Cultural value orientations and HRM policies and practices:an empirical study of Oman

This study empirically examined the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organisations. The findings indicated that there were a number of cultural orientation differences among Omani employees based on age, educational and work experience. The findings showed a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation, and human nature-as-evil. The results have demonstrated a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices were preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices were preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing, and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

Cultural orientations and preference for HRM policies and practices:the case of Oman

This study empirically examines the influence of cultural orientations on employee preferences of human resource management (HRM) policies and practices in Oman. Data were collected from 712 employees working in six large Omani organizations. The findings indicate that there is a number of differences among Omani employees regarding value orientations due especially to age, education and work experience. The findings show a strong orientation towards mastery, harmony, thinking and doing, and a weak orientation towards hierarchy, collectivism, subjugation and human nature-as-evil. The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing and harmony orientations. The theoretical and practical implications of these findings are discussed in detail.

Requisite IS management knowledge and skills construct: A survey

A review of the literature suggests that various IS knowledge and skills should be grouped into a construct because many IS tasks require a combination of diverse disciplines. Many studies argue that today's IS executives should be multidisciplinary, while the organizational skills are becoming increasingly important. However, the outstanding issue is what is the appropriate balance of disciplines between the organizational domain and technical domain. For understanding such a balance, it is easier to refer to quantitative proportions than to qualitative descriptions. Therefore, this study suggests a way to quantitatively identify an IS management knowledge and skills construct - a combination that comprises six related knowledge and skills categories suggested by the literature. By analyzing the data obtained in a 1996's survey, two such constructs for current proficiency and expected level have been quantitatively identified. To people aiming at a senior IS executive career, the deficiencies between current and expected constructs suggest not only the direction but also the extent should be enhanced, and the constructs indicate the balance among various disciplines should be maintained.

Experts:the knowledge and power of expertise

In this book, Stehr and Grundmann outline the theoretical significance and practical importance of the growing stratum of experts, counsellors and advisors in contemporary society, and claim that the growing spectrum of knowledge-based occupations has led to the pluralisation of expertise. As decision makers in organizations and private citizens, for various reasons, increasingly seek advice from experts, the authors examine the nature of expert activity, and suggest that the role of experts needs to be distinguised from other roles such as professionals, scientists, or intellectuals. Experts, they argue, perform knowledge based activities that mediate between the context of knowledge creation and application. Existing approaches tend to restrict the role of the expert to scientists, or to conflate the roles of professionals with experts. In avoiding such restrictions, this book sets out a framework to understanding the growing role of expertise in a better way. Experts provides thought-provoking discussion that will be of interest to postgraduate students and academics working within the fields of social theory, knowledge, and consumption.

An exploration of policies and practices used to showcase production facilities

Manufacturers who seek innovative ways in which to differentiate their products and services should not overlook the value of showcasing their production facilities. By careful design, visitors can be exposed to a series of experiences that can help to emphasize the value built into products. This topic has, however, received almost no attention by manufacturing researchers. Therefore, this paper describes a study of six manufacturers and, from this, proposes a set of guidelines for showcasing production facilities. Although exploratory, this work provides both a guide to manufacturers and a platform for more in-depth research. The guidelines and the case studies on which they are based are all described within the paper.