The success and growth of a business organization depend on the ability to combine different resources in the best proportion to maximize the output. One of the key components that define the extent to which a corporate entity can attain the performance targets is the level of human resource utilization and engagement. The nature of output associated with the employees in an organization depends on internal and external factors. Nevertheless, the dimension associated with the externalities emanating from the structure and the strategy of the organization as well as the industry of operation may affect the ability of the human resource and the managerial approaches to attain efficiency and competence. This paper examines the barriers associated with the need for effective human resource utilization in Ooredoo Firm. The case study research was limited to the financial department of the organization. The findings of the dissertation indicate the existence of significant barriers to HRM utilization in the organization; however, through a strategic approach to management and engagement, the firm can achieve maximum output.
Table of Contents
List of Tables 5
List of Figures 6
Chapter 1: Introduction 7
1.1 Overview of Ooredoo 7
1.2 Research Background 9
1.3 Scope of the Study 10
1.4 Problem Statement 11
1.5 Purpose Statement 11
1.6 Research Objectives 12
1.7 Research Questions 12
1.8 Delimitation of Study 12
1.9 Limitation of the Study 13
Chapter 2: Literature Review 14
2.1. Introduction 14
2.3 Social, Cultural, Political, and Legal Factors of Effective HRM 18
2.4 Barriers to Effective Human Resource Management 20
Chapter 3: Research Methodology 25
3.1 Chapter Overview 25
3.2 Research Design 26
3.3 Research Philosophy 28
3.4 Population and Sampling Procedure 28
3.5 Sources of Data 31
3.6 Assumptions in Data Collection 34
3.7 Validity and Reliability 35
3.8 Limitations Encountered 36
3.9 Ethical Consideration 37
3.10 Analysis of Data 37
Chapter 4: Findings of the Study 39
Chapter 5: Discussion 45
5.1 Overview of the Chapter 45
5.2 Political and Legal Factors 45
5.3 Social and Cultural Factors 47
5.4 Economic Factors 47
5.5 Company Capacity 48
5.6 Training 50
Chapter 6: Conclusions and Recommendations 52
6.1 Recommendations 52
6.2 Suggestions for Future Research 53
6.3 Conclusion 54
Appendix 1 59
List of Tables
Table 1: Description of the Participant Based on Capacity
Table 2: Description of Participants Based on Cultural Background.
Table 3: Influence of Political and Legal Factors in Human Resource Utilization.
Table 4: Influence of Social and Cultural Factors on Human Resource Utilization.
Table 5: Impact of Economic Factors on Human Capital Utilization.
Table 6: Influence of Company Financial Capacity on Human Capital Utilization.
Table 7: Influence of Training on Human Resource Utilization.
Table 8: Impact of The Delegation of Duties to Employee Performance.
List of Figures
Figure 1: The Percentage Representation of Participation
Figure 2: Percentage Response - Influence of Political and Legal Factors
Figure 3: Percentage Response Influence of Training
Chapter 1: Introduction
1.1 Overview of Ooredoo
Ooredoo is a renowned organization with an international outlook. One of the main challenge facing Ooredoo is the management of its extensive physical and human resource towards achieving a competitive and fruitful framework. Organizational managers are responsible for promoting the achievement of institutional values and objectives. Therefore, the main challenge is to strategically integrate the companies employees to enhance all their resource through its efficient utilization and integration of new approaches (Boxall & Purcell 2011). Within this scenario, Ooredoo has integrated a strategic Human Resource (HR) mechanism by trying to incorporate other stakeholders in the business chain to champion its institutional identity and ideals as well as ensuring that the company achieves the financial and business goals and objectives.
Ooredoo is a telecommunication company in Qatar that commenced trading in 1987 as Qatar Public Telecommunication Corporation and later in 1998 was converted into a public listed company in Doha Securities Market as Qatar Telecom commonly known as Qtel. During the next few years, it was listed at London Stock Exchange, Abu Dhabi, and Bahrain Stock Exchanges. Further acquisitions of several leading telecom companies across the Middle East and Asian regions and entrance to new markets in South Africa made Qtel transform into a single brand as Ooredoo across the operating countries. It was the very first company to introduce the Internet, GSM and other information technology and telecommunication services to Qatar. Today Ooredoo stood with a huge global customer base of more than 100 million people across the Middle East, Africa and South-East Asia and posted consolidated revenue stood at QAR 24 billion as of 2nd quarter 2016.
The Finance Department within Ooredoo comprises of four departments, Financial Operations, Revenue Assurance & Compliance, Financial Analysis & Telecom Economics and Budgeting & Decision Support. The Department currently employs 105 team members with ten Section Heads and overall six Department Managers. The Department works closely with all another business unit to ensure the day to day transactional entries from various business areas, that is, Fixed Asset, Billing, Revenue Accounting among others are accurately accounted, completed and reported to the higher management of the organizations.
As with the customer service function, the financial aspect of resource management plays a major role in Ooredoos business strategy and currently, despite a challenging local economic environment, the company are performing well in the current market as the following extract from Ooredoos Investor section of their website demonstrates:
The revenue was QAR 24 billion, which in local currency led to growth in Qatar, Oman, Kuwait, Algeria, Maldives, Indonesia, and Myanmar. The value excluded the foreign exchange translations impacting revenues, which would have increased by 2% when compared to the reported flat revenue.
The group EBITDA was stable at QAR 10 billion with an increased EBITDA margin of about 42%, indicating an increase in operational success from 9M in 2015 equivalent to 41%. Excluding Foreign Exchange translation impact, Group EBITDA would have increased by 3% year -on-year.
Group Net Profit to Ooredoo shareholders grew by 4% to QAR 1.8 billion, which was driven by excellent contributions from the organizations baselines such as Qatar, Oman, Indonesia, Algeria, and Maldives. The 9M Net Profit results emanated from Foreign Exchange gains that have been partially reversed by FX losses in Q3.
The continued strong data rate of revenue growth from consumer and enterprise customers increased to 39% of based on the group revenue. The revenue from customer data contributed QAR 9.4 billion in 9M for 2016.
The attained Group B2B income rose to 17% of Group Revenue or QAR 4.1billion for 9M in 2016 which reflecting Ooredoos increasing investment in services for the customer
1.2 Research Background
Essentially, to achieve business goals the organizational structure must be well selected to ensure that individuals or groups are well placed in a corporate setting to ensure the maximum production capacity of the organization is achieved. In this regard, every organization requires a pronounced culture in which the workers can entrust their personal abilities while still achieving the highest standards of production and customer service (Bratton and Gold, 2012). The efficiency of resource management relies upon the effectiveness of the adopted structures, especially in the long term. Establishing the correct organizational structure for an organization requires some factors that must be put into consideration to ensure that workers perform to their level best. In essence, managers must make decisions to ensure that work is well aligned to the best of the workers performance capacity and potential (Lepak et al., 2006).
Therefore, talent management in an organizational human resource perspective often offers a competitive framework for enhanced resource use along with the long-term benefits of continuous resource use. The delegation of duties is also associated with prospective success in resource allocation and use (Boxall and Purcell, 2011). Such measures also ensure that they give sufficient feedback and development opportunities to their employees for career development to the effectiveness of the organization as well the individuals. Every individual should also be provided with a particular range of time for which they are charged with the responsibility of driving an organization to the next level of performance while upholding the highest attainable resource utilization. The span of control is not only critical to individual professional development but also constitutes the organizational structure based on the adopted designs for the specific organization. However, organizations face significant threats to the utilization of available natural and human capital as far as efficiency is concerned (Bratton and Gold, 2012).
Regarding the HR architecture of a firm and its subsequent performance, HR must consider the strategic provisions in literature that would revamp the capacity of practicing managers to engage in the productive management of the entire task force (Boxall and Purcell, 2011). The development of free choice among the employees of Ooredoo will enhance their future engagement. Although managers are credited with the highest impact on team members level of engagement, the majority of executives are often unwilling or equally unable to motivate or enhance the standard of engagement of their employees. Such engagement presents the extent to which employees are involved and highly enthusiastic about their duties.
Subsequently, for Ooredoo to enhance its productivity in the long-run, it must ensure the smooth transition of employees formerly positioned at Ooredoo and fully integrate them into the system of Ooredoo. Effective management, therefore, takes into consideration all factors of production and human resource happens to be one of those factors. As much as employees are the most valuable assets to business, they need other factors to enhance their productivity. A firm with adequate employees could still be lagging on development and success if other factors of production are not present (Hill, 2014).
1.3 Scope of the Study
The main research topic was not founded upon broad resou...
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