.
Council of Science Editors:
Bawole JN. LOCAL GOVERNMENT AND NGO RELATIONS IN GHANA: THE
PARADOXES, RHETORIC AND THE ISOMORPHIC FORCES. [Doctoral Dissertation]. University of Manchester; 2013. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:208016
University of Manchester
3.
Jamil, Rossilah.
Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia.
Degree: 2011, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:138260
► The research was triggered by widespread criticisms from its constituencies about the relevance of MBAs, allegedly instigated by its dual academic and utilitarian purposes in…
(more)
▼ The research was triggered by widespread criticisms
from its constituencies about the relevance of MBAs, allegedly
instigated by its dual academic and utilitarian purposes in
developing functionally and ethically competent managers. Using
Malaysia as the research focus, the perceptions of three MBA
stakeholders (i.e. business schools / management educators,
industries and students) were explored on the adequacy of MBA
provisions by its public universities in preparing professionally
and ethically competent managers. Their opinions were gauged on
several subjective terms, each carrying the dual
academic-utilitarian connotations, i.e. the roles of MBAs, the
roles of its providers, the definitions of relevance, the
definitions of managers and the necessary competencies, and their
concerns over the social responsibility of managers and their
education. The research employed mainly qualitative approaches.
Primary data was gathered through semi-structured interviews, a
focus group discussion and e-mails from the three stakeholders. The
management educators and students were derived from three selected
business schools. The secondary data involved analysis of the MBA
websites and prospectuses provided by all the 10 public
universities in Malaysia. In total, the research derived data
consisting of 28 interviews, 1 focus group, 81 surveys, 3 email
questionnaires, and 10 document analyses. The findings suggested
that the perceptions of all three stakeholders reflected an
imbalanced MBA that was biased towards utilitarian objectives as
opposed to social objectives. The findings showed that religion /
spirituality and the development of ME in Malaysia had a
considerable impact in influencing the perspectives of the
respondents. The research contributes to the discipline by
demonstrating how a non-western, religious, developing country
viewed the research issues dominated by Western
literature.
Advisors/Committee Members: MAMMAN, AMINU A, Mamman, Aminu, Rees, Chris.
Subjects/Keywords: Responsible Management Education; Business Schools; Malaysia; Public Universities; Managerial Competencies
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APA ·
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Manager
APA (6th Edition):
Jamil, R. (2011). Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:138260
Chicago Manual of Style (16th Edition):
Jamil, Rossilah. “Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia.” 2011. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:138260.
MLA Handbook (7th Edition):
Jamil, Rossilah. “Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia.” 2011. Web. 18 Jul 2019.
Vancouver:
Jamil R. Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia. [Internet] [Doctoral dissertation]. University of Manchester; 2011. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:138260.
Council of Science Editors:
Jamil R. Stakeholders' Perceptions of MBA Provision by Public
Universities in Malaysia. [Doctoral Dissertation]. University of Manchester; 2011. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:138260
University of Manchester
4.
Alshehhi, Omar Rashed saeed Mohamed
Hamadouh.
Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police.
Degree: 2014, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:233648
► While change seems to have become a feature of contemporary organizations, the success rate of change initiatives is admittedly very poor, not only when initiating…
(more)
▼ While change seems to have become a feature of
contemporary organizations, the success rate of change initiatives
is admittedly very poor, not only when initiating the change, but
even after the successful implementation of a well-planned change,
as employees are likely to return to their old habits; thus most
change efforts do not persist. Organizations however need to ensure
that their change initiatives, which in most cases come at a heavy
cost in terms of investment, last long enough to attain their
goals. Given the lack of change management research in the Middle
Eastern context, particularly with respect to the
institutionalization of change, this study explores how best to
institutionalize change interventions in the Middle East. The
research employs a mixed-methods approach, combining
semi-structured interviews with 17 senior managers and a
questionnaire survey of 312 employees, in order to gather data from
the case study of the Abu Dhabi Police. The quantitative data is
assessed using descriptive and inferential statistical analysis,
while the independent samples t-test is used to explore variations
between groups. The findings reveal the significant role of
communication in creating shared meanings, perceptions and
interpretations; the language-based approach is thus recommended as
an additional conversational instrument to enlighten managers and
enrich their interventions. This study identifies four categories
of factors that are critical to institutionalization; the
characteristics of these critical factors and associated issues are
also highlighted as a contribution to the design and implementation
of institutionalization strategies. The study concludes by
developing a framework incorporating three basic conceptual
elements that should be considered as a whole during any attempt to
institutionalize change; it comprehensively integrates the
institutionalization strategies and the critical factors, in order
to convey a change message that shapes the enactment of
institutionalization processes.
Not Applicable
Not Applicable
Advisors/Committee Members: MAMMAN, AMINU A, Mamman, Aminu, Rees, Chris.
Subjects/Keywords: Organisational Change; Institutionalisation
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Manager
APA (6th Edition):
Alshehhi, O. R. s. M. (2014). Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:233648
Chicago Manual of Style (16th Edition):
Alshehhi, Omar Rashed saeed Mohamed. “Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police.” 2014. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:233648.
MLA Handbook (7th Edition):
Alshehhi, Omar Rashed saeed Mohamed. “Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police.” 2014. Web. 18 Jul 2019.
Vancouver:
Alshehhi ORsM. Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police. [Internet] [Doctoral dissertation]. University of Manchester; 2014. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:233648.
Council of Science Editors:
Alshehhi ORsM. Enhancing Successful Organisational Change through
Institutionalisation: The case of the Abu Dhabi Police. [Doctoral Dissertation]. University of Manchester; 2014. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:233648
University of Manchester
5.
Rohitarachoon, Piyawadee.
Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities.
Degree: 2012, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:180498
► The research investigates individual human resource capacity building for local governance within the context of decentralised human resource management in Thailand by profoundly examining its…
(more)
▼ The research investigates individual human resource
capacity building for local governance within the context of
decentralised human resource management in Thailand by profoundly
examining its current implementation of recruitment, selection,
training and development and performance management after the
decentralisation policy was enacted. The human resource capacity
building process in this research includes five stages of core
capabilities building: committing and engaging, performing and
accomplishing, building relationships and attracting resources,
learning and adapting and managing trade-offs and dilemmas. The
research firstly focuses on examining the consequences of
decentralised human resource practices implementation in Thai local
governance. Secondly, it aims to explore the ways in which human
resource practices are supportive to individual human resource
capacity building. Finally it proposes the prospective implications
of effective capacity building through human resource practices for
potential policy formulation. This research is based on three
related theories: capacity building, human resource management and
decentralisation. The research was conducted by using qualitative
methodologies. The case study of Thailand was selected because of
the uniqueness of its paradoxical decentralised-Unitarian state.
Municipal officials were chosen as the unit of analysis. The first
findings have illustrated that the decentralisation initiative has
certainly affected the HRM at the local level of Thailand. However,
this scheme has launched some degree of re-centralisation and
partially confirms the pseudo-decentralisation in Thai public
administration. Secondly, the research also found that HR practices
can be supportive and compatible as a capacity building strategies.
However, these HR practices must be designed, conducted and
evaluated for the purposes of the local government only. The aim of
capacitating individual staff must be taken into account as a part
of policy to develop the human side of the organisation. Therefore,
there have been both challenges and opportunities for human
resource capacity building through HR practices. To conclude, this
research has contributed to fill the theoretical gap by examining
the capacity building processes through HR practices and it
provides the practical suggestion that local context is decisive.
The capacity building issue has never been investigated through
human resource practices, especially recruitment and selection,
training and development and performance management. Moreover, in
practice, the research has focused on the development of the local
government unit in a country of paradoxically
decentralised-Unitarian state like Thailand.
Advisors/Committee Members: MAMMAN, AMINU A, Mamman, Aminu, Hossain, Farhad.
Subjects/Keywords: Human Resource Capacity Building; Human Resource Management; Capacity Building; Decentralisation; Local Governance; Thailand
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APA ·
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MLA ·
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Manager
APA (6th Edition):
Rohitarachoon, P. (2012). Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:180498
Chicago Manual of Style (16th Edition):
Rohitarachoon, Piyawadee. “Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities.” 2012. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:180498.
MLA Handbook (7th Edition):
Rohitarachoon, Piyawadee. “Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities.” 2012. Web. 18 Jul 2019.
Vancouver:
Rohitarachoon P. Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities. [Internet] [Doctoral dissertation]. University of Manchester; 2012. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:180498.
Council of Science Editors:
Rohitarachoon P. Human Resource Capacity Building for Local Governance in
Thailand: Current Challenges and Future Opportunities. [Doctoral Dissertation]. University of Manchester; 2012. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:180498
University of Manchester
6.
Simbolon, Saut Mulia.
Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations.
Degree: 2018, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314903
► One of the areas that has experienced great changes due to public-sector reform processes is performance management. Focus on performance management in the public-sector has…
(more)
▼ One of the areas that has experienced great changes
due to public-sector reform processes is performance management.
Focus on performance management in the public-sector has
experienced changes over time, from the process of monitoring
activities to outcome-based performance management. Many emerging
economies have adopted management systems developed for advanced
economies in order to enhance accountability, transparency, and
service quality delivery. However, the practice of adopting a new
management system that has worked well in advanced economies is
largely untested. For instance, though the public-sectors of many
countries with emerging economies are reported to have implemented
the balanced scorecard (BSC) concept, very limited literature has
reported its implementation. This study explores the implementation
of the BSC framework as a performance management system (PMS) in
the public-sector in Indonesia. Broadly, this study was designed to
cover three major themes: reviewing the quality of BSC
implementation by using the principles of the strategy-focused
organisation (SFO) model, determining the extent to which
organisational factors affect BSC implementation, and lastly,
investigating how the BSC contributes to employee behaviour and
relates to organisational performance. This study adopts
quantitative methods by using data from self-administered
questionnaires (n=1,675) and documents related to BSC
implementation and organisational performance (OP). The data were
analysed using confirmatory factor analysis (CFA), structural
equation modelling (SEM), panel data regression modelling and
growth curve analysis. We highlight three main findings generated
from this study. First, this study confirms that all five latent
variables correlate positively with one other under the BSC
framework. Second, with regard to the organisation factor, we find
that the BSC is likely to be implemented in small public-sector
organisations and that employees holding strategic positions are
likely to implement the BSC. Lastly, the study finds that the BSC
has mixed results with public service motivation (PSM) and
organisational commitment (OC) at the employee levels and positive
results with OP. The implications of the study are discussed in
relation to the relevance of the BSC approach to public-sector
organisations in Indonesia.
Advisors/Committee Members: MAMMAN, AMINU A, Rees, Chris, Mamman, Aminu.
Subjects/Keywords: Performance management system; Balanced scorecard; Organisation size; Employees' role; Organisational commitment; Public service motivation; Organisational performance; Public sector organisations
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Simbolon, S. M. (2018). Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314903
Chicago Manual of Style (16th Edition):
Simbolon, Saut Mulia. “Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations.” 2018. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314903.
MLA Handbook (7th Edition):
Simbolon, Saut Mulia. “Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations.” 2018. Web. 18 Jul 2019.
Vancouver:
Simbolon SM. Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations. [Internet] [Doctoral dissertation]. University of Manchester; 2018. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314903.
Council of Science Editors:
Simbolon SM. Performance Management Systems based on the Balanced
Scorecard Framework: The Case of Indonesian Customs and Excise
Organizations. [Doctoral Dissertation]. University of Manchester; 2018. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314903
University of Manchester
7.
Al Ghufli, Ali Abdulla ali salem Bindhaen.
Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation.
Degree: 2012, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:156011
► During the last twenty years, Total Quality Management and Business Excellence Models [BEMs] have been very attractive to organisations as an improvement strategy, as there…
(more)
▼ During the last twenty years, Total Quality
Management and Business Excellence Models [BEMs] have been very
attractive to organisations as an improvement strategy, as there
has been a push by governments to encourage this trend in both
public and private sector organisations through the development of
national quality awards. There remain difficulties in the
successful implementation of BEMs, as there have been high
implementation failures rates in various industrial settings. It
appears that these failures have been the result of a failure to
identify key influential factors that might be incorporated into
organisations’ BEM implementation guidelines. Therefore, this
research attempts to identify the key influential factors for the
successful implementation of a BEM and then examines the role of
these factors when they are incorporated with the implementation
strategy of a BEM in a public sector organisation in the United
Arab Emirates, the Abu Dhabi Police. The research takes a
mixed-methods approach including a systematic literature review, a
questionnaire survey of 300 employees and 25 interviews with top
managers and BEM implementation team members in the Abu Dhabi
Police. The quantitative data is assessed using descriptive and
inferential statistical analysis. A paired-samples t-test is used
to compare perceptions and the actual presence of key influential
factors. Additionally, the correlation between these factors and
the implementation efficiency of the BEM is investigated by using a
Pearson’s correlation coefficient analysis. The interviews are also
subjected to thematic analysis. The key findings are that there are
18 key influential factors which significantly impacted on the
successful implementation of the BEM in this public sector
organisation; therefore they should be considered as a whole during
any such implementation. These factors can be grouped into
associated stages of commitment, implementation and measurement,
leading to the development of a conceptual framework to be used as
a roadmap for the implementation of BEMs by public sector
organisations.
During the last twenty years, Total Quality
Management and Business Excellence Models [BEMs] have been very
attractive to organisations as an improvement strategy, as there
has been a push by governments to encourage this trend in both
public and private sector organisations through the development of
national quality awards. There remain difficulties in the
successful implementation of BEMs, as there have been high
implementation failures rates in various industrial settings. It
appears that these failures have been the result of a failure to
identify key influential factors that might be incorporated into
organisations’ BEM implementation guidelines. Therefore, this
research attempts to identify the key influential factors for the
successful implementation of a BEM and then examines the role of
these factors when they are incorporated with the implementation
strategy of a BEM in a public sector organisation in the United
Arab Emirates, the Abu…
Advisors/Committee Members: REES, CHRIS CJ, Mamman, Aminu, Rees, Chris.
Subjects/Keywords: Business excellence model; UAE; Key Influential
Factors; Public Sector; TQM
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APA ·
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to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Al Ghufli, A. A. a. s. B. (2012). Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:156011
Chicago Manual of Style (16th Edition):
Al Ghufli, Ali Abdulla ali salem Bindhaen. “Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation.” 2012. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:156011.
MLA Handbook (7th Edition):
Al Ghufli, Ali Abdulla ali salem Bindhaen. “Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation.” 2012. Web. 18 Jul 2019.
Vancouver:
Al Ghufli AAasB. Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation. [Internet] [Doctoral dissertation]. University of Manchester; 2012. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:156011.
Council of Science Editors:
Al Ghufli AAasB. Implementation of Business Excellence Model: A Case Study
of UAE Public Sector Organisation. [Doctoral Dissertation]. University of Manchester; 2012. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:156011
University of Manchester
8.
Al Jarradi, Khalid.
An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy.
Degree: 2011, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:133535
► The problem of the migration of talent from developed countries is not a new one, andessentially it is understood that the reward systems of the…
(more)
▼ The problem of the migration of talent from
developed countries is not a new one, andessentially it is
understood that the reward systems of the countries involved are at
faultin not providing individuals with rewards that they value. In
the Sultanate of Oman,such a brain drain is not yet a problem, but
over the last few years there has been anincreasing departure of
talented people from the Omani Government Sector, as theprivate
sector has more to offer. Such a phenomenon is wasteful in respect
of thetraining investment which might have been made in these
people, but it is alsodamaging to the government sector as a whole
since the aim of providing qualityservices to the nation is made
more difficult to achieve as employees of high
calibreleave.Consequently, this thesis explores the issue of why
people resign from the governmentsector to work elsewhere, and in
so doing it focuses on the current reward system withinthe sector.
Through a comprehensive literature review, it considers both
academic andpractitioner perspectives on the issue of reward,
concentrating particularly on theconcept of Total Reward which
embraces the notion of a mixture of wide-rangingtangible and
intangible rewards that are designed with employee involvement to
ensuretheir attractiveness, and to ultimately secure loyalty and
reduce employee turnover.The study then conducts an empirical
exercise in which a large sample of governmentemployees from the
full range of ministries where resignations are taking
place,participate in a questionnaire survey, seeking to establish
their views on the currentreward system and the potential for the
introduction of a Total Reward strategy.Additionally, a number of
in-depth interviews are held with employees, and focusgroups are
also conducted, as a means of securing a third source of
empiricalinformation. The data obtained is triangulated to
establish a detailed employerperspective, and then considered in
the light of the literature.The finding is that the reward system
in its current form is not appropriate since it doesnot cater for
employees’ needs. It is characterised by a lack of rigorous and
transparentcriteria on which to assess employees’ eligibility for
various rewards, and consequently,has allowed favouritism and
nepotism to creep into a system that was intended to beoperated on
the basis of merit. This is dispiriting for employees who have no
faith intheir managers to determine their individual performance,
and hence offer rewards on afair basis.It is concluded that a Total
Reward strategy is a desirable way forward since this wouldstem the
flow of talented people from the government sector, but it is
alsoacknowledged that there are critical success factors associated
with the implementationof such an initiative and that for these to
be in place, a culture change within thegovernment sector would
need to occur.
Advisors/Committee Members: HOSSAIN, MOHAMMAD FARHAD MF, Mamman, Aminu, Hossain, Farhad.
Subjects/Keywords: Total Reward
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Manager
APA (6th Edition):
Al Jarradi, K. (2011). An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:133535
Chicago Manual of Style (16th Edition):
Al Jarradi, Khalid. “An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy.” 2011. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:133535.
MLA Handbook (7th Edition):
Al Jarradi, Khalid. “An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy.” 2011. Web. 18 Jul 2019.
Vancouver:
Al Jarradi K. An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy. [Internet] [Doctoral dissertation]. University of Manchester; 2011. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:133535.
Council of Science Editors:
Al Jarradi K. An Investigation into the Effectiveness of the
RewardSystem in the Government Sector in the Sultanate ofOman and
the Potential for Introducinga Total Reward Strategy. [Doctoral Dissertation]. University of Manchester; 2011. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:133535
University of Manchester
9.
Al-Araimi, Mohammed Fayal.
The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers.
Degree: 2012, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:183890
► The study’s primary research interest is in the area of leadership and creativity. Investigating the literature indicates that there is a gap in knowledge regarding…
(more)
▼ The study’s primary research interest is in the
area of leadership and creativity. Investigating the literature
indicates that there is a gap in knowledge regarding the effect of
the Full Range of Leadership styles, especially the influence of
transformational leadership on employees’ creative performance.
Examining this relationship in different sectors (for example:
public government sector); in different cultures (for example: Arab
Islamic culture); and from multi-perspectives (for example: leaders
and employees) is strongly encouraged by research. The Omani civil
service sector was used as a case study, thus the aim of the study
was to investigate the degree to which Omani civil service managers
practised the Full Range of Leadership styles to influence
employees’ creative performance. The study set six objectives which
provided the foundation for the structure of the study and the way
its research questions were formulated. Accordingly, the study
methodology was designed in a way that points towards the
achievement of the study objectives. The study adopted a
mixed-methods research approach by combining survey questionnaires
with semi-structured interviews. This triangulation technique was
utilized to enable more accurate investigation and allow in-depth
coverage of the issues examined. The probability sampling method as
represented by the random sampling technique was adopted for this
study and applied to the two groups of managers and employees. The
total size of the managers’ sample was 269 participants, while the
employees’ sample was 371 participants. In addition, 15
semi-structured interviews were conducted to supplement the
quantitative results. The results of this study show that the Omani
managers are performing both transformational and transactional
leadership styles. Examining the relationship, the study confirms
that there is an overall statistically significant relationship
between managers’ use of transformational and transactional
leadership styles and employees’ creative performance from both
managers’ and employees’ perspectives. The results also reveal that
Omani managers are infrequently practicing passive/avoidant
leadership style and that this style does not contribute to the
employees’ creative performance. Further, the study demonstrate
that Omani managers’ personal characteristics have a slight effect
on managers’ perceptions towards transformational leadership styles
and do not have any impact on their perceptions toward employees’
creative performance. Finally, this study contributed to knowledge
in several areas where scholars who are interested in investigating
the relationship between leadership and creativity will find it
valuable.
Non
Non
Advisors/Committee Members: REES, CHRIS CJ, Mamman, Aminu, Rees, Chris.
Subjects/Keywords: Transformational Leadership; Transactional Leadership,
Full Range Of Leadership Styles, Individual Creativity, Employees’
Creative Performance, Oman, Civil Service Sector, Public Sector;
Middle East, Arab Country.
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APA ·
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MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Al-Araimi, M. F. (2012). The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:183890
Chicago Manual of Style (16th Edition):
Al-Araimi, Mohammed Fayal. “The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers.” 2012. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:183890.
MLA Handbook (7th Edition):
Al-Araimi, Mohammed Fayal. “The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers.” 2012. Web. 18 Jul 2019.
Vancouver:
Al-Araimi MF. The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers. [Internet] [Doctoral dissertation]. University of Manchester; 2012. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:183890.
Council of Science Editors:
Al-Araimi MF. The Relationship between the Full Range of Leadership
Styles and Employees’ Creative Performance in Civil Service
Organizations:A Field Study of Omani Civil Service
Managers. [Doctoral Dissertation]. University of Manchester; 2012. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:183890
University of Manchester
10.
Albadir, Anfal F A y r.
INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS.
Degree: 2014, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:218157
► ABSTRACTInvestigating the Skills-Gap in the Kuwaiti Labour Market: Perspectives from Policy Makers, Employers, Graduates, and Higher Educational InstitutionsImmediately after the discovery of oil, the State…
(more)
▼ ABSTRACTInvestigating the Skills-Gap in the Kuwaiti
Labour Market: Perspectives from Policy Makers, Employers,
Graduates, and Higher Educational InstitutionsImmediately after the
discovery of oil, the State of Kuwait put in place a plan for
massive economic and social development for its people. This
proposed plan required sophisticated labour skills to implement
development requirements. However, over the years the country has
continued to witness a labour market imbalance due to an inadequate
supply of graduate skills that did not satisfy the demand from its
workplace. The purpose of this study was to investigate the
mismatch between outputs from higher education and labour market
requirements.The present study employed a mixed approach to address
its main research questions. It applied a quantitative approach
using questionnaires prepared for graduates currently working and
employers from both the public and private sector. It also utilized
a qualitative approach using interviews with stakeholders in the
labour market such as higher education personnel and policy makers.
The literature review provided an overview of educational
objectives and their relation to economic, social, and human
resource development. It also looked at the nature of the
relationship between higher educational institutions and the labour
market, as well as providing some examples of the labour market gap
around the world.The key findings indicated that higher educational
institutions faced problems with regard to their role in the
provision of knowledge and skills. The study found that employers
believe that the quality of education provided by the institutions
is low. Similarly, the study found that employers believe that the
communication amongst stakeholders in the education system is not
effective. In addition, employers reckoned that the main factors
influencing graduates’ quality of education were the lack of
skills, lack of motivation and weak communication.Similarly,
graduates believed that the main factors influencing their quality
of education were lack of skills, as well as overestimating job
privileges and area of study. Furthermore, graduates satisfaction
with their current jobs was influenced by many factors; such as
low-quality education, disappointment with career development,
source of skills, area of study, and gender. In fact, the
literature identified the low quality of education as the main
cause of the skills-gap worldwide, while it had always valued
communication for closing the skills-gap.This study has confirmed
that there is an imbalance within the Kuwaiti labour market. The
theoretical and practical implications of the findings are
discussed in the concluding chapter of the thesis.
Advisors/Committee Members: HOSSAIN, FARHAD MF, Mamman, Aminu, Hossain, Farhad.
Subjects/Keywords: Human Resource Development; Education; Labour Market
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Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Albadir, A. F. A. y. r. (2014). INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:218157
Chicago Manual of Style (16th Edition):
Albadir, Anfal F A y r. “INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS.” 2014. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:218157.
MLA Handbook (7th Edition):
Albadir, Anfal F A y r. “INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS.” 2014. Web. 18 Jul 2019.
Vancouver:
Albadir AFAyr. INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS. [Internet] [Doctoral dissertation]. University of Manchester; 2014. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:218157.
Council of Science Editors:
Albadir AFAyr. INVESTIGATING THE SKILLS-GAP IN THE KUWAITI LABOUR
MARKET: PERSPECTIVES FROM POLICY MAKERS, EMPLOYERS, GRADUATES, AND
HIGHER EDUCATIONAL INSTITUTIONS. [Doctoral Dissertation]. University of Manchester; 2014. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:218157
University of Manchester
11.
Alasgarova, Shafa.
Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications.
Degree: 2018, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314919
► Companies face vital problems when implementing performance management in cross cultural context. Several attempts have been made to analyse employee performance management in the cultural…
(more)
▼ Companies face vital problems when implementing
performance management in cross cultural context. Several attempts
have been made to analyse employee performance management in the
cultural and industrial context. However, the lack of studies of
performance management in cultural and industrial context
necessitates this phenomenon to be investigated in various cultures
and contexts for sound academic contributions. The present study
aims to investigate cultural and industrial influences on the
general characteristics, criteria formulation and employee
acceptance of performance management in cultural context. This
study used a qualitative approach and is based on nine case studies
in Azerbaijan. The study adopted semi structured in-depth interview
and document analysis as the data collection methods. The results
showed that the legal context is the most influencing dimension on
the performance management system in Azerbaijan. The thesis
concludes criteria for performance is the choice of management
philosophy which is a cultural factor. The findings indicate that
employees accept performance management positively when the process
is implemented fairly. The findings of this study provide a solid
evidence base for considering country culture and industry
characteristics in implementing performance management. It is
evidently clear from the findings that both local and international
companies are faced with different problems when implementing
performance management in the cross cultural context of Azerbaijan.
This study should therefore be of value to practitioners wishing to
overcome certain cultural and industrial related problems during
implementation of performance management in host companies. In
addition, the study contributed certain evidence of the cross
cultural performance management process in the various context for
the science.
Advisors/Committee Members: BARRY, PAUL PN, Mamman, Aminu, Barry, Paul.
Subjects/Keywords: employee performance management; cultural and industrial impact; petroleum industry; Azerbaijan; criteria; employee acceptance; attestation
Record Details
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APA ·
Chicago ·
MLA ·
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CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Alasgarova, S. (2018). Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314919
Chicago Manual of Style (16th Edition):
Alasgarova, Shafa. “Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications.” 2018. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314919.
MLA Handbook (7th Edition):
Alasgarova, Shafa. “Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications.” 2018. Web. 18 Jul 2019.
Vancouver:
Alasgarova S. Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications. [Internet] [Doctoral dissertation]. University of Manchester; 2018. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314919.
Council of Science Editors:
Alasgarova S. Employee Performance Management in the Petroleum Industry
in Azerbaijan: Cultural and Industrial Implications. [Doctoral Dissertation]. University of Manchester; 2018. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:314919
University of Manchester
12.
Kravariti, Foteini.
NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE.
Degree: 2016, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:304049
► Organisations today are investing in the efficient management of their talented workforce, known as talent management (TM) in order to bear fruitful outcomes in terms…
(more)
▼ Organisations today are investing in the efficient
management of their talented workforce, known as talent management
(TM) in order to bear fruitful outcomes in terms of corporate
sustainability. Some businesses choose to include all employees in
their TM strategy–inclusive TM–whilst others only include the
highest-performing employees−exclusive TM. It has been suggested
that no matter which TM strategy they implement, contextual factors
such as culture seem to drive the degree of their application.
Thus, the rationale for this research is in determining the
cultural factors that trigger the exercise of TM.This study’s aim
is to analyse the extent to which TM strategies are impacted by
national and organisational culture. In addition, it seeks the
critical exploration of TM in the context of key human resource
practices (HRPs); the critical investigation of TM’s application;
the critical examination of national and organisational culture;
and finally, the degree to which both types of culture affect TM’s
application. This study follows a conceptual framework which sets
national culture as the independent variable, organisational
culture as the mediating variable, and TM as the dependent
variable. The body of theory overviewed is relevant to TM’s
concepts and its interrelation to both human resource management
(HRM) and human resource development (HRD). Predominant national
and organisational cultural frameworks are also overviewed. This
research’s sample includes six case studies from northern, central
and southern Greece and adopts a mixed-methods approach using
primary data collected through questionnaires and interviews, and
analysed through SPSS and thematic analysis. Among the key findings
is that national culture indirectly drives the adoption of specific
TM modes through the development of certain corporate cultures.
Additional findings shed light on the contemporary conception of
‘talent’ and ‘TM,’ as well as on the association between national
and corporate culture. This study significantly contributes to
knowledge by bringing in evidence from the business environment
while also discussing implications for practitioners regarding the
parameters that influence both their decisions and
actions.
N/A
N/A
Advisors/Committee Members: HOSSAIN, FARHAD MF, Mamman, Aminu, Hossain, Farhad.
Subjects/Keywords: talent management; cross-cultural management; organisational culture; national culture; HRM; HRD
Record Details
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Kravariti, F. (2016). NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:304049
Chicago Manual of Style (16th Edition):
Kravariti, Foteini. “NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE.” 2016. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:304049.
MLA Handbook (7th Edition):
Kravariti, Foteini. “NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE.” 2016. Web. 18 Jul 2019.
Vancouver:
Kravariti F. NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE. [Internet] [Doctoral dissertation]. University of Manchester; 2016. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:304049.
Council of Science Editors:
Kravariti F. NATIONAL AND ORGANISATIONAL CULTURAL IMPACT ON TALENT
MANAGEMENT IMPLEMENTATION: CASE STUDIES FROM GREECE. [Doctoral Dissertation]. University of Manchester; 2016. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:304049
University of Manchester
13.
Alharbi, Ameen Saleem N.
AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS.
Degree: 2014, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:226054
► While the business environment in Saudi Arabia is generally considered to be favourable, inadequate strategic planning and management have been implicated in the suspension or…
(more)
▼ While the business environment in Saudi Arabia is
generally considered to be favourable, inadequate strategic
planning and management have been implicated in the suspension or
de-listing of a number of firms from the stock exchange; in that
respect, the study is an examination of potential ‘best practices’
in strategic management in the context of the use of strategic
management tools. The main research question is on how the
application of strategic management tools is reflected in firm
performance. This is measured by the perceptions of managers within
firms about the tools’ effectiveness in terms of
information-gathering, developing objectives, and performance
management. The primary research consists of a questionnaire
administered to 213 managers at Saudi-listed firms, representing a
cross-section of various business sectors. Follow-up
semi-structured interviews were then conducted with 18 of the
questionnaire respondents to gather further insights into their
assessments of strategic management tools and the decision-making
processes behind their selections of particular tools. The study’s
findings are that strategic management tools use is widespread
among firms, with all of the surveyed managers identifying one or
more tools used by their firms. Managers in firms with significant
foreign relationships – local subsidiaries of foreign firms, or
firms with operations outside Saudi Arabia – reported using tools
more frequently and using a greater variety of tools than their
domestic counterparts, although the difference was slight, and
there were no notable differences in the perceptions of tools’
effectiveness that could be associated with the ownership
structure. Overall, managers reported that the use of strategic
management tools positively impacted their firms’ performance, and
the results of statistical analysis revealed that the perceived
effectiveness of strategic management tools is positively
associated with the type of firm rather than with the type of tool.
The results of the study have beneficial implications for improving
the performance of other firms in the Saudi business environment,
and suggest areas for further study to enhance the use of strategic
management tools.
Advisors/Committee Members: REES, CHRIS CJ, Mamman, Aminu, Rees, Chris.
Record Details
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Record Details
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APA ·
Chicago ·
MLA ·
Vancouver ·
CSE |
Export
to Zotero / EndNote / Reference
Manager
APA (6th Edition):
Alharbi, A. S. N. (2014). AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:226054
Chicago Manual of Style (16th Edition):
Alharbi, Ameen Saleem N. “AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS.” 2014. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:226054.
MLA Handbook (7th Edition):
Alharbi, Ameen Saleem N. “AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS.” 2014. Web. 18 Jul 2019.
Vancouver:
Alharbi ASN. AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS. [Internet] [Doctoral dissertation]. University of Manchester; 2014. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:226054.
Council of Science Editors:
Alharbi ASN. AN ANALYSIS OF HR AND OTHER MANAGERS' PERCEPTIONS OF THE
EFFECTIVENESS OF STRATEGIC MANAGEMENT TOOLS AMONG SAUDI
FIRMS. [Doctoral Dissertation]. University of Manchester; 2014. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:226054
14.
Bukari Zakaria, Hamza Zakaria.
Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool.
Degree: 2014, University of Manchester
URL: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:237603
► For the past two decades, interest in the performance of local governments has become high in public management. The wave of performance consciousness has thus…
(more)
▼ For the past two decades, interest in the
performance of local governments has become high in public
management. The wave of performance consciousness has thus far
diffused from developed countries to developing countries where
decreasing public confidence and trust in government has made the
implementation of performance management policies a way of
improving public perception of government performance. Meanwhile,
the implementation of such policies is often based on untested
assumptions some of which constitute gaps in the literature. For
instance, it is understood that performance management systems
enable public organisations that provide services to satisfy
citizens’ demand for services. It is also assumed that mechanisms
for managing organisational performance recognise and address the
interests of multiple stakeholders in an organisational environment
and that once performance management systems generate performance
information, decision makers are likely to use that information to
advance the goals of their organisations. This study explores these
assertions by investigating performance management practices of
local government authorities in Ghana. It sets out to understand
how local governments manage organisational performance and what
shapes their performance. It also examines the scope of a
performance enhancing policy to determine whether it addresses
multiple perspectives of organisational performance and the extent
to which local government managers use performance information to
improve service delivery. The study adopts a qualitative research
approach by using data from interviews, focus group discussions,
observations and documents to construct and interpret research
findings. This research identified internal and external mechanisms
for managing local government performance and found that
central-local government relations allows the former to influence
the latter’s priorities by imposing on them, the national
development policy, in ways that define development planning,
performance reporting and local government controls. Following
Kaplan and Norton (1992), a Balanced Score Card framework was used
to examine the scope of performance indicators used to assess the
performance of local governments under the District Development
Facility. The findings reveal that performance indicators tend to
be skewed towards financial and internal organisational aspects of
performance rather than incorporating citizens’ views about local
government performance or promoting organisational learning,
innovation and accountability. The findings offer insights for
re-examining multiple principal-agent relationships at the local
government level where the assessment of local government
performance excludes the opinions of local residents and affects
local governments’ accountability to citizens. Although developing
a culture of performance emerged as a key factor for improving
local government performance, the findings revealed that the use of
performance information by local government managers to make
decisions on…
Advisors/Committee Members: REES, CHRIS CJ, Mamman, Aminu, Rees, Chris.
Subjects/Keywords: Performance Management, Local governance, Balance
Scorecard, Accountability, Ghana; Public Management, Functional Organisational Assessment
Tool
…World Bank
11
Hamza Bukari Zakaria, August, 2014
The University of Manchester, Doctor of… …copyright or related rights in it (the “Copyright”) and s/he has given
The University of… …Manchester certain rights to use such Copyright, including for
administrative purposes.
II…
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APA (6th Edition):
Bukari Zakaria, H. Z. (2014). Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool. (Doctoral Dissertation). University of Manchester. Retrieved from http://www.manchester.ac.uk/escholar/uk-ac-man-scw:237603
Chicago Manual of Style (16th Edition):
Bukari Zakaria, Hamza Zakaria. “Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool.” 2014. Doctoral Dissertation, University of Manchester. Accessed July 18, 2019.
http://www.manchester.ac.uk/escholar/uk-ac-man-scw:237603.
MLA Handbook (7th Edition):
Bukari Zakaria, Hamza Zakaria. “Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool.” 2014. Web. 18 Jul 2019.
Vancouver:
Bukari Zakaria HZ. Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool. [Internet] [Doctoral dissertation]. University of Manchester; 2014. [cited 2019 Jul 18].
Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:237603.
Council of Science Editors:
Bukari Zakaria HZ. Performance Management and Local Government
Administration in Ghana: The Case of the District Development
Facility and the Functional Organisational Assessment
Tool. [Doctoral Dissertation]. University of Manchester; 2014. Available from: http://www.manchester.ac.uk/escholar/uk-ac-man-scw:237603
. 
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