This study examines the impact of mergers and acquisitions on the financial performance of banks in Pakistan. The researcher analyzed the pre-and post-merger financial performance of five major banks in Pakistan that underwent mergers and acquisitions. Financial ratios were used to measure performance factors like profitability, liquidity, and efficiency. The results found that mergers and acquisitions mostly improved financial performance, but not for all banks. Mergers and acquisitions in developing countries like Pakistan can be successful for financial institutions, though not as impactful as in developed countries due to differences in skills, knowledge, and environmental factors. Future M&A activity in Pakistan would benefit from more careful planning and consideration of all impacting variables.
Research study 1- Macduffie (1995)Industry sector Automobiles..docxdebishakespeare
Research study 1- Macduffie (1995)
Industry sector: Automobiles.
Location: USA
No. of companies in study: 70 automobile plants
Theoretical background: MacDuffie’s starting position was in the Walton (1985) tradition. He argued that innovative HR practices are the way to secure employee commitment to the organization and such commitment is essential if employees are to apply the amount of discretionary effort required for high performance. In addition, he was interested in establishing the extent to which a specified ‘bundle’ of HR practices would be more effective than such practices implemented individually.
Research strategy and method: MacDuffie studied flexible production systems in the auto industry. Flexible production systems are characterized by the reduction of stock inventories and the elimination of ‘buffer’ areas such as those concerned with product repair space which create ‘slack’ in the production process. MacDuffie reasoned that these characteristics would have three major consequences:
(1) the increase of interdependencies within the production process;
(2) the highlighting of production problems;
(3) searches for improvements to the production process to solve these problems.
His hypothesis was that innovative HR practices have an important role to play in such flexible production systems. MacDuffie argued that workers in flexible production systems need a good grasp of the production process and analytical skills to diagnose problems.
The data were collected by questionnaires and interviews with plant managers. The study sought to assess the effect upon labor productivity and quality of three variables: (1) the use of ‘buffers’; (2) work systems (e.g. the use of work teams and employee involvement groups); and (3) HR policies, relating to those involved in the production process, of selection, performance-related reward, status differences and training and development.
MacDuffie developed two specific hypotheses: (1) that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent ‘bundle’ and (2) the HR ‘bundle’ is effective in contributing to manufacturing plant productivity and product quality when they are integrated with flexible production systems.
Results and conclusions: MacDuffie argues that the evidence from his study supported the hypothesis that assembly plants using flexible production systems which use HR ‘bundles’ that are integrated with the production strategy outperform plants using traditional mass production systems on both measures of productivity and quality.
Study strengths: (1) Treats HR practices as integrated ‘bundles’ rather than separate practices. (2) Uses contextually relevant measures of organizational performance. (3) Study rooted in specialist knowledge of manufacturing production process.
Study limitations: (1) Employee commitment and competence are theoretical principles which are important to the study but they are not measured. ...
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
Research study 1- Macduffie (1995)Industry sector Automobiles..docxdebishakespeare
Research study 1- Macduffie (1995)
Industry sector: Automobiles.
Location: USA
No. of companies in study: 70 automobile plants
Theoretical background: MacDuffie’s starting position was in the Walton (1985) tradition. He argued that innovative HR practices are the way to secure employee commitment to the organization and such commitment is essential if employees are to apply the amount of discretionary effort required for high performance. In addition, he was interested in establishing the extent to which a specified ‘bundle’ of HR practices would be more effective than such practices implemented individually.
Research strategy and method: MacDuffie studied flexible production systems in the auto industry. Flexible production systems are characterized by the reduction of stock inventories and the elimination of ‘buffer’ areas such as those concerned with product repair space which create ‘slack’ in the production process. MacDuffie reasoned that these characteristics would have three major consequences:
(1) the increase of interdependencies within the production process;
(2) the highlighting of production problems;
(3) searches for improvements to the production process to solve these problems.
His hypothesis was that innovative HR practices have an important role to play in such flexible production systems. MacDuffie argued that workers in flexible production systems need a good grasp of the production process and analytical skills to diagnose problems.
The data were collected by questionnaires and interviews with plant managers. The study sought to assess the effect upon labor productivity and quality of three variables: (1) the use of ‘buffers’; (2) work systems (e.g. the use of work teams and employee involvement groups); and (3) HR policies, relating to those involved in the production process, of selection, performance-related reward, status differences and training and development.
MacDuffie developed two specific hypotheses: (1) that innovative HR practices affect performance not individually but as interrelated elements in an internally consistent ‘bundle’ and (2) the HR ‘bundle’ is effective in contributing to manufacturing plant productivity and product quality when they are integrated with flexible production systems.
Results and conclusions: MacDuffie argues that the evidence from his study supported the hypothesis that assembly plants using flexible production systems which use HR ‘bundles’ that are integrated with the production strategy outperform plants using traditional mass production systems on both measures of productivity and quality.
Study strengths: (1) Treats HR practices as integrated ‘bundles’ rather than separate practices. (2) Uses contextually relevant measures of organizational performance. (3) Study rooted in specialist knowledge of manufacturing production process.
Study limitations: (1) Employee commitment and competence are theoretical principles which are important to the study but they are not measured. ...
15Reflection and Discussion Forum Week 3Sri ChaitaAnastaciaShadelb
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
15Reflection and Discussion Forum Week 3Sri ChaitaKiyokoSlagleis
1
5
Reflection and Discussion Forum Week 3
Sri Chaitanya Patluri
University of the Cumberlands
Organizational Behavior
Dr. Johnny Chavez
Sep 07, 2021
Reflection
Motivation is defined as a set of motives or conditions that drive the behavior of individuals, organizational units, or projects. The purpose of motivation concepts is to help them focus on the primary purpose of the process and the related motives that underlie it. Once they understand motivation concepts, they can use them to motivate people and accomplish tasks. Motivation concepts help people understand why they do what they do and help them identify the steps that motivate motivation. The next step understands the steps needed to move from one problem domain to another. The theories that have been developed are generally confusing, contradictory, and contradictory to the originated objectives. The more theory that is used, the more contradictory it is to the objectives it supposedly was intended to achieve. However, it is essential to realize that more theories and theories will lead to a more consistent method of achieving objectives(Nasution, 2021).
Most organizations today know the objectives and are using organizational, motivational methods to achieve them. Organization-level factors such as human resources, compensation, and support systems influence whether an organization achieves its goals. These factors influence many factors, including the organization's performance as measured by objectives. Employee job engagement can affect managerial relationships and organizational behaviors, and the firm's overall success. It can improve compliance, employee satisfaction, better financial performance, increased employee motivation, and improved corporate image. The degree to which an organization considers its corporate environment a living environment is called corporate culture. The potential for employee empowerment and communication increases when there is corporate culture. The driving forces behind the decision-making process are the drive for performance, and both factors drive performance. The more drive for performance, the more drive for performance needs to be met. One of the significant factors that drive performance is the drive for return on investment. The second major factor that drives performance is the drive for achievement(Robbins & Judge, 2018).
Motivation plays a significant role in organizational functioning and decision-making. A good motivator's personality is a significant factor influencing their decision-making abilities. JCM utilizes opportunities to take risks in order to learn. It is essential because there is a risk associated with going beyond the requirements set for them in the job they are doing. Some employees find that adding pressure to achieve a JCM Goal of getting more done results in increased pressure to get things done and less commitment to the organization. To achieve this goal, employees must take on more responsibility and n ...
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
Socially responsible human resourcepractices disclosures of.docxlillie234567
Socially responsible human resource
practices: disclosures of the world’s best
multinational workplaces
Charbel Greige Frangieh and Hala Khayr Yaacoub
Abstract
Purpose – This paper aims to explore the socially responsible human resource practices disclosed by
the ‘‘World’s Best Multinational Workplaces,’’ with the aim of facilitating the benchmarking of these
disclosed practices.
Design/methodology/approach – Using the ‘‘World’s Best Multinational Workplaces’’ list was a
strategic decision in this study due to the rigorous methodology used in the preparation of the list as it
concentrated largely on the employees’ feedback, thus ensuring that these listed companies are actually
top workplaces. Both manifest and latent content analysis, are applied on 23 of the 25 listedMultinational
Corporations’ websites and reports, and company reviews done on these companies by the Great Place
toWork for to pinpoint the social responsible human resource practices.
Findings – Most of the practices disclosed are oriented toward enhancing the employees’ work
experiences whether that happened through improving their employment conditions or through having a
diverse and inclusive workplace. Thus, the employee-oriented human resource management practices
got the lion’s share of the disclosures, rather than the legal or the Corporate social responsibility–human
resources facilitation components.
Research limitations/implications – The practices that are already used at small and medium
enterpriseswithin national contexts were not covered in this study.
Practical implications – It is assumed that businesses can benefit from the practices of these MNCs
which are considered as great places to work for, and as pioneers in their socially responsible human
resource approaches.
Originality/value – This study is likely to fill an important gap in the corporate social responsibility
literature, which gave pint-sized attention to the internal stakeholders, rendering the academic coverage
of employee-related practices scarce if not absent
Keywords CSR, Content analysis, Multinational corporations,
Social responsible human resource practices
Paper type Research paper
Introduction
An ethical movement is gaining momentum in the business world as a result of
management malpractices committed in the past decades. The ethical crisis drove
practitioners and researchers around the world to acknowledge the importance of
integrating business ethics and sustainability into their organizations. Engaging in
responsible practices was seen as a means to avoid crises and simultaneously lead to
financial benefits, (Doh et al., 2011; Wang et al., 2015; Voegtlin et al., 2012), produce social
capital (Maak, 2007) and enhance work-related behaviors like retention and workplace
commitment (Waldman and Galvin, 2008; Cameron, 2011; Doh et al., 2011; Doh and
Quigley, 2014; Miska et al., 2014). The misconducts in top management positions gained
extensive media a.
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
The relationship between generic strategies and organizational performance: A...AI Publications
The main purpose of this research is to examine the relationship between generic strategies and organizational performance in selected furniture companies in Kurdistan.The researcher used quantitative research method to analyze the relationship between generic strategies and organizational performance of furniture companies in Kurdistan. The researcher printed and distributed 100 questionnaires, but received only 76 questionnaires from participants. Accordingly the sample size of this study is 76 unitsThe findings of this study revealed that the three generic strategies (cost strategy, differentiation strategy and focus strategy) have positive relationship with organizational performance in selected furniture companies in Kurdistan. A research could be completed in different businesses to see if similar outcomes will be gotten. This research likewise recommends that an exploration study could be done to decide factors impacting successful execution of effective strategy in the business.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
Human Resources Management activities through Strategic Entrepreneurial Approach Iranian Oil Companies, A Case Study. Researchers in the field of strategic human resources have argued that organizations can effectively influence the interaction, behavior, relationships and motivation of employees (CHRISTOPHER J & SMITH, 2006). Entrepreneur organizations are not exempt from this issue. Entrepreneur organizations often are young organizations with the adoption of new responsibilities and challenges of entering an unknown industry must learn ways to gain legitimacy in the industry. In this way human resources of organizations, often because of the small size of the organization, are facing quantitative restrictions that can assist the organization in search of new opportunities, competitive advantages, and success in the market. The importance of human resources in entrepreneur organizations is even more than the legitimacy and acceptance in business and shortcomings (Cardon & Stevens, 2004, p. 297). In particular, people with entrepreneurial attitude has high social skills, including social understanding, effective management, confidence, etc. and are capable of making landscapes
Change management by neurological aspects of organizational behaviourIAEME Publication
Dynamic changes affect inter-relationships between different stakeholders of organization.
The remarkable impact may be on individual and group decisions, performance at work, work-life
balance etc. Group dynamics and leadership have direct impact on cognitive behaviour. This paper is
an outcome of a research focused on impact of neurological aspects on behaviour affecting change
management initiatives. It includes changes in performance, decision making ability, team work,
creativity and engagement among employees from selective micro and small scale enterprises. This
study attempts to formulate suitable design of change management policy to cope up with probable
deviations in the organizational behaviour.
6
SURVEY REPORT
INTRODUCTION
Management of knowledge is one of the domineering methods that are being used by the companies in order to encounter their pre-emptive and planned requirements. It is comprised of the ingenuities, procedures, tactics and schemes that endure and boost the modification, sharing, assessment, and storage and information formulation. Therefore, the practices of knowledge management play an important role in attaining company goals and objectives in effective manner. It helps generating value for the company (Alegre, Sengupta and Lapiedra, 2013).SURVEY AIM
To find out the impact of knowledge management in Qatar Airways on their strategic planningOBJECTIVE
Objective of the conducted survey is to scrutinise practices of the knowledge management that affect the strategic planning activities and also evaluate the issues and factors that are associated with the knowledge management and put their both positive and negative impact on the strategic planning of the organisation. In order to analyse, the researcher emphasises on the following research objective:
· To identify the relationship between Knowledge management and strategic planning
· To evaluate the factors of KNOWLEDGE MANAGEMENT that affects the practices of strategic planning.
· To examine how the practices of strategic planning affect the corporate performance of Qatar airways.
· To determine the importance of strategic planning on Qatar airways.SURVEY QUESTION
Intended for obtaining the above-illustrated objectives of this project, the researcher will search pro solutions to the substantial questions:
· Is there any association among knowledge management and strategic planning?
· What are the major elements of knowledge management that affect the strategic planning practices of Qatar Airways?
· How the practices of knowledge management and strategic planning impact the performance of Qatar Airways?
· Are the practices of knowledge management important for organisations?REASEARCH FACTORS
Knowledge management communicates important information widely and quickly and it assists to address this difficulty throughout modified portal as well as particular search engines. If average procedures as well as measures have been distinct they ought to constantly be followed. There are many factors that involve knowledge management. They are either independent or depend on other factors. All these factors are categorized mainly into three categories which are further classified into other factors. (Lindner and Wald, 2011). (IV) (DV)
1. People
a. Knowledge Managers (IV)
b. Communities or Practice (IV)
c. Training and Communication (IV)
d. Measurement and Reward system (IV)
e. Knowledge sharing culture (DV)
f. Knowledge advisors (IV)
g. Employee satisfaction survey
2. Process
a. Knowledge capture and reuse (DV)
b. Communities of Practice (DV)
c. Best practice selection and replication (IV)
d. Project Team Collaboration (DV)
e. Metrics and Reporting (IV)
f. Managem.
GLOBAL CONFERENCE ON BUSINESS AND ECONOMICS, GLOBE 2018Dmytro Shestakov
Strategic Flexibility as a Key to Innovativeness: Theoretical Framework, Globe 2018, 120-131
Dmytro Shestakov
The article reveals the main strategic changes of the competitive environment, the necessity of flexibility in the new competitive conditions are determined. Flexibility in its various forms has
long played an important role in the organizational change and strategy literature. The theoretical approaches to the definition of the concept of "flexibility", "strategy", "strategic flexibility" are
revealed. Various kinds of flexibility of the company and levels of strategic flexibility are reviewed. With the changed dynamics in the new competitive landscape, firms face multiple discontinuities that often occur simultaneously and are not easily predicted. The article substantiates that managers and government policy makers are encountering major strategic discontinuities that are changing the nature of competition. Firms must be flexible to manage discontinuities and unpredictable change in their environments. Flexibility has been a characteristic of an organization that makes companies less vulnerable to unforeseen external changes or puts it in a better position to respond successfully to change. Strategic flexibility may increase innovation performance of a firm.
Advances In Global
Business And Economics
Proceedings of the GLOBE Conference
in Sarasota, USA, June 4-8, 2018
Editor
Dr. Cihan Cobanoglu
M3 Center
University of South Florida Sarasota-Manatee
USA
The role of psychology in human resources management by Dr.Mahboob Khan PhdHealthcare consultant
HRM can be considered to be responsibility of all those who manage people as well as a description of persons who are employed as specialists. It is that part of management that involves planning for human resource needs, including recruitment and selection, training and development. It also includes welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations. The integration between the management of human resources and psychology is arguably the prime factor delineating HRM theory and practice from its more traditional personnel management origins. Selection of the personnel has long been recognized as a key activity within HR and this article seeks to explore the extent to which its practice provides evidence of such strategic alignment.
Socially responsible human resourcepractices disclosures of.docxlillie234567
Socially responsible human resource
practices: disclosures of the world’s best
multinational workplaces
Charbel Greige Frangieh and Hala Khayr Yaacoub
Abstract
Purpose – This paper aims to explore the socially responsible human resource practices disclosed by
the ‘‘World’s Best Multinational Workplaces,’’ with the aim of facilitating the benchmarking of these
disclosed practices.
Design/methodology/approach – Using the ‘‘World’s Best Multinational Workplaces’’ list was a
strategic decision in this study due to the rigorous methodology used in the preparation of the list as it
concentrated largely on the employees’ feedback, thus ensuring that these listed companies are actually
top workplaces. Both manifest and latent content analysis, are applied on 23 of the 25 listedMultinational
Corporations’ websites and reports, and company reviews done on these companies by the Great Place
toWork for to pinpoint the social responsible human resource practices.
Findings – Most of the practices disclosed are oriented toward enhancing the employees’ work
experiences whether that happened through improving their employment conditions or through having a
diverse and inclusive workplace. Thus, the employee-oriented human resource management practices
got the lion’s share of the disclosures, rather than the legal or the Corporate social responsibility–human
resources facilitation components.
Research limitations/implications – The practices that are already used at small and medium
enterpriseswithin national contexts were not covered in this study.
Practical implications – It is assumed that businesses can benefit from the practices of these MNCs
which are considered as great places to work for, and as pioneers in their socially responsible human
resource approaches.
Originality/value – This study is likely to fill an important gap in the corporate social responsibility
literature, which gave pint-sized attention to the internal stakeholders, rendering the academic coverage
of employee-related practices scarce if not absent
Keywords CSR, Content analysis, Multinational corporations,
Social responsible human resource practices
Paper type Research paper
Introduction
An ethical movement is gaining momentum in the business world as a result of
management malpractices committed in the past decades. The ethical crisis drove
practitioners and researchers around the world to acknowledge the importance of
integrating business ethics and sustainability into their organizations. Engaging in
responsible practices was seen as a means to avoid crises and simultaneously lead to
financial benefits, (Doh et al., 2011; Wang et al., 2015; Voegtlin et al., 2012), produce social
capital (Maak, 2007) and enhance work-related behaviors like retention and workplace
commitment (Waldman and Galvin, 2008; Cameron, 2011; Doh et al., 2011; Doh and
Quigley, 2014; Miska et al., 2014). The misconducts in top management positions gained
extensive media a.
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
The relationship between generic strategies and organizational performance: A...AI Publications
The main purpose of this research is to examine the relationship between generic strategies and organizational performance in selected furniture companies in Kurdistan.The researcher used quantitative research method to analyze the relationship between generic strategies and organizational performance of furniture companies in Kurdistan. The researcher printed and distributed 100 questionnaires, but received only 76 questionnaires from participants. Accordingly the sample size of this study is 76 unitsThe findings of this study revealed that the three generic strategies (cost strategy, differentiation strategy and focus strategy) have positive relationship with organizational performance in selected furniture companies in Kurdistan. A research could be completed in different businesses to see if similar outcomes will be gotten. This research likewise recommends that an exploration study could be done to decide factors impacting successful execution of effective strategy in the business.
Assessment of Neural Network and Goal Programming on Cross Cultural ManagementYogeshIJTSRD
For achieving success in a global arena cross cultural training should be provided to employees to settle down between the global business environment and culture as one of the factors contributing to economic success, revenue generation, surplus booking, goodwill enhancement, market fame and many more. More the revenue, more the profit booking leads to rise company’s goodwill and builds customers faith as well as provides employee satisfaction which motivates employees to be more productive, more efficient, more energetic, more enthusiastic, and never let employees to get stressed from their work.AI ANN and goal programming is being used a method to find something fruitful to mitigate cross cultural issues in an organization. Shefali G | Dr. Rajesh Singh "Assessment of Neural Network and Goal Programming on Cross Cultural Management" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41217.pdf Paper URL: https://www.ijtsrd.comcomputer-science/computer-network/41217/assessment-of-neural-network-and-goal-programming-on-cross-cultural-management/shefali-g
Human Resources Management activities through Strategic Entrepreneurial Approach Iranian Oil Companies, A Case Study. Researchers in the field of strategic human resources have argued that organizations can effectively influence the interaction, behavior, relationships and motivation of employees (CHRISTOPHER J & SMITH, 2006). Entrepreneur organizations are not exempt from this issue. Entrepreneur organizations often are young organizations with the adoption of new responsibilities and challenges of entering an unknown industry must learn ways to gain legitimacy in the industry. In this way human resources of organizations, often because of the small size of the organization, are facing quantitative restrictions that can assist the organization in search of new opportunities, competitive advantages, and success in the market. The importance of human resources in entrepreneur organizations is even more than the legitimacy and acceptance in business and shortcomings (Cardon & Stevens, 2004, p. 297). In particular, people with entrepreneurial attitude has high social skills, including social understanding, effective management, confidence, etc. and are capable of making landscapes
Change management by neurological aspects of organizational behaviourIAEME Publication
Dynamic changes affect inter-relationships between different stakeholders of organization.
The remarkable impact may be on individual and group decisions, performance at work, work-life
balance etc. Group dynamics and leadership have direct impact on cognitive behaviour. This paper is
an outcome of a research focused on impact of neurological aspects on behaviour affecting change
management initiatives. It includes changes in performance, decision making ability, team work,
creativity and engagement among employees from selective micro and small scale enterprises. This
study attempts to formulate suitable design of change management policy to cope up with probable
deviations in the organizational behaviour.
6
SURVEY REPORT
INTRODUCTION
Management of knowledge is one of the domineering methods that are being used by the companies in order to encounter their pre-emptive and planned requirements. It is comprised of the ingenuities, procedures, tactics and schemes that endure and boost the modification, sharing, assessment, and storage and information formulation. Therefore, the practices of knowledge management play an important role in attaining company goals and objectives in effective manner. It helps generating value for the company (Alegre, Sengupta and Lapiedra, 2013).SURVEY AIM
To find out the impact of knowledge management in Qatar Airways on their strategic planningOBJECTIVE
Objective of the conducted survey is to scrutinise practices of the knowledge management that affect the strategic planning activities and also evaluate the issues and factors that are associated with the knowledge management and put their both positive and negative impact on the strategic planning of the organisation. In order to analyse, the researcher emphasises on the following research objective:
· To identify the relationship between Knowledge management and strategic planning
· To evaluate the factors of KNOWLEDGE MANAGEMENT that affects the practices of strategic planning.
· To examine how the practices of strategic planning affect the corporate performance of Qatar airways.
· To determine the importance of strategic planning on Qatar airways.SURVEY QUESTION
Intended for obtaining the above-illustrated objectives of this project, the researcher will search pro solutions to the substantial questions:
· Is there any association among knowledge management and strategic planning?
· What are the major elements of knowledge management that affect the strategic planning practices of Qatar Airways?
· How the practices of knowledge management and strategic planning impact the performance of Qatar Airways?
· Are the practices of knowledge management important for organisations?REASEARCH FACTORS
Knowledge management communicates important information widely and quickly and it assists to address this difficulty throughout modified portal as well as particular search engines. If average procedures as well as measures have been distinct they ought to constantly be followed. There are many factors that involve knowledge management. They are either independent or depend on other factors. All these factors are categorized mainly into three categories which are further classified into other factors. (Lindner and Wald, 2011). (IV) (DV)
1. People
a. Knowledge Managers (IV)
b. Communities or Practice (IV)
c. Training and Communication (IV)
d. Measurement and Reward system (IV)
e. Knowledge sharing culture (DV)
f. Knowledge advisors (IV)
g. Employee satisfaction survey
2. Process
a. Knowledge capture and reuse (DV)
b. Communities of Practice (DV)
c. Best practice selection and replication (IV)
d. Project Team Collaboration (DV)
e. Metrics and Reporting (IV)
f. Managem.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 65 - The Team Member and Guest Experience
Literature Review Synthesis - T1 .pdf
1. Source Source Author Topic / Main Area Poplulation of Study Results / Conclusion Limitations Connection to other studies Related to Research Project Key Take Aways Factors
1
Managerial biases during a
merger process in a
government‑controlled
organization
Anne‑Sophie Thelisson,
Olivier Meier, June 2021
Merger and acquisition · Integration process ·
Managerial biases ·
Cognitive biases · Longitudinal case study
Longitudinal case study of a public‒private merger (
State-owned group and a private organization)
embedded in a French
national project
#- 54 Semi Structured Interviews (Total Population-
1800)
#- Secondary Data 778 Documents
#- Managerial biases have been identified as decisive
elements in the integration process, but little is
known about the processes of generating and
reinforcing such variables in a PMI process (Weber,
2018). With a longitudinal case study, this paper
explores which cognitive bias constituencies interfere
in strategic PMI decisions.
#- study contributes to the M&A literature by
highlighting cognitive biases and reinforcing
mechanisms during negotiation and integration
periods.
The study is limited to provide insight into
organizational change in a merger context of 2x
companies only.
#-Work of Steigenberger (2017) and Thelisson and
Meier (2020) emphasizing that post-merger
integration is not a linear process, but a dynamic
adjustment between two entities.
#- Future research could explore in which ways
managerial bias can have an effect at a specific
moment of major decisions in
the integration process in favoring
Explores which managerial biases that are present
during the negotiation period of a merger influence
post-merger integration
#-Representation bias (Boen et al., 2010)
#- Availability heuristic/bias (Hayibor & Wasieleski, 2009)
#- Avoidance of any form of divergence (Ahammad et al., 2016;
Jemison & Sitkin, 1986)
#- Retrospective bias/Insight bias (Ahammad et al., 2016)
#- Hubris bias/overconfidence bias (Billett & Quian, 2008)
#- Illusion of control (Meissner & Wulf, 2017)
#- Climbing commitment (Roberto, 2002)
#- Anchoring bias with availability bias: a disappointing past
experience for the acquiring firm
#- Temporal bias: temporal pressure on the CEO and stakeholders
#- Hubris bias and brakes: a schizophrenia/ambiguity from leaders
of the acquired company
#- Ident of 3 major managerial biases
during the negotiation period that
interfere in the integration process
[(1) Anchoring bias with availability
bias; (2) Temporal bias and (3) hubris
bias]
#- 2 reinforcing mechanisms
influencing the integration process [(1)
Social pressure of Greater Paris Project
; (2) Expert's role: failure to take into
account contributions of the other
company
2
Understanding the Human
Side of Merger and
Acquisition ; An Integrative
Framework
Myeong-Gu Seo
N. Sharon Hill, 2005
#-authors identify six theories (anxiety theory, social
identity theory, acculturation theory, role conflict
theory, job characteristics theory, and organizational
justice theory) to explain problems in managing the
merger and acquisition (M&A) organizational change
process
#- Based on a review of more than 100 books and
articles in both academic and practitioner literature
#- Authors integrate theories into one conceptual
framework that clearly delineates unique sources of
problems that can emerge in different stages of M&A
integration
#- Lack of an integrated theoretical framework has
made any systematic empirical examination of the
integration process difficult.
#-In this article, the gap in the literature is filled by
presenting a conceptual framework that identifies six
theories on which the existing M&A literature is
implicitly or explicitly based
#-Each theory suggests unique sources of problems,
their psychological and behavioral effects on
employees, and the relevant managerial practices to
prevent or overcome the problems
#- Integration of these theories into a stage model of
M&A integration process that predicts how and in
which phase of the integration process those unique
sources of problems are most likely to emerge
#- 3 broad agendas for future research indicated.
(1) Researchers should test the overall goodness of
fit of the proposed framework as well as the
explanatory power of each theory it contains.
(2) Researchers should identify other theoretical
perspectives beyond the six presented here that
could be integrated into the framework.
(3) Integrative framework implicitly assumes a linear
and independent effect of each theoretical variable on
employees’ psychological and behavioral outcomes.
#- However, it seems more realistic to assume that
there are nonlinear or interaction effects of those
predictors.
SIX UNDERLYING THEORIES IN MERGER AND
ACQUISITION LITERATURE
1. Anxiety Theory
2. Social Identity Theory
3. Acculturation Theory
4. Role Conflict Theory
5. Job Characteristics Theory
6. Organizational Justice Theory
# AN INTEGRATIVE FRAMEWORK
1. M&A Integration Stages
2. Different Sources of Problems in Different M&A
Stages
3. Contingency Factors
3
Dynamics of Acquired Firm
Pre-Acquisition Employee
Reactions
Satu Teerikangas, 2012
#-Based on a qualitative, large-scale, interview-based
inductive study of eight acquisitions conducted by
Finnish multinationals.
#-Article develops a grounded model of the dynamics
of acquired firm employee reactions preceding
related, industrial cross-border acquisitions
#- In contrast to most merger and acquisition (M&A)
research portraying employee reactions in times
of M&A in a negative, stressful light, the present
findings shed a contradictory light on this discourse
(1)- Interviews with managers and employees in the
acquisitions studied;
(2)- Ethnographic insights through visits to the
acquiring and acquired firms;
(3)- Follow-up e-mails and phone calls to the
interviewees including feedback
(4)- Archival Data search presentations and
documents. The primary source of data collection
was interviews.
(5)- Existing Analysis Of studied acquisition,
including company presentations and documents
#- In total, conduct a set of 166 interviews with 141
interviewees.
(1)- The findings provide a view that contradicts the
mainstream M&A human research tradition in that 6
out of the studied 8 acquisitions leaned more toward
employee motivation than uncertainty during the pre-
acquisition era.
(2)- Unearthing the dynamics explaining why the pre-
acquisition reactions of acquired firm employees tend
toward motivation or uncertainty. While previous M&A
research has brought forward a bleak image of the
negative consequences of M&A on acquired firm
employees
#- 2x Limitations highlighted in the study:-
(1)- Use of buying firms from a single country of
origin. As a result, the context-boundedness of the
results needs to be considered before applying the
findings to other contexts.
(2)- The fact that the interviews were conducted and
analyzed post hoc by a single researcher. There are
varying views regarding the use of one or multiple
researchers when undertaking qualitative research.
#- Proposed model points to the heart of the issue
behind the direction of pre-deal employee reactions
as that of whether a forthcoming acquisition is
perceived as an opportunity or a threat by employees
in the target firm.
#- When an opportunity perspective prevailed in the
target firm become noticeably proactive in making the
forthcoming acquisition a success, employee
reactions leaned toward motivation.
#- Employee reactions to a forthcoming acquisition
are not the deterministic result of the change or the
nature of the partner organization , but views that can
be influenced through the buying firm’s
behavior
#- Degree of acculturative stress following an
acquisition depends on the preferred acculturation
modes of the firms involved
Propositions formed through sequence
(1) Partner organizational Attractiveness (Organizational Fit , Inter-
firm relationship)
(2) Target Cognitive Responsiveness (Acquisition Experience ,
International Exposure)
(3) Partner Behavioural Attractivness (Communicated intentions,
Partner behaviour)
(4) Target Strategic Responsiveness (Need to be acquired)
(5) Target Managerial Involvment
(6) Acquisition perceived as an Opportunity Versus Threat
(7) Target Behavioural Responsiveness
a- High target cognitive responsiveness is positively associated
with the acquisition being perceived as an opportunity in the
acquired firm
4
Thinking about people in
mergers and acquisitions
processes
José-Luis Rodríguez-
Sánchez, Marta Ortiz-de-
Urbina-Criado and Eva-
María Mora-Valentín, 2018
Propose a human resource management model for
the integration stage of mergers and acquisitions
(M/A) process with 4 key factors:-
(1) Leadership and integration team
(2) Change and restructuring process
(3) Human resources (HR) resistance
(4) Valuable HR retention
# Study is conducted in a multinational organization,
founded in the 19th century,
in the field of mechanical engineering that competes
for the global leadership of the sector.
The group has more than 60,000 people in more
than 100 countries and more than 1,000
sales outlets in 5 continents & took 4 years of
observation & litrary data
#- Most relevant factors in HR management in the
integration stage analyzed and contrasted in a case
study. Following slient outcomes drawn:-
(1) leadership and integration team actions allowed
the achievement fundamental objectives for the
success of the M/A. important decision was to select
several leaders of the target company to perform the
integration proces
(2) Change and restructuring process: the
communication efforts were performed such that the
personnel understood the need to restructure. It was
essential for success to anchor the change in the
company culture and make it last until it became a
habit
(3) Personnel resistance actions: to detect the
compatibility degree between companies, it is
essential to describe and evaluate the values,
attitudes, beliefs and group norms of the companies.
main cultural barrier that affected personnel was the
need to modify work procedures and routines
(4) valuable personnel retention actions allowed the
achievement of two fundamental objectives for the
success of the M/A. So, it was possible to retain the
personnel involved in the integration process without
voluntary departures
# Subsequent investigations could conduct similar
analyses for the planning and implementation stages
of the merger and acquisition process, with the
objective of presenting a complete HR management
model in merger and acquisition processes
# Guest (1997) model to analyze the study case
findings used which comprised of 6 Steps Model to
nlyze impact of HR management:-
(1) HR management Strategy
(2) HR mangement Prctices
(3) HR mnagement outcomes
(4) Behavior outcomes
(5) Performance outcomes
(6) Financial outcomes
Total integration of the target company; HR
impact:Procedures and work routines
# HR in the integration phase
(1) Leadership Teams ( Communication skills, Listening Skills,
Autonomy, Flexibility, Team building)
(2) Integration Teams ( Conflict managemnt, Unity & consistency,
Training & Development, Common Culture, Anxiety checks)
(3) Change & restructuring process (Careful planning, Adjustment &
restructuring level, utilization of surplus resources, financial
monitoring)
(4) Personnal Resistance (Gauge level and type of resistence,
cultural differences to be mitigated)
(5) Valuable Personnal retention ( personnal selection,
Communication , training & development )
# Merger and Acquisition process with
4 key factors:-
(1) Leadership and integration team
(2) Change and restructuring process
(3) Human resources (HR) resistance
(4) Valuable HR retention
LITERATURE REVIEW SYNTHESIS - ASSIGNMENT
2. 5
Riding the tides of mergers
and acquisitions by building
a resilient workforce: A
framework for studying the
role of human resource
management
Fang Lee Cookea,
Geoffrey Woodb, Meng
Wangc, Alice Shuaishuai
Li, 2020
Researcher argue that employee resilience, are
concept that is still to gain widespread attention in
HRM research, is crucial to organizations wishing to
manage their M&As successfully, especially in the
post-M&A integration
This paper contributes to the extant body of literature
on HRM in M&As by identifying a number
of research gaps and developing a theoretical
framework for future empirical research
#Central argument of this paper is that during M&As
a resilient workforce is essential in coping with the
changes and securing organizational sustainability
# Specifically, researcher propose that relational
HRM practices (e.g., supportive leadership, training
and development) help enhance employee well-being
and develop employee resilience which, in turn,
contributes to individual and sustainable
organizational performance
There are two major limitations of this article.
(1) Lliterature on M&As is very extensive and
diverse: researcher have only focused on those
elements that are particularly salient to the
understanding of the consequences for resilience
and how the latter may be nurtured and sustained
through and after an M&A.
(2) While bringing together compatible and
complementary theoretical perspectives, this paper
only represents an initial step in the development of a
more comprehensive theoretical synthesis
# At theoretical level, cross -displinary systhesis
(Organizational sociology and psychology) , It
confirms the centrality of the interface between
individual and group choices, present and past
experiences and the interpretations and relations that
lie behind them, and formalized organizational
systems thereby consolidating recent strands of the
literature (e.g., Aklamanu et al., 2016; Khan et al.,
2016)
#- Employee Emotional Resilience during Post-
Merger Integration across National Boundaries
#- Rewards and the Mediating Role of Fairness
Norms
#- Resilience (Employee resilience during an M&A and in the post-
M&A integration phase is contingent on the perceived fairnessand
effectiveness of HR systems and practices).
#- Supportive leadership and resilience (The degree of employee
resilience during an M&A and in the post-M&A integration phase is
contingent on leadership style)
#- Employee-oriented HRM practices, employee wellbeing and
resilience (Employee-oriented HRM practices or HPWPs may
enhance employees' well-being and resilience during an M&A and in
the post-M&A integration; Enhanced employee well-being will
positively impact employee resilience).
#- Work pressure and employee wellbeing and resilience (ncreased
work pressure post-M&As will have a negative impact on employees'
perception and experience of HRM practices which will, in turn,
affect their wellbeing and resilience)
#- Relational HRM practices and organizational sustainability
(Relational HRM practices, effective communication and sensitivity
to variations in organizational culture during an M&A and in the post-
M&A integration phase will contribute to sustainable organizational
performance.)
A. Resilience
B. Supportive leadership and
Resilience
C. Employee -Oriented HRM Pratcices
D. Work Pressure and Employee
Wellbeing & resilience
E. Relational HRM practices and
organizational sustainability
6
Mergers & Acquisitions and
Banks Performance in
Pakistan
Ammar Ahmad,
Muhammad Nadeem
#- To check whether merger and acquisition in banks
of Pakistan has increased their performance or not.
#- Merger and acquisition is the independent variable
whereas financial performance is the dependent
variable.
#- Five banks are considered for measuring the
results of pre and post merger and acquisitions in the
banking sector of Pakistan.
#- These Banks are registered at Stock Exchange of
Pakistan and financial statements are accessible
#- Mergers and acquisition in the developed
countries give better results because people have
more knowledge, skills, efficiency overt there.
Researchers found that in developing countries like
Pakistan, mergers and acquisitions are not as fruitful
as they are in the developed countries because in the
developing countries like Pakistan, mergers and
acquisitions are done without considering all the
factors therefore organizations must be more
conscious, aware before doing mergers and
acquisitions.
Different ratios are used to measure the performance
of the banks and it is concluded that mostly banks
are able to performance better after merger and
acquisitions but it is not true for all the banks. Banks
should consider more information, knowledge, before
doing any merger or acquisition.
Pakistan is one of those developing countries in
which law and order and security issues are the
major problems. Economic conditions are not ideal
due to which many firms are doing merger and
acquisition to improve their financial performance
which has shown positive results.
Mergers & Acquisition in developing countries like
Pakistan is successful in financial institutions evn
with law n order situation