Search results

Human resource management and leadership development.

MBA course on Human Resource Management.

This case present the talent management practice at Steelcase. It highlights the approach taken by the company in managing its high performers. The approach taken by Steelcase links leadership development with performance management and succession planning. It also describes the distinct characteristics that make the approach taken by Steelcase different from other companies that implement talent management. This case presents policy options that companies can consider in developing a talent management program.

Understand and describe the interconnection between various talent development activities. Compare and assess policy options in developing talent management programs. Analyze how Steelcase nurture a high performance culture among its employees. Describe the leadership behaviors Steelcase is seeking to develop among its leaders.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The link between business strategy and human resource management (HRM) practices has received considerable attention from researchers. It is generally believed that integrating strategy and HRM will result in positive organizational outcomes. The empirical evidence for the strategy‐HRM relationship is, however, still inconclusive. For example, it is still unclear as to how these two variables are linked and what other variables are involved. Therefore, this study sought to test a model of the relationships among competitive strategy, HRM practice, quality management approach, and management orientation. Data from a survey of 108 manufacturing companies were analyzed using path analysis. The results indicated that management orientation predicted quality management approach, competitive strategy, and HRM practice. In addition, quality management approach and competitive strategy mediated the relationship between HRM practice and competitive strategy. Implications of these findings and suggestions for future research are discussed.

One of the main features of human resource management (HRM) is the emphasis on aligning the organization’s employee management practice with its strategy. It is argued that the strategy pursued by an organization needs to be supported by a compatible form of HRM practices. Each strategy has to be supported by a specific form of HRM practice. The attainment of a strategy‐HRM fit is crucial in ensuring the effective utilization of the organization’s human resources engendered by this fit which are supposed to lead to improved performance. In spite of the relative popularity of the HRM concept and the strategy‐HRM fit thesis, there is little empirical evidence to show its presence in organizational practice. Seeks to examine this relationship in the Irish food industry. Finds that there was no evidence to support the proposition that strategy is the imperative in shaping HRM practice. The examination of the data showed that when other contingencies were taken into consideration the initial findings, showing an association between HRM practice and a competitive strategy, no longer holds. Instead, contingencies such as the presence of a HRM department and employment size are more important predictors of HRM practice.

Islamic finance and Halal product sectors are thriving successfully. This chapter is a general review of the perception of Asian consumers on Islamic finance and Halal sectors in the global Halal economy.

The first section will briefly describe the Halal concept in both Islamic finance and Halal industries, and the growth of both sectors in Asian countries. The second part highlights the review of Asian consumers’ perception towards Islamic finance products and Halal products.

The review found that the consumers’ perception towards the Islamic finance products and Halal products is distinctive. This is due to the diversity of Asian countries in terms of geography, religion, culture, ethnic, school of thoughts (madzahib), income per capita and government’s involvement.

The third part of the chapter concentrates on planning towards Halal marketing, which involves the move and future challenges in different layers of industries to gear up and strengthen the Halal economy.

Marketing Management, Consumer Behavior.

This case is suitable to be used in advanced undergraduate and MBA/MSc level.

This case illustrates the challenges related to creating awareness toward green environment in Malaysia. It revolves around the issues pertaining food losses and waste along the supply chain from farms to table. Food losses and waste are of the important manifestations of the inefficiencies that plague our food systems. Statistics by the Food and Agriculture Organization (FAO) reported that around 1.3 billion tons of food is lost and wasted every year in the world. In Malaysia, the estimated food loss is around 400,000 tons in 2015 and is increasing every year. The amount of food loss could feed around 370,000 people in a year. It is recognized that household and individual behaviors have a great impact on the environment. The individual and household behavior contributed to ecological imbalance. Personal consumption and behavior create large-scale problems such as climate change, pollution, biodiversity loss, and natural resources depletion. Green behavior relates to activities that minimizes harm to the environment. These include minimizing energy use, utilizing efficient technologies, and reducing food waste and food loss. There is increasing policy interest on managing green behavior to ensure sustainable living and environment in Malaysia. Ministry of Agriculture and Agro-based Industry (MOA) aims to embark a Green Initiative that focuses on the management of food loss and food waste. The Minister has directed The Malaysian Agricultural Research and Development Institute (MARDI) to lead the project. The Director General of MARDI requested Dr Ain Hanim, the director of Corporate Communication Centre to come out with a proposal. This proposal will be discussed at the management meeting at the middle of March, so that the Director General could present it at the Ministry’s management meeting. Taking account the whole picture, Dr Ain Hanim is now contemplating whether to propose a strategic planning that focuses on either (1) to run nationwide awareness campaign on food loss and waste (FLW), (2) to conduct impactful studies on current Malaysian Save Food (MYSaveFood) awareness campaign, or (3) to implement new policies on reducing FLW, food rescue, and food safety. Different strategy requires different amount of budget and also creates different level of impacts. She is in dilemma on which options should be the best for Malaysia.

The objective of this case is as follows:

• to introduce students about the MySaveFood awareness programs in order to develop their understanding about the need for saving foods;

• to expose students to the green concepts such as food loss and food waste; and

• to train students on identifying factors and strategies that can lead to find a solution in regard to implement green activities.

to introduce students about the MySaveFood awareness programs in order to develop their understanding about the need for saving foods;

to expose students to the green concepts such as food loss and food waste; and

to train students on identifying factors and strategies that can lead to find a solution in regard to implement green activities.