The implementation of key performance indicators (KPIs) is a challenging task for many businesses. Yet, effective implementation of KPIs is among the major determinants of performance and success of an organization. This study explored the new strategic thinking in mitigating the challenges in implementing key performance indicators (KPIs) and increasing efficiency in corporate performance management in the Middle East & North Africa (MENA) region. The study sought to test three hypotheses: (i) there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs; (ii) there is a significant relationship between having KPI professionals and specialists and effective implementation of KPIs; and (iii) there is a significant relationship between having clear KPI goals and objectives, on one hand, and the effective implementation of KPIs on the other. Hypotheses 2 and 3 were proved to be true while results for hypothesis 1 were inconclusive. A total of 1007 participants from across the MENA region were involved in the study. The findings demonstrate the importance of having clear KPI goals and objectives and KPI professionals or specialists to oversee the KPI selection and implementation process. Further research should be conducted to establish whether there is a significant relationship between having enough training and awareness sessions before implementation and effective implementation of KPIs.
This study investigated the impact of HR analytics on the training and development strategy of private organizations in Lebanon. It sought to test four hypotheses namely: There is a significant relationship between HR analytics use in large businesses and the development of employee skills; there is a significant relationship between HR analytics use in older businesses and the development of employee skills; there is a significant relationship between HR analytics use in large businesses and the retention of employees; and there is a significant relationship between HR analytics use in older businesses and the retention of employee. HR analytics has a significant influence on the development of employee skills and HR analytics has a significant influence on the development of HR training strategy. The study relied on a quantitative correlational research method with the help of an online questionnaire as the data collection instrument. A total of 302 respondents from the private sector in Lebanon returned valid responses to the questionnaire. The results validated each of the four hypotheses. They revealed that HR professionals rely on HR analytics to formulate employee development strategies. Data from HR analytics is used to predict potential outcomes of important HR and organization strategy decisions. In conclusion, the findings from this study imply that businesses should integrate HR professionals and HR analytics into the process of decision making and development strategy formulation.
The objective of this study was to highlight the importance of hiring for passion toward specialty and its impact on the creativity and development of companies in the Middle East and North Africa (MENA). The sample was taken from the following countries: Lebanon, Saudi Arabia, UAE, Kuwait, Qatar, Jordan, Egypt, Algeria and Tunisia. This study summarized the importance of passion in work and its reflection on the performance of employees and how to consider this criterion seriously in the selection of candidates and internal promotions and how it reflects the improvement of the performance, creativity and development of organizations. The study identified some reasons why employees leave organizations and search for another opportunity like: increase in salary, better opportunity and etc. In addition, the study stated some recommendations to enhance recruiting in the organizations, some of which are: hiring for the passion of specialization and eliminating those who are looking for any job with any salary and looking for a financial return only.
The study attempts to determine balance scorecard elements and their availability in Libyan service companies. The study resulted the availability of elements of implementing BSC approach for measuring and evaluating the performance of Libyan service companies. The main recommendation is to implement BSC in order to keep pace with new developments in modern business context. (Adel Jawad Al-rafati, 2011), The ability of community health organizations in Gaza Strip to apply balanced scorecard as an instrument to measure and evaluate financial performance. The study aimed at showing and measuring BSC at the health community organizations in Gaza Strip in order to measure financial performance. The result of the study shows that the ingredients of applying BSC is available by "76.18%", and that applying BSC increases financial performance effectiveness by %72.13. The study recommended enhancing the application of BSC at the health sector in order to increase the ability to measure financial performance. It also recommended restructuring the four dimensions by replacing the customer perspective with "targeted group perspective" taking into consideration achieving targeted development strategy for these groups. Lastly, the study recommended replacing the financial perspective with "Donors perspective" because it provides money. (Mohamed Al-Fayez, 2011), Using the Strategic Assessment Approach to measure, Performance using Balanced Scorecard 2 The study aimed to Using the Strategic Assessment Approach to measure Performance using BSC. Results: 1. There is a significant impact of organizational reality (organizational structure, institutional culture, Executive Team and organizational climate) in improving Jordanian Ministry of Interior Performance at level (0.05). 2. There is a significant impact of available resources (Human Resource; communication; technological; Cross-Functional) to improve performance. 3. There is a significant impact of cognitive resources (customers' knowledge; business knowledge; financial knowledge) to improve performance. 4. There is a significant impact of planning knowledge (Corporate Planning; Current Strategy; Planning System; Current Plan) to improve performance. Recommendation:-1-Working to improve and develop work procedures in order to motivate employees to do their work effectively, and allows the practice of various styles of contemporary management. 2-Enhancing decision making participation, in order to reflect empowerment concept. (Nasar AL-Ajmi, 2010), Building a Proposed Model to Measure the Impact of Intellectual Capital on Performance Efficiency The study aimed to building a proposed model to measure the impact of intellectual capital on performance efficiency Recommendation: 1-Paying more attention with intellectual capital because of its impact on the long term to improve performance. 2-Improving performance efficiency level and identify weaknesses points in performance levels by connecting variables that affect each other.
The objective of this study was to highlight the importance of hiring for passion toward specialty and its impact on the creativity and development of companies in the Middle East and North Africa (MENA). The sample was taken from the following countries: Lebanon, Saudi Arabia, UAE, Kuwait, Qatar, Jordan, Egypt, Algeria and Tunisia. This study summarized the importance of passion in work and its reflection on the performance of employees and how to consider this criterion seriously in the selection of candidates and internal promotions and how it reflects the improvement of the performance, creativity and development of organizations. The study identified some reasons why employees leave organizations and search for another opportunity like: increase in salary, better opportunity and etc. In addition, the study stated some recommendations to enhance recruiting in the organizations, some of which are: hiring for the passion of specialization and eliminating those who are looking for any job with any salary and looking for a financial return only.
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