Classical human resource management is concerned in performing various administrative tasks directly dealing with recruitment, retention, development and utilisation of human resources for the organisation (Mohapatra, 2009)…
Summary 35 Chapter 3 Research Methodology 37 3.1. Statement of the Purpose 37 3.2. Research Design 38 3.3. Research Methodology 38 3.4. Method of Data Collection 39 3.5. Selection of Documents 42 3.5.1. Data Collection 42 3.5.2. Data Reduction 44 3.6 Ethical Issues/Constraints/Values of this Research 45 Chapter 4: Knowledge, Learning and Human Resource Management in UAE 46 4.1. Introduction 46 4.2. Information Technology Adaptation in UAE: A General Perspective 48 4.3. Knowledge and its Cultural Context 49 4.4. Learning in UAE 53 4.5. Human Resource Management in UAE 56 Summary 58 Chapter 5 Findings and Discussion 60 5.1. Introduction 60 5.1.1. E – Coaching: Its Nature - A Response to the challenge of globalisation 60 5.1.2. E-Coaching in UAE: Nationals and HRD – East Meets West 64 5.1.3. E-Coaching in UAE: Non-nationals and HRD - Plurality 67 5.1.4. E-coaching in UAE: A challenge for Human Resource Management 69 5.1.5. E-Coaching: A Strategic Alignment between Learning and Human Resource Development 72 5.1.6. HRD in UAE: Way Forward 77 Summary 79 Chapter 6 Conclusion and Recommendation 80 6.1. Conclusion 80 6.2. Recommendation 82 References: 83 Chapter 1 Introduction 1.1. Introduction Classical human resource management is concerned in performing various administrative tasks directly dealing with recruitment, retention, development and utilisation of human resources for the organisation (Mohapatra, 2009). However, with the recognition of employee empowerment, competitive global market, globalisation, rapid development in information and computer technology, the increasing significance of intellectual capital, and change as a constant, human resource management (HRM) has been transformed into...
With the recognition of employee empowerment, competitive global market, globalisation, rapid development in information and computer technology, the increasing significance of intellectual capital, and change as a constant, human resource management (HRM) has been transformed into a strategic department of the organisation as it responds to the challenges of changes and endeavours in establishing processes that match the demands of the internal and external environment of the organisation (Armstrong, 2006; Purcell, 2001; Ulrich, 1988).
In this regard, creation and implementation of policies and programs that will provide training and continuous development of employees is a crucial function of HRM. From this perspective, coaching is one of the most widely acknowledged approaches in enhancing employee performance (Bernett and Bush 2009). In a study conducted by e-Coaching Associates (2011), it has been found out that employees undergoing continuous training and development programs have their performance increased up to 85 - 90% whereas those employees who were given internal training without additional coaching increased their performance by 25-30% only. This study reaffirms the supposition that coaching is an effective tool in harnessing employee employees’ performance. ...
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