A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Aro-Gordon, Stephen
- Financial Management: A Step-by-Step Approach
Authors
1 Department of Financial Mathematics, Baze University, Plot 686, Cadastral Zone C00, Kuchigoro, Abuja, 900108, NG
Source
SDMIMD Journal of Management, Vol 7, No 1 (2016), Pagination: 63-65Abstract
No Abstract.Full Text
- Leveraging Information Technology for Effective Performance Appraisal in the Nigerian Public Service
Authors
1 Baze University, Abuja, Nigeria, NG
Source
SDMIMD Journal of Management, Vol 7, No 2 (2016), Pagination: 21-38Abstract
The paper explores the utility of information technology in facilitating effective performance appraisal in the public service sector of Nigeria, Africa’s largest economy and most populous nation. Save for recent developments such as TSA (Treasury Single Account), IPPIS (Integrated Personnel and Payroll Information System), and GIFMIS (Government Integrated Financial Management Information System), the Nigerian Public Service remains largely manual in its operations. Poor service delivery in performance appraisal - evaluating employees and checking what they have done, or not done, what they have done poorly or well, and where improvement is needed – is sometimes associated with job dissatisfaction and under-performance. As a possible solution, the paper proposes information technology-based performance appraisal approach within an integrated Systems-Goal-Setting theoretical framework. The study was based on published materials and focal group discussions with selected stakeholders from across the country. It is explained how a robust performance appraisal is a priceless tool for strategy execution and leadership effectiveness. A technology-based employee appraisal model is illustrated in simple cases using a spreadsheet package on a 5-level rating scale. The feasibility and relative simplicity of IT-based performance appraisal approach is elucidated. Some major challenges including phobia for the numeric and general reluctance to embrace technology-change in performance appraisal practice are highlighted. The implications for staff training and development and scope for future research are covered.Keywords
Performance Appraisal Information System (PAIS), Performance Contract, Results-Based Management (RBM), Office Productivity Computing, Strategic Performance Management System (SPMS).Full Text
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- Sustainable HRM Practice and Organisational Excellence: An Empirical Analysis
Authors
1 Adjunct Faculty, SDMIMD, Mysuru, India and Assistant Professor, Department of Business and Accounting, Muscat College, Bousher Street, Bousher, OM
2 Department of Business and Accounting, Muscat College, Bousher Street, Bousher, OM
Source
SDMIMD Journal of Management, Vol 13, No 0 (2022), Pagination: 125-140Abstract
The paper rethinks the role of sustainable human resource management practices in achieving corporate excellence, using the case of Oman, an emerging Arab Gulf economy currently pursuing an economic diversification strategy tagged Oman Vision 2040. The paper is based on the survey data collected from 212 workers and managers working in the nation’s capital city, Muscat, between December 2020 and February 2021. The respondents were randomly surveyed across Oman Vision 2040’s priority economic diversification agenda sectors: investment management, infrastructure, energy, banking, and telecommunication. The analysis includes 22 data points covering essential HRM practices, including recruitment, compensation, motivation, organisational training, and learning and development. The IBM Statistical Package for Social Sciences (SPSS) was used for the data analysis. Descriptive statistics and hypothesis testing of Karl Pearson’s r correlation, emphasising the p-value < 0.01 interpreted to be highly significant at a 1% significance level, are presented. Adopting HRM as a strategic partner in a business model significantly impact organisational excellence, especially concerning staff training and appraisal system. However, while country-specific factors might influence the HRM practice in the domestic context, the expected association between Omani strategic HRM factors, such as labour laws, expatriate workforce, and foreign education and organisational excellence, may not be supported by the current empirical evidence. The research also found a weak correlation between job performance and employee appraisal systems. This paper used survey data from human beings, workers and HRM managers, whose responses might be open to distortions; further research is required to confirm these results using multiple data sources. The need to encourage creativity and innovation in job performance through continuous on-the-job training and development leveraging technology and data analytics applications is acknowledged. The implications for rethinking SHRM practices and policies towards developing a new intrapreneurial, well-motivated, adaptive, and trained workforce are documented. Human capital’s adequacy and quality have been widely recognised as critical to any organisation's value-creation goal. Still, research to date is somewhat inconclusive on what the priority HRM practices should be in the contemporary fast-paced, technology-driven business environment. This research makes a theoretical and empirical contribution to scholarly discussions on the role of SHRM practices in modern organisations. It also adds value to SHRM research and practice. The present research may be the first Oman-specific SHRM study with empirical perspectives from the Covid-19 pandemic.
Keywords
Covid-19 Era, International Business, Oman Vision 2040, Organisational Excellence, Sustainable Human Resource Management (SHRM)Full Text