This thesis aims to fill an existing research gap, identified in a review of more than 173 TM studies, by developing a theoretical model of turnover intentions among talented employees in the Saudi Arabian tourism sector.

The main purpose of this study is to understand the nature and maturity level of HRD activities in Libyan manufacturing companies, and to investigate how far Libya has moved along a continuum comprising traditional T&D to HRD practices. It aims to assess whether the concept of HRD can be applied to activities of these companies. This study aims in particular to deduce empirical evidence through descriptive accounts of HRD and to compare them with standard HRD models. A descriptive methodology has been adopted in this research, and multi-methods (qualitative and quantitative) are used to gather and analyse multi-sources of data that comprise observation, semi-structured interviews, questionnaires, literature, and official documents. Triangulation analysis has been employed, which is appropriate for multi-source data. The findings include: The majority of the investigated companies do not have a formal HRD system. HRD programs are still carried out on a piecemeal basis rather than through a systematic long-term policy. Findings which were common among the majority of the approached companies were: an absence of a systematic organisational training needs analysis; the use of traditional training methods; and a lack of effective procedures for T&D evaluation. All of this shows that Libya has made little progress along the continuum from T&D to HRD, and that this progress is mostly confined to large manufacturing companies. Findings revealed that in order to move to the practice of HRD in the manufacturing sector, Libya is faced with the challenge of enhancing employees' learning and development in the workplace and coping with the demand for knowledge-workers. These challenges and the various deficiencies in the HRD system are observed to have resulted from the lack of professional and intellectual HRD expertise. This has implications for the continuous development of human resources, as well as for the development of knowledge-workers. From this study, models of HRD have been constructed to simplify the complex and multiple realities associated with developing employees in organisations and to provide a framework against which a clearer understanding of the nature of HRD can be conceptualised and theorised. Therefore, this study contributes to research by mapping the extent of HRD development in the manufacturing companies in Libya and forms a basis upon which future research studies may be developed. From the conclusions of the study, various implications were generated for other researchers, management practitioners and policy makers.

In Libya today, there is a movement towards improvement in organizations and to achieve this goal the Government has introduced liberalization of the economy. It is also creating stronger ties with the Western world, now that sanctions have been lifted. There is now greater scope to allow to private enterprise. Although there has been previous research carried out, into the ways that the competitive nature of all Libyan organizations can be improved, this thesis however, is the first that compares the governance structure, management style and culture of organizations in both the Public and Private sectors of Libya and the UK and focuses on employee involvement participation (EIP). Previous studies suggest that organizational culture is significantly influenced by the national culture in which the organization is located. The influence of culture in general, and more specifically in the sub-divisions of national, organizational, and occupational culture, has been the subject of much discussion over the last few decades. However the debate on whether national culture has an impact on organizations and their human resource management practices remains unresolved. The main aim of this study is to compare two very different cultures to discover any significant differences that exist between the two countries and between organizations in the two sectors particularly with regard to EIP. Therefore this research entailed a survey of the organizational culture, and structure as well as the EIP apparent in a sample of Public and Private sector companies in Libya and the UK. The research was carried by questioning a purposive sample of managers and employees, by distributing a self-completion questionnaire and conducting interviews in these companies, to provide both quantitative and qualitative data, which could then be analysed to discover any link between national and organizational culture, corporate governance, management style, the employment relationship and the implementation of EIP. The literature reviewed for this research- generated a number of research questions and allowed hypotheses to be generated. These were then tested to investigate the differences in national and organizational culture between organizations with different organizational structures in capitalist or state-owned enterprises. Also considered were their implementation of employee involvement and participation practices (EIP), to allow workers greater participation in the decision making process. This research concludes that there are significant differences between UK and Libyan public and private sector employees with regard to the national culture in their country. However, there appears to be areas in the organizational culture of the companies sampled that indicate some level of convergence, in their use of HRM practices, management style and preferred forms of EIP. The specific conclusions drawn from this study contribute to our knowledge and understanding in a number of areas, including, national as well as organizational culture, the apparent transfer of Western management techniques and practices, and their effect on the direct or indirect nature of communication with employees. Furthermore this research contributes to our understanding of the degree of autonomy offered to employees, within different organizational cultures, which although they exist in dissimilar economies and are operating different methods of corporate governance in either publicly or privately owned enterprises, now appear to be implementing EIP practices which are converging on the Anglo-Saxon model of HRM.

Talent management has been viewed both as a relatively new phenomenon that can deliver competitive advantage and as the latest management fad that is nothing more than a sub-section of human resources. Much has been written on the subject, albeit predominantly by consultants, so there is little academic rigour on the subject. Moreover, the majority of the literature focused on highlighting the diminishing supply of talent and providing advice to practitioners around recruiting, retaining, developing and rewarding talent. This thesis reviewed the existing literature to provide a holistic view on talent management in order to add value both at the academic and practitioner level. It focussed on what conditions an organisation is advised to put in place in order to leverage the performance of talent and whether talent can have a significant impact on organisational performance. The secondary research suggested that talent could act as a lever for organisational performance. This was tested through primary research, from the organisational and individual perspective, and resulted in the identification of four conditions that impacted on the performance of talent. These conditions were grouped into a model, which was tested both by the case study organisations and by organisations that had not been involved in the research. The findings were used to adapt the model and this is offered for subsequent researchers to further develop in order to explore generalisability for all organisations.

This study assessed the importance of the first-line supervisor's knowledge of his subordinates' work. The impact of the supervisor's style of leadership served as a basis for comparatively evaluating the importance of the supervisor's knowledge. The criteria variables used were morale and productivity. Supervisors and subordinates representing routine and nonroutine work groups were tested. The routine group was represented by postal clerks and the nonroutine group by computer programmers. All subjects were chosen as a convenience sample and were U.S. Army personnel stationed in West Germany. Test results of seventy-eight subordinates and their supervisors were used in the analysis. The test to measure the job knowledge of postal workers was the only test which had to be specially prepared for this study. Internal consistency reliabilities indicated the test would be appropriate. Supervisors both ranked and rated their subordinates' productivity. Various other standard tests were used. The primary hypothesis of the study was that the first-line supervisor's knowledge of his subordinates' jobs has a greater impact on productivity and morale than the supervisor's leadership style. It was hypothesized that increases in the supervisor's knowledge would have favorable effects. Path analysis was employed as the method of evaluating the hypothesis. The layout of path diagrams reflect various other hypotheses of the researcher. The first path analysis model examined indicated additional variables should be considered. An expanded model indicated that knowledge is likely positively related to productivity though negatively related to morale. That portion of the hypothesis specifying that knowledge would have a greater impact than leadership style could not be justified by the analysis and interpretation of the diagrams. The participative style of leadership appeared to be more positively, causally related to productivity than the supervisor's knowledge.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration