This document discusses the relationship between Investors in People (IIP) and models of business excellence (BE) in the United Arab Emirates. It establishes that IIP and BE share common goals around managing people and achieving organizational success. IIP was introduced to help UAE organizations effectively implement BE frameworks to improve learning and performance. Several large UAE government agencies and private companies have since adopted IIP to help achieve recognition in excellence programs. The increasing integration of IIP and BE in the UAE is driven by the synergies between the people-focused goals of both approaches.
Evaluation of Human Resource Management Practices on the Productivity and Per...IOSR Journals
The objective of any organization or firm is to achieve higher productivity. The concept of Human Resources within organizations is very vital in the management and survival of any organization; this is because their performance is influenced by a set of human resource practices. The main focus of this study is to determine if human resources management practices (Human resources (HR) Planning, training and development) affect productivity and performance of Transport Organizations. The human resource management practices or HRM practices have to be addressed in this position, in order to examine productivity and performance of the organization. In analyzing the data, both descriptive and inferential statistics were used. A total of 75 questionnaires was distributed out of which 60 was returned. Result of analysis showed that training and development enhances productivity of transport organizations and also adequate human resources planning promotes employee productivity and organizational performance. It is therefore recommended that all level of employees receive adequate training and proper human resource planning should be in place to promote productivity and performance of the Transport industry in Nigeria.
Evaluation of Human Resource Management Practices on the Productivity and Per...IOSR Journals
The objective of any organization or firm is to achieve higher productivity. The concept of Human Resources within organizations is very vital in the management and survival of any organization; this is because their performance is influenced by a set of human resource practices. The main focus of this study is to determine if human resources management practices (Human resources (HR) Planning, training and development) affect productivity and performance of Transport Organizations. The human resource management practices or HRM practices have to be addressed in this position, in order to examine productivity and performance of the organization. In analyzing the data, both descriptive and inferential statistics were used. A total of 75 questionnaires was distributed out of which 60 was returned. Result of analysis showed that training and development enhances productivity of transport organizations and also adequate human resources planning promotes employee productivity and organizational performance. It is therefore recommended that all level of employees receive adequate training and proper human resource planning should be in place to promote productivity and performance of the Transport industry in Nigeria.
Human Resource Management is the efficient management of the people resources of an organization to facilitate the achievement of its goals. The challenge facing most organisations is how to get the optimal output from each of its employee. In the past, the human component in organisations was regarded as inconsequential, with very little attention in terms of organisational resources allocated to its development, until the mid-twentieth century when efficient human resource management started gaining importance as vital to the progress of organisations.
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Impact of Human Capital Development on the Managerial Workforce of SMEs in Sabah, Malaysia ......1
Noraini Abdullah and Nurul Fatihah Rosli
A Survey of Mobile Cloud Computing: Advantages, Challenges and Approaches................................14
Mohammad Rasoul Momeni
An Efficient Authentication Protocol for Mobile Cloud Environments using ECC.................................29
Mohammad Rasoul Momeni
Human Resource Management Practices and Productivity- A Case of Selected Mult...inventionjournals
Multinational Corporations (MNCs) are greatly expanding and growing beyond their geographical borders and into many countries of the world. This expansion of MNCs, the alarming upsurge in widely publicized and notable corporate issues in emerging markets have begun to draw both academic and managerial attention, they now look beyond traditional home market practices to the pressing concern of host markets practices and policies. The study examined the impact of human resource management practices and productivity of selected MNCs in Nigeria. A survey research design was adopted. The population of the study was 13,856 targeted staff of eight Manufacturing Multinational Corporation listed on the Nigerian Stock Exchange. Stratified sampling technique was employed to select the respondents from each stratum (lower, middle and top level management). The sample of 400 was arrived at using Yamane’s formula. The sample size was expanded by 30% to make room for non-response rate. A validated questionnaire which was adopted and titled ―Human resources management practices and productivity of selected MNC’s operating in Nigeria‖ was used as the research instrument. The reliability test yielded the following Cronbach’s alpha co-efficients for the constructs: Human Resource Management (HRM) Practices = 0.72 and Productivity = 0.83. A total of 520 copies of the questionnaire were administered with a response rate of 92.3%. Simple regression analysis was used to test the hypothesis. The findings revealed that human resource management practices had a significant relationship with productivity of the selected MNCs in Nigeria (r = .043, R2 = .162, p < 0.05). This study concluded that human resource management practices had a significant impact on productivity of selected Multinational Corporations in Nigeria. It therefore recommended that MNCsshould adopt an integrated approach toward formulation and implementation of human resource management practices in their firms.
This slide explains about the different Hr practices in these emerging countries which also reflects the culture and work environment of these countries. (Brazil, China, India,China)
Economic structure & pattern of malaysia has been discussed in this assignment. Political parties, development procedure, etc. are discussed here in a decent way.
Human Resource Management is the efficient management of the people resources of an organization to facilitate the achievement of its goals. The challenge facing most organisations is how to get the optimal output from each of its employee. In the past, the human component in organisations was regarded as inconsequential, with very little attention in terms of organisational resources allocated to its development, until the mid-twentieth century when efficient human resource management started gaining importance as vital to the progress of organisations.
IOSR Journal of Business and Management (IOSR-JBM) is an open access international journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Impact of Human Capital Development on the Managerial Workforce of SMEs in Sabah, Malaysia ......1
Noraini Abdullah and Nurul Fatihah Rosli
A Survey of Mobile Cloud Computing: Advantages, Challenges and Approaches................................14
Mohammad Rasoul Momeni
An Efficient Authentication Protocol for Mobile Cloud Environments using ECC.................................29
Mohammad Rasoul Momeni
Human Resource Management Practices and Productivity- A Case of Selected Mult...inventionjournals
Multinational Corporations (MNCs) are greatly expanding and growing beyond their geographical borders and into many countries of the world. This expansion of MNCs, the alarming upsurge in widely publicized and notable corporate issues in emerging markets have begun to draw both academic and managerial attention, they now look beyond traditional home market practices to the pressing concern of host markets practices and policies. The study examined the impact of human resource management practices and productivity of selected MNCs in Nigeria. A survey research design was adopted. The population of the study was 13,856 targeted staff of eight Manufacturing Multinational Corporation listed on the Nigerian Stock Exchange. Stratified sampling technique was employed to select the respondents from each stratum (lower, middle and top level management). The sample of 400 was arrived at using Yamane’s formula. The sample size was expanded by 30% to make room for non-response rate. A validated questionnaire which was adopted and titled ―Human resources management practices and productivity of selected MNC’s operating in Nigeria‖ was used as the research instrument. The reliability test yielded the following Cronbach’s alpha co-efficients for the constructs: Human Resource Management (HRM) Practices = 0.72 and Productivity = 0.83. A total of 520 copies of the questionnaire were administered with a response rate of 92.3%. Simple regression analysis was used to test the hypothesis. The findings revealed that human resource management practices had a significant relationship with productivity of the selected MNCs in Nigeria (r = .043, R2 = .162, p < 0.05). This study concluded that human resource management practices had a significant impact on productivity of selected Multinational Corporations in Nigeria. It therefore recommended that MNCsshould adopt an integrated approach toward formulation and implementation of human resource management practices in their firms.
This slide explains about the different Hr practices in these emerging countries which also reflects the culture and work environment of these countries. (Brazil, China, India,China)
Economic structure & pattern of malaysia has been discussed in this assignment. Political parties, development procedure, etc. are discussed here in a decent way.
Why data is so important for every company, product and project. How to set the measurements, goals and hypothesis and verify them as soon as possible.
presented 15.10.2016 on Meetnight in Poznań
In this article, we present a case study of one the successful government organisation strategy development exercises in the United Arab Emirates (UAE). The 2010–2013 strategy of Emirates Identity Authority (Emirates ID) supported organisational development and allowed the Emirates ID to become a pioneer in its field of practice. Its strategy was among the reasons behind its selection and winning the Best Federal Authority Award in the 2012 UAE’s federal Government Excellence Programme. This article attempts to describe the principles on which the organisational strategy was developed. It also outlines major accomplishments and the strategy’s impact on overall organisational performance. We conclude that the new strategy helped the organisation become a successful example in the UAE and that further lessons can be learned from it, as we outline and discuss them to influence the field of practice.
Global Financial Outlook during the COVID-19 Pandemic: The role of effective ...AI Publications
The current study's main goal is to look into the relationship between leadership styles and Erbil's financial outlook. Government officials, administrators, and leaders of large companies and organisations make critical decisions on a regular basis and expect positive outcomes in achieving their goals. 130 participants were involved in the present study. The results revealed that the highest value among all leadership styles was charismatic leadership. According to the research findings, there are more to uncover on the subject of leadership styles and Financial outlook in Erbil. A bigger sample size and including all the key races in Erbil would provide support for further studies.
Promoting Industrial Training through Macro Economic Approach (The Importance...IOSR Journals
Libya is blessed with many factories but regrettably these factories failed due to lack of skills and experiences. Often Libya due to their uncoordinated, unregulated and fragmented nature delivery systems and policies are the challenges faced by the state. It is difficult to design a training system that ensures demand driven skills provision and involves stakeholders from key relevant sectors and this requires a study to identify problems and prosper solution for sustainable future development. Hence, the report adopted the approach which combines the results of studies being reviewed. I utilized analytical techniques to estimate the strength of a given set of findings across many different studies and sometime compare and draw conclusion. This has allowed the creation of a context from which this report emerged The report data solely rely on the empirical source which classified in primary and secondary source.The reported found out that the number of trainee dropped from 2000 to 2005 by an average of 26 students, in comparison to 1999. However, in 2006 and 2007, the number of trainee showed increased (by an average of 25 students). Due to this increased in trainee, oil production also increased at the beginning of the new millennium. This Indicate that training increase productivity and productivity growth can raise incomes and reduce poverty in a virtuous circle. Productivity growth reduces production costs and increases returns on investments, some of which turn into income for business owners and investors and some of which are turned into higher wages and national growth.
Corporate governance is of great importance for financial performance. Corporate governance issues have attracted public interest in the financial sector both locally and internationally after waves of corporate rip-offs and failures that almost led to loss of confidence in the finance sector. The general objective of this study was to determine the effect of corporate governance on financial performance of Savings and Credit Co-operatives in Kenya. The study adopted a descriptive research design. The study targeted a population of 65 active Savings and credit Co-operatives operating in Embu County. A sample size of 57 Savings and Credit Co-operatives was used in this study. Stratified sampling technique was used to select the sample. Primary data was collected using self-administered semi-structured questionnaires while secondary data was obtained from financial statements and periodicals using a record survey sheet. Pre-testing of research tool was conducted before the actual data collection was carried, to determine the reliability of the questionnaire by use of a Cronbach‘s alpha, statistical coefficient, while the validity was tested to ensure that the questions in the questionnaire provides adequate coverage to the investigative questions. Correlation and multiple regression analysis was used to establish the relationship between independent and dependent variables. The study findings indicated that corporate governance positively affected the financial performance. In specific the board composition and corporate risk management for SACCOs had a positive effect on the financial performances of the SACCOs. The study is beneficial to SACCOs management in improving the performance of Savings and Credit Co-operatives and enabling them to compete globally. The study recommends gender parity consideration and balanced mix of skilled board members during appointments of the board members. The recommendations are important to the government, especially the department of cooperatives in strengthening policies regarding cooperative societies.
Entrepreneurial personal networks and performance of
small and medium scale Enterprises (SMEs) in Kano
State, Nigeria
1Amaka Cordelia Egele , 2Kibuuka Muhammad (PhD) , 3Mutenyo John (PhD)
Federal College of Education Kano, Nigeria.
2 3Kampala International University, Kampala, Uganda.
A Study on Governance of Innovation in Organisation Within UAEMargaritoWhitt221
A Study on Governance of Innovation in Organisation Within UAE
Proposed Conceptual Framework:
The impact of product innovation and process innovation in organization performance.
Abstract:The aim of this research is to assess the nature of innovation of organization occurring in the UAE and the extent of Innovation governance in UAE.
Design/Methodology/approach: The research will have a quantitative process by which A questionnaires will be distributed to various organizations in different cities in the UAE region. Companies will be selected using the random sampling technique. The questionnaire will contain relevant questions in relation to governance and innovation and will be focused on assessing the impact of governance of innovation in organizations in the UAE region.
Findings: The study is expected to determine the impact of innovation governance on the organization performance and explore the mechanics and characteristics of innovation governance.
Research limitations/implications: The data used in this study could be limited, and depends on information gathered from different organizations from the public or private sector and in which emirate this organization is located.
Keywords:Innovation, Governance, Organisations, Performance, leadership.
Introduction
Innovation is today considered to be a driving force regarding competitiveness, growth, and creation of value for businesses. Governing innovation is important as it helps organizations to build a system of mechanisms that they will use to align their goals, allocate resources to different projects, and, assign the decision-making authority for innovative purposes. Most companies that exist today are organized in a way that there are clear frameworks on how they can manage the business units that exist within the company, business functions, and also regional operations. However, such businesses do not have frameworks that they can use to stimulate and sustain innovation initiatives and processes (Teece 2007). Thus, organizations need to review their innovation processes and evaluate it.
Innovation governance is a comprehensive framework that helps the top management of an organization to be able to develop values, policies, and initiatives that promotes innovation. Through innovation governance, the top management, and organizations at large can be able to define the roles of their employees and the initiatives that they will undertake to realize the innovation process. They will establish a set of values to realize the innovation process. They will also define the parameters that will be used to measure innovation processes and how much regarding budget will be allocated to the innovation processes (Teece 2007). Every Leader needs to be equipped with a set of skills or competency to promote innovation in their organizations.
Management and governance in innovation is a significant competency for every leader that cannot be looked down upon. Innovation management m ...
Employees’ Career Growth and Development: Outlook and Challenges of a First-C...AI Publications
This study focused on identifying the outlook and challenges on career growth and development of all seventeen employees of the accounting office of a local government unit and is anchored on Systems Theory Framework of Career Development. Descriptive qualitative research design was employed and utilized total enumeration purposive sampling. Respondents were interviewed and data was gathered, transcribed, and thematically analyzed. Findings revealed that employees shared positive and negative outlook on career growth and development citing promotion, annual salary appraisal, and skills enhancement. Furthermore, challenges included demographic factors like age, educational background, market competition, lack of vision and personal purpose, slow promotion process, and management support. Therefore, the outlook and challenges of the employees focused on the career planning intervention, especially in ensuring that employees are given enough exposure and awareness on professional development and training to acquire skillset and qualifications to advance their careers and provide robust development of core policies to ensure everyone is treated fairly and just with regards to career advancement. Self-awareness, self-development, inclusive work environment and management support will help employees in their careers and professions.
This paper was set to examine training and development in the banking sector and reaffirm the investment in training and development. In line with the assertion made by the literature and the evidences gathered in the process of the study, the following recommendations were made: It is an established fact that no serious minded organization like banks can be staffed by people with expertise and potentials in the various disciplines needed for its total functioning simply by recruitment and selection, it’s the systematic training and development of personnel on continuous basis that can harness the totality of human resources in the organization, banks should ensure that any training and development which takes place is based on proper analysis of its contribution to the effectiveness and efficiency of banking industry. The data collected from different sources was cross checked. Different statistical tools and techniques were used like mean, mode, median, averages, t-test and chi-square. The paper concluded that investment in the area of training and development in the human resources will bear the fruits much fold for the banking industry of the two countries. For the Indian banks have established their training institutes for the purpose of training its staff which was lacking with their counterparts. Each employer who invests seriously in the area of Training and Development will reap the benefits of an enriched working environment with higher levels of staff retention as well as increased productivity and performance. In the modern computer era training has gained the reputation of dynamic concept which needs to be understood in that perspective most of the modern banks which do not respond to the dynamic change that are seen in changed environment may fail to respond to the needs of customers. Training is one of most important and effective means of bringing about change in banking sector. Hence, the study is carried with the aim of studying training implementation in these selected banks.
Similar to Garad (2016) IIP and EFQM_Establishing the Link_83-92 (20)
Garad (2016) IIP and EFQM_Establishing the Link_83-92
1. 83
Investors in People and Business Excellence
in the United Arab Emirates
Part 1: Establishing the Link
Alaa Garad, Investors in People, United Arab Emirates
In the context of the United Arab Emirates, the paper explores an emerging synergy between
models of business excellence (BE) and the people management framework Investors in People
(IIP), within organizational HRD policy and practice. Since the 1990s, driven by the need to
enhance international competitiveness, UAE organizations have been encouraged to adopt quality
initiatives, often reinforced with prestigious awards. HRD policy and practice has responded
accordingly. However, despite its introduction in the late 1980s IIP, an overtly people standard,
it is only in recent years that it has begun to be adopted in the UAE. The paper argues that it is by
establishing and consciously promoting the links between BE and IIP that provides the basis for the
increasing adoption of IIP in the UAE. IIP has been used by UAE organizations to lever effective
implementation of BE and lead them toward further learning and performance excellence. This,
the first of a two-part article, establishes the strength of the relationship between BE and IIP. Part 2
draws on case study data to highlight the dynamics of the process in more detail.
Introduction
This article attempts to investigate the link between Investors in People (IIP) and Business
Excellence (BE) and show how this link has worked in significant HRD policy developments
in organizations in the United Arab Emirates (UAE). IIP is a holistic framework for people
management established in 1991. The standard defines what it takes to lead, support and
manage people well for sustainable results. IIP is considered to be a sign of a great employer,
an ‘outperforming’ place to work and a clear commitment to sustained success. The concept
of Business Excellence has emerged from several concepts over many years, starting with the
establishment of the quality movement and philosophy in Japan, which led to the creation of
several approaches and frameworks (see, for example, Evans and Lindsay, 2005). The European
Foundation for Quality Management defines Business Excellence as
Outstanding practice in managing the organization and achieving results based on a set of
fundamental concepts which will include: result orientation, customer focus, leadership, and
constancy of purpose, management by processes and facts, involvement of people, continuous
improvement and innovation, mutually beneficial partnership, and corporate social responsibility
(EFQM, 2003: 33).
The aim of this article is to consider the relationship between IIP and BE. The paper seeks
to demystify any confusion between the two constructs and highlight the links and synergy.
Understanding the significance of the links between the two may lead to the development of an
integrated model that can help organizations develop their HRD policy and practice to become
International Journal of HRD Practice, Policy and Research 2016, Vol 1 No 2: 83-92
doi: 10.22324/ijhrdppr.1.118
2. 84
high performing organizations and achieve strategic organizational goals. The paper considers
the evidence of increasing integration in terms of policy application within the UAE. The
article begins with a consideration of the UAE context and how excellence-related programmes
became crucial to the country’s economic development and advancement. Both IIP and BE are
explained and key links considered before an integrated model is introduced. A second paper
will provide more detailed case study data from the UAE on how IIP and BE have been applied
in an integrated process.
The United Arab Emirates
As the UAE has embarked on business excellence as a strategy for government agencies as well
as the private and third sectors, it is useful to shed the light on this journey. The UAE occupies
an area roughly the size of Portugal along the south-eastern tip of the Arabian Peninsula. Four-
fifths of the UAE is desert, yet it is a country of contrasting landscapes. The current population
of the UAE is 9,267,216 which is equivalent to 0.12% of the total world population. The
UAE ranks number 93 in the list of countries by population. The total land area is 83,637
Km2 (32,292 sq. miles). with a population density of 287 people per square mile. 89.5% of
the population is urban (8,371,435 people in 2016) while the median age in the United Arab
Emirates is 33.5 years.
The UAE is a federation of seven emirates: Abu-Dhabi, Dubai, Sharjah, Ajman, Umm
Al‑Qaiwain, Ras Al-Khaima and Fujairah. The order in which they are listed here is based
on a clockwise progression around the country, starting from Abu-Dhabi, which occupies the
southern sector and is also the federal capital. The Federal Government deals with matters of
national importance such as foreign affairs, security and defense, nationality and immigration
issues, education, currency, postal, telephone and communication services, air traffic control and
aircraft licensing, together with certain special topics delegated to it, such as labour relations,
banking, the delimitation of territorial waters and the extradition of criminals (UAE Interact,
2016).
Since the early 1990s the UAE has embarked on several initiatives to foster its economy and its
competitiveness in the international environment. Excellence-related programmes are among
these initiatives. Each one of the seven emirates have established a programme or an award
to reinforce the culture of excellence and to bring in the best practices to their organizations.
Adopting and implementing quality in government entities has been mandated by the government,
i.e. the governmental entities have to conduct self-assessment against the award criteria, which
must, then, be submitted for formal assessment by independent assessors, commissioned by
the award offices. Table 1 indicates twelve awards developed and offered since 1993. All share
characteristics of fundamental principles i.e., adding value to customers, creating a sustainable
future, developing organization capabilities, harnessing creativity and innovation, leading with
vision, inspiration and integrity, managing with agility, succeeding through the talent of people,
and sustaining outstanding results (Figure 1).
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Sr. Award / Programme Started Sector
1 Sharjah Economic Excellence Award 1993 Private Sector
2 Dubai Quality Award 1994 Private Sector
3 Dubai Government Excellence Programme 1998 Government
4 Dubai Human Development Award 2001 All Sectors
5 Sheikh Hamdan Educational Excellence Award 1996 Education
6 Sheikh Khalifa Industrial Excellence Award 1997 Industry
7 Sheikh Khalifa Excellence Award 1999 Private Sector
8 Sheikh Saqre Government Excellence Programme 2004 Government
9 Sheikh Mohamed Bin Rashid Business Award 2005 Private Sector
10 Sheikh Mohamed Bin Rashed Government Excellence Programme 2007 Federal
11 Abu-Dhabi Award for Excellence in Government Performance 2007 Government
12 Ajman Excellence Award 2008 Government
Table 1 - Key Quality and Excellence Awards in the United Arab Emirates
Fig 1- Fundamental Principles of Business Excellence (Source: EQFM, 2012)
Investors in People and Business Excellence
The IIP model/framework
The IIP framework was developed in 1989 and the first assessment conducted in 1991. The
standard comprises nine indicators (dimensions).The indicators revolve around the organization’s
ambition as a central focus for the organization and are grouped under three perspectives as
shown in Table 2.
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Perspective Indicator
Leading • Leading and inspiring people
• Living the organisation’s values and behaviours
• Empowering and involving people
Supporting • Managing Performance
• Recognizing and rewarding high performance
• Structuring work
Improving • Building capability
• Delivering continuous improvement
• Creating sustainable success
Source: Adapted from Investors in People Standard (IIP, 2015)
Table 2 – Investors in People Indicators
The fourth perspective, the overarching ‘organization ambition’, is illustrated at the centre of
Figure 2.
IIP Standard, 2015
Figure 2 - Investors in People Indicators
5. 87
Examining each of the four perspectives i.e. Leading, Supporting, Improving and Organization
Ambition, in more detail:
1) Leading: creating purpose in a changing environment, whilst motivating through change,
have become essential skills for many roles. High performing organizations foster leadership
skills at every level of the organization to deliver outstanding results. There are three indicators
under this perspective that cover the clarity of vision and purpose and how good leaders in the
organization inspire employees to perform (IIP, 2015).
2) Supporting: sustainable organizations use flatter structures to enable faster decision-making,
agility and customer focus. The three indicators under this perspective cover the way in which
people are supported to perform through the way jobs are designed, reward is structured,
performance is managed, and the degree of autonomy people have to make decisions (IIP, 2015).
3) Improving: a philosophy of continuous improvement is at the heart of the Standard, It argues
that constant adaptation, flexibility and continuous improvement feature heavily in the very best
organizations. Furthermore, being a sustainable organization means developing capabilities,
resources and plans for tomorrow. “It means fostering innovation to constantly find new ways to
achieve the ambition of the organization” (IIP, 2015: 5).
4) Organization Ambition: investing in people is meant to improve performance. Therefore,
the aims and ambitions of the organization, are at the heart of the IIP framework. As such the
nine indicators are built from an understanding of this ambition to test the alignment of purpose
across the employees and the extent to which practices are driving positive results (IIP, 2015).
In early 2016, the sixth version of the standard was launched internationally and this seeks to
lever IIP as an Organizational Development (OD) Framework rather a mere ‘’HR’ standard.
According to the UK Commission for Employment and Skills (UKCES) and Investors in People
International, there are over 13,500 IIP-accredited organizations throughout the United Kingdom
(the Cradle of IIP) plus 631 IIP-accredited organization, spread over 79 countries (announced
during the launch of Generation Six of IIP Model on 15th September, 2015).
The BE model/framework
According to Evans and Lindsay (2005), the concept of BE has emerged from several concepts
over many years, starting with the establishment of the quality movement and philosophy in
Japan, which led to the creation of several approaches and frameworks. Bohoris (1995) stated
that several national and regional quality awards have been established to promote quality and
serve as models for TQM. Three of the most widely used are the Deming Prize in Japan, the
Malcolm Baldrige National Quality Award in the USA and the European Foundation for Quality
Management (EFQM) Business Excellence Award. The Business Excellence Model (BEM)
(Figure 3) assumes that, in order to sustain excellence, organizations assess and review their
approaches and mechanisms regularly and question themselves. Learning is considered a core
element in the model’s structure and its assessment mechanism. Auluck (2002) describes the
BEM as a powerful tool that assesses organizational performance, provides a framework for
identification of improvement areas and offers a process for continuous learning.
6. 88
Enablers Results
Leadership
People
Processes,
Products and
Services
People Results
Business ResultsStrategy
Customer
Results
Partnerships and
Resources
Society Results
Learning, Creativity and Innovation
Figure 3 EFQM Business Excellence Model (Source: EFQM, http://www.efqm.org)
Clearly there are areas of overlap and commonality between the frameworks of BE and IIP. Table
3 seeks to show the links between IIP and BE on a holistic level; the nine indicators (criteria) that
form IIP have been exhibited on vertical axis of the table, while the nine criteria that form EFQM
have been exhibited on the horizontal axis. In the matrix a degree of significance is allocated
to each intersection. One star means slight significance, two stars means moderate significance
and three stars means strong significance. Summing the total number of stars provides a proxy
measure of where the link is strongest.
IIP/BEM
Leadership
Strategy
People
Partnership
&Resources
Processes,
Products&
Services
People
Results
Customer
Results
Society
Results
Business
Results
Weigh
1. Leading & inspiring people *** *** *** ** * * ** 15
2. Living the organization’s values
and behaviours.
*** ** *** * * *** ** * *** 19
3. Empowering & involving people. *** * *** * ** *** * * * 16
4. Managing performance. * * * * * * 6
5. Recognizing & rewarding high
performance
** * *** *** ** 11
6. Structuring work * * *** * * * 8
7. Building capability ** * *** * *** * 11
8. Delivering continuous
improvement
* * * *** ** ** * *** 14
9. Creating sustainable success * * * ** ** *** ** ** *** 17
Weigh 16 12 19 4 13 21 9 6 17
Key: * Slight significance; ** Moderate significance; *** Strong significance
Table 3 - Links between BE Model and IIP Model
Thus from the perspective of Business Excellence the most significant links with IIP are at
7. 89
‘People Results’ (21), ‘People’ (19), ‘Business Results’ (17), and ‘Leadership’ (16). From an IIP
perspective, the strongest relationships with BE are evident at ‘Living the Organization’s Values
and Behaviours’ (19), ‘Creating Sustainable Success’ (17), ‘Empowering and Involving People’
(16) and ‘Leading and Inspiring People’ (15). Such links suggest that focusing and prioritizing
resources on these specific areas can help organization to optimize its resources, achieve and
sustain excellent business results.
Part 2 of this article will seek to bring further clarity and empirical evidence on the relationships
discussed above.
Policy Implementation in the UAE
In 2001, the Department of Economic Development in Dubai attempted to introduce IIP in the
UAE. However, this initiative was unsuccessful. During this time, the focus of UKCES1
was
promoting the IIP model within the UK and there was no mechanism in place to administer the
growth internationally. Further efforts, by the author, to promote IIP in the UAE commenced in
2009. Then, in 2011 acquisition of a partnership license from the International Quality Centre2
(based on signed agreement on April 2011) enabled IIP services to be promoted and delivered
throughout the UAE. Informed by hands-on experience, as an EFQM assessor and practitioner,
the links between IIP and BEM became increasingly apparent. It was felt that IIP could leverage
effective implementation of EFQM and lead organizations towards further learning and
performance excellence.
Underpinning this promotion was the link between IIP and BEM, developed above. IIP fits into
the quality awards and the most common business frameworks and tools that are adopted in the
UAE and other Gulf Countries. This is because of its focus on people and the consideration that
people’s engagement is a critical success factor in change and improvement initiatives (see also
Figure 4). It will be noted that the Figure includes several of the awards outlined in Table 1 and
adds other significant quality and business assessments, such as ISO 9001 and six sigma.
Thus, in 2011 IIP had its formal introduction to the region which led to the promotion of the
standard throughout the UAE. When presented to the Department of Economic Development,
with the links between the BEM and the IIP framework highlighted, it received high attention
and support. This support was translated into establishing the UAE Award for Investing in
People. Some of the key government leaders decided to implement IIP jointly with EFQM in
their organizations. Departments involved include the: Emirates Identity Authority, the Ministry
of Infrastructure, the Dubai and the Abu Dhabi Police, the Abu Dhabi Accountability Authority,
the Dubai Chamber of Commerce, Dubai Water and the Electricity Authority and Department
of Transport.
The motive for public agencies to adopt IIP was to use it as an enabler towards effective
implementation of a European Foundation for Quality Management (EFQM). IIP aligns with
BEM especially in relation to the EFQM factors of Leadership, Strategy, People, People Results,
Key Results and Society Results and which form approximately 60% of EFQM criteria.
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Figure 4 – IIP as a Strategic Fit with other Business Excellence Frameworks and Tools
The business result at the above mentioned public agencies such as the Ministry of Culture and
Knowledge Development, the Ministry of Infrastructure and the Emirates Identity Authority
have been impressive and led to them receiving the highest government recognition represented
in Sheikh Mohamed Bin Rashid Government Excellence Award and Dubai Government
Excellence Program Award. The interest in IIP has not been limited to government agencies
but has also been widely adopted by the private sector especially in hospitality, education and
healthcare sectors. Since its inception in the UAE, over 40 organizations has embarked on IIP,
twelve of them have attained and sustained the accreditation while as of today there are 23
companies working with IIP and in the pipeline for assessment.
The emerging success of IIP in the UAE can be attributed to seven key factors:
• Support and commitment towards investing in people and excellence by leaders at
government agencies.
• Awareness of policy-makers about adopting system thinking approach.
• Strong belief that ‘it is all about people’.
• Simple process of diagnosis and implementation of IIP where there is no ‘piles’ of paper
work or ‘ticking’ the boxes kind of work.
• Availability of Arabic translation of the model and its requirements.
• High maturity of the business atmosphere due to using EFQM criteria and tools which
helped in fast understanding of IIP requirements and its links with EFQM and other
business excellence instruments.
• The focus on organizational learning that led to enhancing business performance and
growth.
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Towards an Integrative Model
At this point in the development of an integrative link between IIP and BE one illustration is
made to capture the link in term of actual organizational policy and practice. In February 2016
The Millennium Corniche Hotel in Abu Dhabi committed to IIP. It recognized that IIP could both
consolidate and further advance the hotel’s policy of continuous improvement. According to the
hotel’s General Manager:
We have used IIP to cement our hotels strive for continuous improvement. Alongside IIP, using
internationally recognized accreditations such as ISO 9001/14001/18001/22000, we are striving
to achieve a stable culture of quality assurance and excellence. In an increasingly unstable market,
locally and internationally, the implementation of these established quality initiatives allows us to
continue on our journey of excellence.
The Hotel not only achieved IIPaccreditation in 2016 but also won the international IIPNewcomer
Award for 2016. The hotel has adopted IIP as they found it the right approach to “cement” what
they had accomplished in quality management and business excellence. One of the major gains
of adopting IIP, was the focused Learning and Development activities through direct alignment
to the hotel strategic objectives. As an example the hotel invested approximately AED 50,000 in
‘cross-selling’ programmes which resulted in AED 600,000 revenue. Measuring the investment
in Learning and Development is a requirement in both domains, i.e. IIP and BE.
When identifying and establishing areas requiring improvement and planning rectification, we
realized that IIP would be a great mechanism to drive positive change as well a platform to further
educate our people and develop their thought process — IIP has allowed to us to understand and
communicate the value gained from investing in Learning and Development (IIP, 2016).
If we assume that the two components (IIP and BEM) are working together as gears to leverage
high performance in UAE organizations, the challenge is to further understand the dynamics of
the motion of these gears, which gear impacts the others, how, when and why (Figure 5).
Figure 5 – The Two Gears; BEM and IIP
From a policy and practice point of view, those areas of significant links among the standards
should be the focus for organization’s senior management for sustainable excellence and
growth. From a research point of view, the same areas should be subject for generating empirical
10. 92
evidence. The relationship developed in this article paves the way for an integrated model that
brings together ‘people’ and ‘excellence’ in the UAE context. It is important also to further
investigate the dynamics of the linkage, the cause and effect relations, which standard leverages
application of other standards and what are the factors that influence the successful application
of those standards. This will be the subject of Part 2 of the paper which will use a number of case
studies in three key sectors of the UAE economy (i.e. Government, Education and Hospitality)
in order to further explore and illustrate the working of these dynamics.
Notes
1. United Kingdom for Employment and Skills Department (the owner of the IIP model).
2. The International Quality Centre is the sole licence holder for the administration of IIP overseas.
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The Author
In addition to his engagement with Investors in People UAE, Alaa Garad works as an Assistant
Professor at Abu Dhabi University. He holds a Bachelor of Commerce, a Master’s Degree in
Quality Management and a PhD in Organisational Learning. Alaa is an Accredited EFQM
Assessor, IIP Specialist, Chief Examiner and Juror for several national and regional quality
awards such as Sheikh Khalifa Excellence Award, Dubai Quality Award, and King Abdul-
Aziz Quality Award in Saudi Arabia. He is a member of the Academy of Management, and the
American Society for Quality and a Founding member of the Egyptian Association for Learning.