Ethics in management accounting

The evidence is incontrovertible – empowered workers are more productive, reduce costs to lower limits, make more profit for their employers, and are more likely to stay with the company when other offers come. It is also beyond doubt that the empowered workforce cannot develop without the encouragement and active support of management. But management practice in this part of the world is rooted in traditions of authority, of social distance between bosses and workers, and in which workers are not encouraged to make suggestions about improving work practices. Until managers permit and encourage participation thoughtful contributions by workers, economic results will always be marginal and prohibit regional industries from competing effectively in global markets.manager education, learning, workforce

Effectiveness of HRD for developing SMEs in South Asia

Today South Asia is host to a large youth bulge which is entering the labor market every year posing challenging questions for the national governments in the context of employable skills, space for entrepreneurship, innovation and economic freedom. SME sector provides an opportunity for the young to exercise their ideas and ideals. However a prerequisite for the young to be innovate is the how countries produce and retain a high end human capital. This study provides a review of national socio-economic policies in South Asian region - which answer such challenges.human resource development, small and medium enterprises, economic growth, competitiveness

Introducing conventional human resources practices as part of civil service reform in Qatar 2006-2016

Qatar in the Arabian Gulf is one of many states worldwide trying to improve governance. In 2008, Qatar introduced various ‘human resources management (HRM) practices to improve management of employees. However, there is a growing belief that importing undiluted systems based on other cultures may potentially erode local Arab culture significantly and harmfully. The research project aimed to evaluate if Government Ministries in Qatar can use principally Western HRM theory and practice to manage employees successfully while still allowing them to preserve and strengthen Arab and Islamic values and identity. Some months into the project which commenced in 2006, the State initiated further major reforms and introduced new Ministers and top executive teams in each of 13 newly created Ministries. This created much additional noise in the data making it difficult to separate the effects of wider reforms from those caused by new HRM practices. Given the difficulties of using more conventional statistical analysis techniques, research then adopted a Mixed-Methods Exploratory Sequential Research Design the research completed extensive and detailed research into HRM systems in place in each Ministry. It also collected data and information about perceptions of executives about HR reforms, leadership and management style and other salient factors. The research reached eleven important findings. Among these, the findings showed the people management systems bore much closer resemblance to classic personnel management system. This negated any likely benefits of introducing HRM. The findings also found considerable differences between the national culture of Qatar and that of the West, from where the State drew many of its new ideas for reform. Adoption of such culturally dissimilar systems had the potential to offset efforts to preserve the Gulf’s highly distinctive culture. The work also make practical recommendations with which reform efforts could be improved, though not at the expense of local culture. The thesis completes with recommendations for further research

Systematic literature review of E-learning capabilities to enhance organizational learning

E-learning systems are receiving ever increasing attention in academia, business and public administration. Major crises, like the pandemic, highlight the tremendous importance of the appropriate development of e-learning systems and its adoption and processes in organizations. Managers and employees who need efficient forms of training and learning flow within organizations do not have to gather in one place at the same time or to travel far away to attend courses. Contemporary affordances of e-learning systems allow users to perform different jobs or tasks for training courses according to their own scheduling, as well as to collaborate and share knowledge and experiences that result in rich learning flows within organizations. The purpose of this article is to provide a systematic review of empirical studies at the intersection of e-learning and organizational learning in order to summarize the current findings and guide future research. Forty-seven peer-reviewed articles were collected from a systematic literature search and analyzed based on a categorization of their main elements. This survey identifies five major directions of the research on the confluence of e-learning and organizational learning during the last decade. Future research should leverage big data produced from the platforms and investigate how the incorporation of advanced learning technologies (e.g., learning analytics, personalized learning) can help increase organizational value.publishedVersio

Digital Transformation of Learning Organizations

This open access volume provides insight into how organizations change through the adoption of digital technologies. Opportunities and challenges for individuals as well as the organization are addressed. It features four major themes: 1. Current research exploring the theoretical underpinnings of digital transformation of organizations. 2. Insights into available digital technologies as well as organizational requirements for technology adoption. 3. Issues and challenges for designing and implementing digital transformation in learning organizations. 4. Case studies, empirical research findings, and examples from organizations which successfully adopted digital workplace learning

Autonomy and Empowerment to be Creative and Engaged in a Collaborative Culture

This document is an Organizational Improvement Plan (OIP). The purpose of the OIP is to address a specific problem of practice (PoP) at a private career college in Ontario (the College). The PoP at the College is the need for instructors to have autonomy and empowerment to be creative and engaged in a collaborative culture. An organizational analysis at the College determined that the present functionalist theoretical organizational framework and its hierarchical structure inhibit collaboration. After a comprehensive review of scholarly literature, this OIP recommends that a postmodernist theoretical organizational framework and a follower-centric approach to leadership using the transformational and authentic leadership theories be implemented. To substantiate the robustness of the recommendation, peer-reviewed articles and published books on educational leadership are chosen as they are established literature; over 200 references are used. A 3-pronged solution comprising defined autonomy, a collaborative council, and a community of practice is suggested. Kotter’s (1996) change process, congruent with postmodernism as well as the transformational and authentic leadership approaches, will guide the implementation of the change intervention. An implementation plan is developed and monitoring and evaluation strategies are advanced. Face-to-face meetings including one-on-one interviews, considered rich media, along with surveys and focus groups, are utilized to ensure optimal stakeholder engagement. This OIP then presents a communication plan that will inform and raise the awareness of stakeholders of the need for change while actively engaging them in bringing the change to fruition. Keywords: leadership, autonomy, empowerment, collaboration, functionalism, postmodernis

AN EXPLORATION OF BARRIERS TO INTEGRATION OF STRATEGIC HUMAN RESOURCE DEVELOPMENT IN THE UNITED STATES FIRE SERVICE: AN INTERPRETATIVE PHENOMENOLOGICAL ANALYSIS OF CHIEF OFFICERS\u27 PERCEPTIONS

Trends in the current human resource development (HRD) literature emphasize the role that integration of strategic human resource development (SHRD) practices has on organizational effectiveness (Garavan, 1991; Garavan, 2007; Gilley & Gilley, 2003; Gilley & Maycunich, 2000; Ruona & Gilley, 2009; Wright, 2007). The United States Fire Service currently views human resource development as a management practice to be utilized by the chief officer to address vocational or technical skills (Stowell, 2004). This interpretative phenomenological analysis (IPA) qualitative study explored the beliefs, attitudes, and perceptions of chief officers in the United States Fire Service to further understanding of barriers to integration of strategic human resource development practices and the strategies that have been utilized to overcome these barriers. Data were collected using semi-structured interviews. Once transcribed, the data were analyzed using qualitative data analysis techniques. The population for this study was twenty-four chief officers currently employed in the United States Fire Service. By identifying common themes that affect the integration of SHRD practices in the United States Fire Service, this study advances understanding of barriers that prevent integration of SHRD practices and the strategies that have been utilized to overcome these barriers. Understanding these barriers contributes to the literature and provides multiple practical benefits to scholars, practitioners, and fire service organizations on how to address the barriers to integration of SHRD