The Crown Prince Court’s Training and Career Development section: managing training for its employees

2020 ◽  
Vol 10 (1) ◽  
pp. 1-16
Author(s):  
Alya Ateeq Al Remeithi ◽  
Syed Zamberi Ahmad
Keyword(s):  
Career Development ◽  
Change Management ◽  
Change Process ◽  
Online Courses ◽  
Development Program ◽  
Training And Development ◽  
Content Type ◽  
Employee Resistance ◽  
Crown Prince

Learning outcomes This case study focuses on change management and employee resistance when implementing a new initiative. The case may be helpful to students to clarify their understanding of the following: the importance of employee involvement in the change management process in the government sector. Understand how to help employees to deal with change more effectively, maintaining their commitment and bringing them successfully through the change. Understand the importance of communication during the change process. Successful approaches used when implementing change, such as the Lewin model and Kotter 8. The obstacles to change, including resistance and adverse reactions to change and connecting employees, as well as the causes of resistance when implementing a change. Case overview/synopsis The Crown Prince’s Court is an independent government entity established in 1971, providing support to the Crown Prince of Abu Dhabi with the help of almost 300 employees. The Training and Career Development subsection headed by Sumaya Al Saedi decided to initiate an online training and development program for employees. Given that national service, maternity leave and emergency leave had led to working pressure and less training and development for the employees, Sumaya and her team realized that few employees were registering for the course and few of those that did register actually completed their course. Several causes were identified that had led to employees avoiding the online courses. Work pressure and technical issues were among the most salient reasons that kept registered employees from completing the course. The lack of policies at an institutional level to aid changes in training structures reduced the number of employees who felt that they could register for the courses. Therefore, Sumaya and her team had to decide how to attract their employees to online courses and how to support them. Complexity academic level This case study was written for Change Management courses in Bachelor of Business Administration programs. This case examines employee resistance to change when implementing a new system. It can, therefore, be used for undergraduate-level courses. As it concerns employees during the implementation of changes, this case study can be used to help students develop their planning and implementation skills. By focusing on internal departmental challenges, students are introduced to the change process of implementing an initiative and how to deal with employees in the organization. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

Communicate belonging? Duoethnography of an organisational change study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ivana Crestani ◽  
Jill Fenton Taylor
Keyword(s):  
Change Management ◽  
Sense Of Belonging ◽  
Management Practices ◽  
Organisational Change ◽  
Change Initiatives ◽  
Content Type ◽  
Inclusive Language ◽  
Employee Resistance ◽  
Practical Implications

PurposeThis duoethnography explores feelings of belonging that emerged as being relevant to the participants of a doctoral organisational change study. It challenges the prolific change management models that inadvertently encourage anti-belonging.Design/methodology/approachA change management practitioner and her doctoral supervisor share their dialogic reflections and reflexivity on the case study to open new conversations and raise questions about how communicating belonging enhances practice. They draw on Ubuntu philosophy (Tutu, 1999) to enrich Pinar's currere (1975) for understandings of belonging, interconnectedness, humanity and transformation.FindingsThe authors show how dialogic practice in giving employees a voice, communicating honestly, using inclusive language and affirmation contribute to a stronger sense of belonging. Suppressing the need for belonging can deepen a communication shadow and create employee resistance and alienation. Sharing in each other's personal transformation, the authors assist others in better understanding the feelings of belonging in organisational change.Practical implicationsPractitioners will need to challenge change initiatives that ignore belonging. This requires thinking of people as relationships, rather than as numbers or costs, communicating dialogically, taking care with language in communicating changes and facilitating employees to be active participants where they feel supported.Originality/valueFor both practice and academy, this duoethnography highlights a need for greater humanity in change management practices. This requires increasing the awareness and understanding of an interconnectedness that lies at the essence of belonging or Ubuntu (Tutu, 1999).

Creating leaders for successful change management

2014 ◽  
Vol 13 (3) ◽  
pp. 127-129 ◽  
Author(s):  
Eddie Kilkelly
Keyword(s):  
Change Management ◽  
Best Practice ◽  
Expert Knowledge ◽  
Development Program ◽  
Change Initiatives ◽  
Content Type ◽  
Big Picture ◽  
Change Leaders ◽  
Successful Change

Purpose – The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders. Design/methodology/approach – The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change. Findings – Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience. Practical implications – The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved – particularly change leaders. Originality/value – This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

Development and training for the dealers' community in Macau casinos

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinquan Zhou
Keyword(s):  
Career Development ◽  
Human Resource ◽  
Development Program ◽  
Skills Training ◽  
Training And Development ◽  
Working Environment ◽  
Professional Skills ◽  
Content Type ◽  
Gambling Industry ◽  
And Training

PurposeThe purpose of this paper is to discuss characteristics of dealers training and development in Macau gambling industry by investigating and analyzing the current dealers training and development status of Macau gambling casinos. Training and development prepare and enhance dealer's knowledge and skills to enable them to adapt to the working environment and create a career opportunity in their organization.Design/methodology/approachIn-depth interviews were conducted with Macau casino human recourse manger, and questionnaire survey was used to investigate the views of dealers in training and development provided by their organization.FindingsThis paper revealed that the development and training of Macao's dealers are mainly in individual professional skills, including executive ability, professional attitude and communication skills training. According to the current situation of dealer's training and development, a human resource investment policy is that the government requires undertaking a part of the work in the dealers' community.Research limitations/implicationsThis paper examined the current demand for talents in Macau gambling casinos focusing on dealers' survey of the casino's training concepts, including training perception, organization arrangement and training information, etc. It is the least published official information, and training and development program in Macau gambling industry wreaked the questionnaire design.Practical implicationsThis survey first time revealed a characteristic of dealer's human resources training and development in the Macau gambling industry. The authors got comprehensive and profound understanding of dealers' job skills and career development needs through the professional position and job characteristics investigation and analysis.Social implicationsThe investigation reveals the inadequately training offered for dealers pre-employment. At least, it cannot meet the gambling industry's basic needs for dealer occupation in many ways. The school's training of dealers and the training provided by the casino has a huge gap, which the school's training is a short-term, compared to the gambling enterprises on the professional skills requirements of recruit dealers. But the school in long-term provide a wider range of knowledge for dealers career development.Originality/valueThis research conducted by the author in 2017 showed that dealer training and development views could be used to in the gambling industry in human resource practical management.

Valuing human capital career development: a real options approach

2020 ◽  
Vol 21 (5) ◽  
pp. 781-807
Author(s):  
Francesco Baldi ◽  
Lenos Trigeorgis
Keyword(s):  
Human Capital ◽  
Career Development ◽  
Real Options ◽  
Development Program ◽  
Fortune 500 ◽  
Option Value ◽  
Content Type ◽  
Managerial Practice ◽  
Hr Practices

PurposeThere has been a long controversy in the literature on assessing the value of human capital – a long-sought but elusive and challenging task. The ability to quantify flexible human capital (FHC) has been a shortcoming in extant literature. We make a meaningful contribution by showing how real options (RO) methodology can be used to quantify FHC and we provide complementary case study evidence from Fortune 500 “best companies to work for” that the value of employee career development is higher in more volatile sectors in line with real options theory (ROT).Design/methodology/approachThis article provides a prescriptive RO methodology for adopting a more flexible, staged SHRM organizational perspective suitable for uncertain environments, and explores its theoretical and empirical implications through the dual use of RO methodological modelling and multi-case study data involving ten Fortune 500 companies. The case study approach is aimed at creating managerially relevant knowledge. The relevance of our approach to managerial practice is shown through guidelines on how a company like Google might use the RO methodology to estimate the career development option value so as to inform its internal development program for employees to create and capture value.FindingsOur focus is on the staging flexibility in HR as exemplified by the internal career development process. This process can be viewed as a multi-stage (compound) option involving various types of HC uncertainty, HC options, and HR practices. We model staging HR deployment via the option to promote staff employees to middle-level management, itself embedding the option to rise to the top management. To empirically validate our valuation approach, we present case study research that enables quantifying the option value of a career development program and allows assessing how much a mismatch exists in a sample of ten public U.S. companies.Research limitations/implicationsThe overall staging quantification idea is important as it offers guidance as to how to value HR as a sequential investment process under uncertain demand or skill conditions. The analysis is limited to the extent that staged career development might interact with other types of human capital (e.g. switch and learning) options and HR practices (e.g. training). Human resources may also interact with other organizational intangibles, such as brand equity. Our analysis also does not account for psychological considerations from the employees' perspective, such organizational commitment facilitating trust to enable reciprocal commitments, which remains a fruitful subject for future extensions.Practical implicationsROT can provide useful guidance and tools for HR scholars and managers. By keeping tabs on HR-based flexibility value and focusing on the key input variables driving HR flexibility, HR managers can determine the flexibility value unleashed from staging the deployment of HC resources in the face of unanticipated demand and skills shifts.Originality/valueThis is the first paper that attempts to quantify the value of staged career development flexibility using the RO methodology. This article will be cited for its innovativeness in being the first to quantify the value of human capital's contribution to corporate value creation and provide objective evaluation in the context of organizational career-development programs. Besides providing useful insights to scholars, the article also demonstrates how the RO methodology can apply to actual companies and inform managerial practice offering guidelines of relevance to HR practitioners on how to quantify the value of staged HC development in an uncertain environment.

Identifying high potentials early: case study

2018 ◽  
Vol 37 (9/10) ◽  
pp. 684-696 ◽  
Author(s):  
Igor Kotlyar
Keyword(s):  
Leadership Development ◽  
University Students ◽  
Early Stage ◽  
Development Program ◽  
Content Type ◽  
Leadership Potential ◽  
High Potentials ◽  
Early Case ◽  
Leadership Development Program

Purpose Driven by a shortage of leadership capacity, companies are seeking to identify leadership talent earlier. Some companies are introducing programs to identify leadership potential among university students and then hire “high potentials” directly into management designate roles. The purpose of this paper is to explore one such early-stage leadership development program. Currently, little information is available about these initiatives. Design/methodology/approach Case study based on interviews with 18 managers and director of HR and archival employee records. Findings This case study provides a detailed description of an early-stage leadership identification and development program. This program has been developed to identify leadership talent among senior university students prior to hiring and onboarding, provide support, training and development and fast-track them into leadership positions. The study provides insight into the challenges and effectiveness of an early-stage leadership program and offers some practical implications. Originality/value To the author’s knowledge, this is the first study to document a leadership development program that identifies “high potentials” among university students for the purpose of developing them into company leaders.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

scholarly journals ENHANCEMENT OF THE QUALITY OF HUMAN RESOURCES THROUGH TRAINING AND DEVELOPMENT PROGRAMS IN SCHOOLS

2021 ◽  
Vol 5 (2) ◽  
pp. 145-153
Author(s):  
Charlita Trihapsari ◽  
Fadhilah Mujahidah ◽  
Neneng Humairoh
Keyword(s):  
Human Resources ◽  
Development Program ◽  
Training And Development ◽  
Educational Goals ◽  
Development Programs ◽  
Study Approach ◽  
The Subject ◽  
Data Collection Technique

This study aims to analyze and understand the training and development program carried out by SMP YAMIS Jakarta in improving the quality of its human resources. This research uses a qualitative case study approach. The data collection technique is done through interviews, observation, and documentation. Data analysis is done through data presentation, data reduction, and concluding. The results showed that the training and development program carried out by SMP YAMIS Jakarta in improving the quality of its human resources was through the Subject Teacher Consultation (MGMP) activities which were carried out periodically by the existing schedule, involving teachers in seminars on learning methods that creative, innovative and fun, holding independent training in schools by inviting resource persons who are experts in the field, and programmed supervision carried out by school principals to employees regarding the achievement of planned educational goals. 

Gold Valley Chemical Corporation Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Gwendolyn Rodrigues
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirate ◽  
New Products ◽  
Subject Area ◽  
Content Type ◽  
Chemical Corporation ◽  
Innovation And Change ◽  
Business And Management

Subject area Entrepreneurship, innovation, change management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation. Expected learning outcomes This case can be used to teach entrepreneurial development, innovation and change management. Supplementary materials Teaching notes are also available.

Change management overlooked: physician perspectives on EHR implementation

2019 ◽  
Vol 34 (1) ◽  
pp. 19-36
Author(s):  
Michele Heath ◽  
Tracy H. Porter
Keyword(s):  
Human Factors ◽  
Change Management ◽  
Change Process ◽  
Negative Impact ◽  
Structured Interviews ◽  
Healthcare Organizations ◽  
Content Type ◽  
Physician Perspectives ◽  
Potential Benefits ◽  
Physician Resistance

PurposeThe purpose of this paper is to gain understanding into the human factors which might impede the change process. Change is inevitable in contemporary organizations and particularly within the healthcare field with respect to information technology (IT). Regardless of the amount of literature surrounding change management process organizational leaders will often ignore the human factors associated with the introduction of new IT.Design/methodology/approachThis study sought to examine physician resistance surrounding the Electronic health record (EHR) change process through the lens of each of these three aspects of the Bovey and Hede (2001a) model through semi-structured interviews with physicians. Semi-structured interviews were conducted with physicians from hospitals within the Midwest.FindingsThe findings suggest that physicians have been impacted by the EHR change management system within their hospitals. Though each of the participants experienced different issues; it was clear from the data the change to an EHR system was disruptive to their day-to-day routines and caused various challenges. EHR change management research demonstrates physicians are resisting the change despite recognizing its potential benefits.Originality/valueThis paper contributes to the change management literature by examining how physician resistance can have a negative impact on healthcare organizations during a precipitous technology change. The study also provides a unique understanding of how technology resistance can disrupt an organizational change process.

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