Purpose -The purpose of this paper is to propose and validate a framework that can be used for assessing the level of banks' readiness for providing e-banking services in Jordan. Design/methodology/approach -A questionnaire-based data-gathering technique, descriptive, and analytical analyses are used. Findings -This study has used three constructs to propose a framework that can assess e-banking readiness: perceptions of bankers, perceptions of customers, and IT infrastructure in banks. However, there is evidence in this paper to support that e-banking has achieved a degree of strategic and operational importance among bank managers. Also, customers are positive about embracing new banking channels. But it seems that technological aspects and IT employees' skills are paramount concerns.Research limitations/implications -This paper proposes a comprehensive framework to gauge banks' readiness to offer e-banking services. Also, it suggests that future work could entail investigating the readiness from financial aspects, and the effect of marketing campaigns on customer's acceptance of using e-banking services. Practical implications -The findings presented in this paper can be used by banks to evaluate their readiness to provide e-banking services to their customers. Also, banks can create a readiness profile, in order to pinpoint strengths and weaknesses of their e-banking services.
This paper aims to unveil the current plans, procedures and practices of management training and development (MTD) needs assessment in the Jordanian private and public organizations. Self-completion questionnaires were distributed to 64 training managers of whom 30 were from the private sector, and 34 were from the public sector. The major research findings include that only one-third of the investigated organizations report having a formal and systematic plan for the analysis of their managers' MTD needs; the majority of these organizations have conducted their MTD needs analysis for lower level management; and, even worse, the overwhelming majority of the respondents report assessing their managers training need in the absence of functional and organizational needs analysis. Also, the findings of the study show that in few of the organizations do training managers report having MTD needs as-Jamal Abu-Doleh is affiliated with the Business Administration Department, Yarmouk University, Jordan.[Haworth co-indexing entry note]: "Management Training and Development Needs Assessment Practices in the Jordanian Private and Public Sectors: Integrated or Isolated?" Abu-Doleh, Jamal. Co-published simultaneously in sessment procedures linked with managers job description and management performance appraisal schemes. Finally, the author recommends that training managers should monitor effectively their MTD needs assessment plans and procedures. These plans should be related to the organization needs analysis and to the management appraisal scheme. Also, training managers are advised to make simultaneous analysis of the individual, functional and organizational needs before designing any training programme.
Article information:To cite this document: Jamal Daoud Abu-Doleh, (2012),"Human resource management and total quality management linkagerhetoric and reality", If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the impact of human resource management (HRM) practices on the implementation of total quality management (TQM) practices, on the one hand, and to investigate the impacts of HRM and TQM practices on the organizational quality performance, on the other. Design/methodology/approach -Data were collected through a survey designed to be answered by human resource managers and quality managers. Data were analyzed by means of descriptive statistics and correlation analysis. Findings -HRM practices such as training and development, employee career planning, and recruiting and selection had the greatest significant influences on the implementation of TQM. The results of the study also reveal that HRM practices and TQM practices have a significant effect on organizational quality performance, especially employee quality awareness, customer satisfaction, and company image.Research limitations/implications -The sample of the study was not large enough to permit the use of any sophisticated statistical analysis. Further research should be considered in order to gather more information about HRM and TQM linkages in different business industries. Practical implications -The HRM system and TQM system should be aligned with corporate strategy to ensure that HRM and TQM practices are in congruence with each other. Also, there should be evidence of existence of an integrated system for assessing the success of these practices. Originality/value -The paper offers insights into the linkage between HRM and TQM practices, focusing on Jordan. Therefore, this paper offers some useful suggestions that may lead to translating quality rhetoric into concrete business practice.
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