Abstract:

Rural communities are subjected to impact of climate change and children are the most vulnerable. Adaptation to climate change poses, great challenge to Zambia, planners and decision makers need to appreciate application of strategic management. The study desired to establish the extent and impact of climate change on realization of children’s fundamental rights in rural agriculture dependent households, management and child protection systems in Zambia as well as to assess key factors of climate change and how it has contributed to inabilities of rural agricultural dependent households to fulfill fundamental rights of children. Contribute to the body of knowledge through proposing some measures that can address climate changes, with strategic management approach, community engagement, integrated with child rights approach. National Climate Change Policy sets two objectives with immediate relevance responding to climate change, public health and need strategic management, decisions: “To promote, strengthen implementation of adaptation and disaster risk reduction measures to reduce vulnerability to climate variability and change.” “To strengthen, institutional and human resource capacity, to effectively and efficiently address all aspects of climate change at, national, provincial, district and local levels.” There is need to strengthen, policies, promote application of prediction models and technologies to determine vulnerability sectors to climate change, support higher learning and research institutions on climate related research that supports child rights governance and protection. The study used combined methodology, action and explanatory. Much of the study methodology was explanatory in nature as it attempted to identify circumstances surrounding the extent and impact of climate change on realization of children’s fundamental rights in rural households. Key results includes Stakeholders, have not appreciated the application of strategic management in their planning and implementation of interventions on climate change with a child right’s lens. Climate change and environmental degradation are creating various crisis situations for children and rural households including social and economic crisis hence increasing vulnerability and poverty.

References:

[1].   The Climate Crisis is a Child Rights Crisis: Introducing the Children’s Climate Risk Index. New York: United Nations Children’s Fund (UNICEF), 2021.

[2].   Johan Schar, 2010. Child Rights and Climate Change Adaptation: Voices from Kenya and Cambodia. Institute of development studies. There is need for organization to improve management efficiency especially with regards to decision making and value addition.

[3].   Verhage, F., Cramer, L., Thornton, P., & Campbell, B., 2018, Climate Risk Assessment and Agricultural Value Chain Prioritization for Malawi and Zambia. CCAFS Working Paper no. 228. Wageningen, the Netherlands: CGIAR Research Program on Climate Change, Agriculture and Food Security (CCAFS). Available online at: https://hdl.handle.net/10568/96184 Vulnerability. Cambridge University Press, in Press.

[4].   Tembo, B., Masilokwa, I., Sihubwa, S., and Nyambe-Mubanga, M., 2020, Economic Implications of Climate Change in Zambia. SATIED Working Paper #137. https://sa-tied.wider.unu.edu/article/economicimplicationsclimate-change-in-zambia

[5].   Brand, D., and Heyns, C. H., (eds), 2005, Socio-Economic Rights in South Africa, Cape Town: University of Pretoria, PULP.

[6].   IPCC 2007, Fourth Assessment Report, Working Group II, Appendix 1, Glossary https:// www.ipcc.ch/pdf/assessment-report/ar4/wg2/ar4-wg2-app.pdf (Accessed 29 January 2010).

[7].   CCC 2008, A Right to Participate: Securing Children’s Role in Climate Change Adaptation; Children in a Changing Climate, Brighton: CCC Change. Cambridge University Press, in Press.

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[9].   Johan Schaar, 2010. Child Rights and Climate Change Adaptation: Voices from Kenya and Cambodia. Institute of Development Studies.

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Abstract:

A performance measurement framework forms the basis for which the organizational, departmental, team and individual performance measures are developed. It is therefore imperative that a sound performance measurement framework is developed. While there are numerous studies that have concentrated on the centrality of performance measures as a performance management tool, there is less attention on the development of a performance management framework in intergovernmental organizations, which forms the basis for the formulation of performance measures. This study, thus sought to fill the void that many scholars appear to have left. Specifically, the study worked backwards with an objective of identifying the critical non-technical factors that are antecedents of a sound performance management framework. The study was conducted in IGAD which is a project-oriented institution that employs performance measures as an important performance management tool. The study followed a non-experimental research design methodology and copies of questionnaires were distributed to 108 respondents online. A response rate of 93.5% was realized. From the study, it emerged that, leadership, facilitative culture, supportive environment, top management commitment, and staff involvement are the main factors that organizations need to put in place if they are to successfully develop a sound performance measures framework

References:

Abstract:

In situations where a continuous oxygen supply is essential the need for a reliable oxygen delivery system can never be overemphasized. This is a literature review on the performance management of hospital oxygen systems. The purpose of this study is to critically analyse previous studies on the performance management of hospital oxygen systems. The study summarizes the level of understanding as regards the topic presently because of the importance of the information to the health outcomes of patients requiring oxygen therapy. The authors searched ScienceDirect.com, Google Scholar, and PubMed as well as MEDLINE using a series of combinations of the following keywords: management of oxygen systems, performance management and, reliability of oxygen systems as well as hospital oxygen delivery services and oxygen therapy. This literature review has shown that performance management of hospital oxygen systems is critical to achieving favourable health outcomes in different clinical situations. It has also revealed that performance management is key to attaining and maintaining the high-level performance of oxygen delivery services in healthcare facilities.

References:

Abstract:

This paper revisits the significant empirical gaps in ethical decision-making within organizations highlighted by Linda Trevino in 1986, emphasizing their persistence in today's dynamic business environment, particularly within Guyana’s public and private sectors. Despite decades of progress, companies continue to grapple with the integration of ethical practices into their operational frameworks. This essay explores the pivotal role of senior management in cultivating ethical standards and delves into the strategies and challenges of embedding these practices sustainably within organizations. Through comprehensive analysis, it aims to bridge Trevino's identified gaps by examining the practical application of ethical leadership and its implications for corporate governance in Guyana. Key findings indicate that while most organizations have established codes of ethics, there remains a significant disconnect between policy articulation and actual practice. The research highlights the influence of senior management in shaping organizational culture and the critical challenges they face, including inconsistency in policy enforcement and a lack of robust mechanisms to support ethical behavior. This study proposes several recommendations for enhancing ethical practices, including strengthening leadership commitment to ethical standards, improving communication and training regarding ethics, and fostering an organizational culture that supports ethical decision-making

References:

Abstract:

Performance measures are the stricter indicators of performance that have endured the test of time. Both conventional and modern-day management have maintained the centrality of metrics that are represented in numbers, percentages, ranks and other quantitative figures as the central indicators of performance, albeit the inclusion of other non-metric indictors. In the process of developing the performance measures, a threshold of technical factors has been found to be widely required in the studies across the globe.  The purpose of this study was to examine whether the widely advanced technical factors including personnel competences, analytical capabilities, and technology, would be supported in a related study conducted in IGAD in the African context. IGAD which formed the unit of analysis in this study, is a project-oriented institution that employs performance measures as an important performance management tool. The study followed a non-experimental research design methodology and copies of questionnaires were distributed to 108 respondents online.  A response rate of 93.5% was realized. From the study, it emerged that, the said technical factors of personnel competences, technological and analytical capabilities were statistically positively related to the development of performance measures. As such, it is concluded that, this study offers support to other scholarly works that have found technical factors to be critical antecedents in the formulation of performance measures.

References:

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[3] Sauermann, J., 2023, Performance Measures and Worker Productivity. IZA World of Labor.

[4] Hervani, A. A., Nandi, S., Helms, M. M., & Sarkis, J., 2022, A Performance Measurement Framework for Socially Sustainable and Resilient Supply Chains using Environmental Goods Valuation Methods. Sustainable Production and Consumption, 30, 31-52.

[5] Sutrisno, S., Prasetyo, H. A., & Faot, A. I., 2022, The Measurement of Human Resources Employees by using Human Resources Score Card Method and Analytical Hierarchy Process Method. Budapest International Research and Critics Institute-Journal (BIRCI-Journal),5(2).

[6] Borji, A., 2022., Pros and Cons of GAN Evaluation Measures: New developments. Computer Vision and Image Understanding, 215, 103329.

[7] Danilwan, Y., & Dirhamsyah, I. P., 2022, The Impact of the Human Resource Practices on the Organizational Performance: Does Ethical Climate Matter? Journal of Positive School Psychology, 6(3), 1-16.

[8] Barney, J. B., 1996, The Resource-Based Theory of the Firm. Organization Science, 7(5), 469-469.

[9] Unegbu, H. C. O., Yawas, D. S., & Dan-Asabe, B., 2022, An Investigation of the Relationship Between Project Performance Measures and Project Management Practices of Construction Projects for the Construction Industry in Nigeria. Journal of King Saud University-Engineering Sciences, 34(4), 240-249.

[10] Al Dakheel, J., Del Pero, C., Aste, N., & Leonforte, F., 2020, Smart Buildings Feature and Key Performance Indicators: A Review. Sustainable Cities and Society, 61, 102328.

[11] Armstrong, M., & Taylor, S., 2023, Armstrong's Handbook of Human Resource Management Practice: A Guide to the Theory and Practice of People Management. Kogan Page Publishers.

[12] Kim, D., Oh, W., Yun, J., Youn, J., Do, S., & Lee, D., 2021, Development of Key Performance Indicators for Measuring the Management Performance of Small Construction Firms in Korea. Sustainability,13(11), 6166.

[13] Sagala, A. I., 2022, Analysis of Application of Key Performance Indicator With SMART-C. International Journal on Social Science, Economics and Art,12(3), 113-121.

[14] Manoharan, J. S., 2021, Study of Variants of Extreme Learning Machine (ELM) Brands and its Performance Measure on Classification Algorithm. Journal of Soft Computing Paradigm (JSCP), 3(02), 83-95.

[15] Atmaja, D. S., Zaroni, A. N., & Yusuf, M., 2023, Actualization of Performance Management Models for the Development of Human Resources Quality, Economic Potential, and Financial Governance Policy in Indonesia Ministry of Education. Multicultural Education, 9(01), 1-15.

[16] Dacholfany, M. I., Khataybeh, A. M., Lewaherilla, N. C., Yusuf, M., Sihombing, H. B. M., & Chang, M. L., 2022, Application of The Balanced Score Card Concept as a Human Resource Performance Measurement Tool at the Ministry of Higher Education in Indonesia. Multicultural Education, 8(04), 1-13.

[17] Hanafi, R., Setiawan, W., & Dirgantari, P. D., 2021, Design of Performance Management Business Process in State-Owned Enterprise in Field of Construction. In 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020) (pp. 251-256). Atlantis Press.

[18] Mayer, J. H., Esswein, M., Göbel, M., & Quick, R., 2022, Getting Digital Technologies Right—A Forward-Looking Maturity Model for Enterprise Performance Management. In Sustainable Digital Transformation: Paving the Way Towards Smart Organizations and Societies (pp. 183-201). Cham: Springer International Publishing.

[19] Mohammadi, T., Bohloli, N., Beykzad, J., & Rahimi, G., 2022, Identifying & Ranking the Ethical Components of Comprehensive Performance Management in Public Organizations. International Journal of Ethics and Society, 3(4), 44-54.

[20] Luo, X., & Jiang, C., 2022, Design of Hospital Operation Management System Based on Business-Finance Integration. Computational Intelligence and Neuroscience, 2022.

[21] Jayakrishnan, M., Mohamad, A. K., & Yusof, M. M., 2019, Understanding Big Data Analytics (BDA) and Business Intelligence (BI) Towards Establishing Organizational Performance Diagnostics framework. Int. J. Recent Technol. Eng, 8(1), 128-132.

[22] Dahr, J. M., Hamoud, A. K., Najm, I. A., & Ahmed, M. I., 2022, Implementing Sales Decision Support System Using Data Mart Based on OLAP, KPI, and Data Mining Approaches. Journal of Engineering Science and Technology,17(1), 0275-0293.

[23] Lai, G., Lei, J., Liu, J., Cao, S., Qin, H., Zeng, F., & Zhou, R., 2021, Numerical and Experimental Study on Comprehensive Optimization for the KPIs of Ship Propulsion Shafting Design Based On MDO. Ocean Engineering, 222, 108624.

[24] Müller, R., Drouin, N., & Sankaran, S., 2019, Modeling Organizational Project Management. Project Management Journal, 50(4), 499-513.

[25] Newman, S. A., Ford, R. C., & Marshall, G. W., 2020, Virtual Team Leader Communication: Employee Perception and Organizational Reality. International Journal of Business Communication, 57(4), 452-473.

[26] Maware, C., & Parsley, D. M., 2022, The Challenges of Lean Transformation and Implementation in the Manufacturing Sector. Sustainability, 14(10), 6287.

[27] Parwoto, P., & Halim, A., 2020, The Effects of Organizational and Political Factors on the Development of Performance Measurement System (PMS) of Local Government Institutions. Journal of Accounting and Investment, 21. https://doi.org/10.18196/jai.2102146

[28] Taherdoost, H. (2022). A Critical Review of Blockchain Acceptance Models—Blockchain Technology Adoption Frameworks and Applications. Computers, 11(2), 24.

[29] Ojo, A. O., Tan, C. N. L., & Alias, M. (2022). Linking Green HRM Practices to Environmental Performance Through Pro-Environment Behaviour in the Information Technology Sector. Social Responsibility Journal, 18(1), 1-18.

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Abstract:

The purpose of this study is to determine the perception and practice of HR managers toward talent philosophies and its effect on the recruitment process in both private and public sectors in Ibadan and Abuja in Nigeria. The study adopted a descriptive design in the form of a survey. The study utilizes a questionnaire as the research instrument and tested five hypotheses using the SPSS. The findings show there is no significant relationship between perception and implementation of talent philosophy during the staff recruitment process, but there is a significant positive relationship between perception towards inherent talent during the recruitment process between private and public sectors. Findings make it clear that HR managers in both private and public establishments believe in talent management philosophy, and they consider it an essential and a good approach that could facilitate getting competent staff, but talent management philosophy is not largely considered during the recruitment process. Although HR managers in private firms seem to implement talent philosophy better than the public sectors, recruitments in most government sectors are influenced mostly by referral and quota systems. Also, most government-owned organizations have no clear HR section in every department; therefore, their talent management philosophy is more of an appendix to other management procedures and not a complete stand-alone policy. Furthermore, HR managers in various cities in Nigeria have the same positive perception toward a preference for inherent talent during the recruitment process; however, in each city the number of inherent talented individuals recruited by HR managers is low.

References:

[1] Osibanjo, O., and Adeniji, A., 2013, Impact of Organizational Culture on Human Resource Practices: A Study of Selected Nigerian Private Universities. Journal of Competitiveness, 5(4), 115-133.

[2] Onwe, S., Abah, E., and Nwokwu, P., 2015, Politics of Recruitment and Selection in the Nigerian Civil Service-An Ebonyi State Experience. Public Policy and Administration Research, 5(2), 92-99.

[3] Urbancova, H., 2012, The Process of Knowledge Continuity Ensuring. Journal of Competitiveness, 4(2), 38–48.

[4] Sonnenberg, M., van Zijderveld, V., & Brinks, M., 2014,The Role of Talent-Perception Incongruence in Effective Talent Management. Journal of World Business, 49 (2), 272-280.

[5] Randstad 2023, Recruitment Process. Available at:https://www.randstad.com/workforce-insights/recruitment-process/. Accessed on 25/12/2023.

[6] Obisi, C., 2006, Personnel Management. Ibadan:Jakbod Enterprises.

[7] Briggs, B., 2007, Problems of Recruitment in Civil Service: Case of the Nigerian Civil Service African Journal of Business Management, 1(6), 142-153.

[8] Islam, Md & Jantan, Amer & Rahman, Md & Abdul Hamid, Abu Bakar & Mahmud, Fariha& Hoque, Ashikul. 2018, Talent Management for Organisational Performance Development in Bangladesh Private Industry Context. International Journal of Human Resource Studies. 8. 21-34. 10.5296/ijhrs.v8i4.13665.

[9]    Osemeke, M. 2011, "Problems and Prospects of Private Sector Organizations in Nigeria". International Journal of Business and Management. Vol. 6, No. 4; April 2011.

[10] Okonjo-Iweala, N., and Osafo-Kwaako, P., 2007)., “Nigeria’s Economic Reforms Progress and Challenges”. The Brookings Institution, Washington DC.

[11] Laura Fitzgibbons 2013, Talent Management. Available at: https://www.techtarget.com/searchhrsoftware/definition/talent-management. Accessed on 29/12/2023.

[12] Thunnissen, M., Gallardo-Gallardo, E., 2017, Talent Management in Practice: An Integrated and Dynamic Approach. Emerald Publishing Limited; Bingley, UK: 2017.

[13] Thunnissen M., Buttiens D., 2017,Talent Management in Public Sector Organizations: A study on the Impact of Contextual Factors on the TM Approach in Flemish and Dutch Public Sector Organizations. Public Pers. Manag.;46:391–418.

[14] Chartered Institute of Personnel and Development 2023, Talent Management Overview. Available online: https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet.Accessed on 31 December 2023.

[15] Boushey, G.T., and McGrath, R.J., 2016,Experts, Amateurs, and Bureaucratic Influence in the American States. J. Public Adm. Res. Theory;27:85–103.

[16] Hassan, S., and Hatmaker, D.M., 2015, Leadership and Performance of Public Employees: Effects of the Quality and Characteristics of Manager-Employee Relationships. J. Public Adm. Res.Theory; 25:1127–1155.

[17] Glenn, T., 2012),The State of Talent Management in Canada’s Public Sector. Can. Public Adm; 55:25–5.

[18] Kim P.S., 2008,How to Attract and Retain the Best in Government. Int. Rev. Adm.Sci; 74:637–652.

[19] Poocharoen O., and Lee, C., 2013, Talent Management in the Public Sector: A Comparative Studyof Singapore, Malaysia, and Thailand. Public Manag. Rev; 15:1185–1207.

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Abstract:

The study was conducted to examine the relationship between insufficient banking infrastructure and the frequency of cattle raiding incidents in Jonglei State, the findings of the study indicated that presence of bank infrastructure would help contribute to 50%  control of cattle raiding in Jonglei State, 61% cattle raiding incidents were influenced by civil war in the country, 46% cases of poverty, 35% cases related high bride prices, 27% cases of political influence by politician to enable them achieved their political goal. 42% alternative banking services include usage of Mgurush mobile services this mobile services connected with Zain network. The cattle were source of social and cultural pride which compel everyone to own its own it by any means and in other hand, the causes of cattle raiding were caused by shortage of pastures, ownership of pasture land and youth unemployment, age sets, poor conflict resolutions and poor management of the state’s leadership. In recommendations, the government should carry out a massive disarmament, sponsor youth behavioural change and install a business mind, ministry of finance should intensify creating banking system with lower interest the national government and state government should develop a policy that reduce the number of the cattle owned by the farmer to meet the carrying capacity of the land of Jonglei state and lastly the state authorities in Jonglei state should reduce bride price into a level that each youth in Jonglei State would be able to manage in order to get a wife of his desire.

References:

[1].   Johnson et al., 2014, The Political Crisis in South Sudan.

[2].   Rolandsen, Oystein H., 2015, Land Security and Peace Building in South Sudan, African Peace and Conflict Journal.

[3].   UNOCHA 2021, Impact of Flooding in South Sudan Livelihoods and Health.

[4].   FAO 2016, The Impact of Conflict on the Livestock Sector in South Sudan.

[5].   Kuol and Colleagues 2013, South Sudan: The Elusive Quest for a Resilient Social Contract.

[6].   International Monetary Fund 2017, South Sudan: Debt Sustainability Analysis.

[7].   Iffat Idris 2018, Livestock and Conflict in South Sudan.

[8].   Central Bank of South Sudan, 2019, Bank of South Sudan’s Monetary and Banking Policies for the Year 2019.

[9].   Martin Baru Richard Sebit 2017, Cattle Rustling and its Effects on South Sudanese Communities.

[10].  Okot, 2015, FAO, 2014, South Sudan Livestock Strategy Paper.

[11].  Stephen Gray, Josefine Roos 2012, Pride, Conflict and Complexity: Applying Dynamical Systems Theory to Understand Local Conflict in South Sudan.

[12].  FAO 2014, South Sudan Livestock Strategy Paper.

[13].  IGAD 2016, Policy Brief on the Contribution of Livestock to South Sudan National GDP Jan 2016.

[14].  Iffat Idris 2018, Livestock and Conflict in South Sudan.

[15].  Yacob Aklilu Gebreyes, Gezu Bekele Lemma, Luka Biong Deng and Shaif Abdullahi 2016, The Impact of Conflict on the Livestock Sector in South Sudan.

[16].  Wikipedia 2023, Description of Jonglei State as an Area of Study.

[17].  Mugenda & Mugenda 2003, Research Methods: Quantitative and Qualitative Approach.

[18].  Augustino, T., Mayai 2023, The 2021 Population Estimation Survey: Scientific, Political, and Policy Implications, The SUDD Institute for Peace, Just and Prosperous South Sudan.

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Abstract:

This paper, "Between Morals and Margins: Employee Views on Ethical Challenges in Profit-Driven Environments" investigates the intricate dynamics between profit objectives and ethical practices within organizations. It emphasizes the perspectives of employees who are often caught between the drive to meet financial targets and the necessity to adhere to ethical standards. The research utilizes a mixed-method approach, encompassing both quantitative and qualitative data, to deeply understand how employees navigate these competing pressures. The study indicates a concerning trend where 12% of employees feel pressured to compromise ethical standards to meet profit targets. This pressure not only challenges individual integrity but also threatens the ethical fabric of organizations. Furthermore, only 66.7% of employees believe their organizations are genuinely committed to ethical behavior, underscoring a critical gap between policy and practice. Additionally, the support systems for reporting unethical behaviors are inadequate; only 48.5% of organizations have policies that encourage whistleblowing, and just 30.3% have protective measures for whistleblowers, exacerbating fears of retaliation. The paper contributes to a broader discourse on business ethics by illustrating that ethical decision-making is not just a moral obligation but also a strategic element that impacts the company's overall health. Through exploring employee experiences and the organizational contexts that influence their ethical decisions, the study sheds light on integrity's foundational role in sustaining business operations and reputation.

References:

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[2].   Friedman, M., 2007, The Social Responsibility of Business is to Increase Its Profits. In W. Zimmerli, M., Holzinger, & K. Richter (Eds.), Corporate Ethics and Corporate Governance (pp. 173-178). Berlin,: Springer.

[3].   Donaldson, T., & Preston, L., 1995, The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications. Academy of Management Review, 20(1), 65-91.

[4].   Jensen, M., 2002, Value Maximization, Stakeholder Theory, and the Corporate Objective Function. Business Ethics Quarterly, 12(2), 235-256.

[5].   Porter, M., & Kramer, M., 2011, Creating Shared Value. Harvard Business Review, 62-77.

[6].   Bowie, N., 2017, Business Ethics: a Kantian Perspective. Cambridge: Cambridge University Press.

[7].   Trevino, L., & Nelson, K., 2011, Managing Business Ethics : Straight Talk About How to do it Right (5 ed.). New Jersey: John Wiley & Sons.

[8].   Schwartz, M., 2017, Business Ethics: An Ethical Decision-Making Approach. New Jersey: Wiley-Blackwell.

[9].   Weaver, G., Treviño, L., & Philip, L., 1999, Corporate Ethics Programs as Control Systems: Influences of Executive Commitment and Environmental Factors. The Academy of Management Journal, 42(1), 41-57.

[10].  Victor, B., & Cullen, J., 1988, The Organizational Bases of Ethical Work Climates. Administrative Science Quarterly, 33(1), 101-125.

[11].  Jones, T., 1991)., Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model. Academy of Management Review, 16(2), 366-395.

[12].  O'Fallon, M., & Butterfield, K., 2005, A Review of the Empirical Ethical Decision-Making Literature: 1996–2003. Journal of Business Ethics, 59(4), 375-413.

[13].  Wu, C. F., 2002, The Relationship of Ethical Decision-Making to Business Ethics and Performance in Taiwan. Journal of Business Ethics, 35(3), 163-176.

[14].  Moore, G., 2012, The Virtue of Governance, the Governance of Virtue. Business Ethics Quarterly, 22(2), 293-318.

[15].  Wieland, J., 2001, The Ethics of Governance. Business Ethics Quarterly, 11(1), 73-87.

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[17].  Ring, P., 1996, Ethical Dilemmas in a Professional Service Context. International Journal of Value-Based Manage, 9, 1–17.

[18].  Marić, R., Vemic-Djurkovic, J., Govedarica, D., & Djurković, T., 2011, Moral Dilemmas of Employees in Businesses Operating in South-East Europe. African Journal of Business Management, 5, 1886-1895.

[19].  Bryman, A., & Bell, E., 2007, Business Research Methods. Oxford: Oxford University Press.

[20].  Creswell, J., & Creswell, J., 2018, Research Design: Quantitative, Qualitative, and Mixed Methods Approaches (5 ed.). London: Sage.

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[22].  Salmons, J., 2015, Qualitative Online Interviews: Strategies, Design, and Skills (2 ed.). Thousand Oaks: Sage Publications.

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Abstract:

Capacity planning is a critical but one of the most important aspects of operations management in manufacturing facilities, particularly in labour-intensive industries such as the Garments and Textile sector. Bangladeshi sweater industry as a part of Garments and Textiles industry, playing a significant role in the country's economy. Efficient capacity planning is essential to ensure optimal utilization of resources, timeline for raw materials sourcing, streamline production processes, and enhance competitiveness in every season with optimum productivity with best quality. This research paper focuses on capacity planning in a Bangladeshi sweater factory, analysing the challenges faced by the industry and exploring strategies to optimize capacity utilization. Through a combination of qualitative interviews, data analysis, case studies, and literature review, this paper aims to provide insights into the dynamics of capacity planning in the context of Bangladeshi sweater manufacturing. Starlight Sweaters Limited, which is considered as one of the top Sweater Manufacturing factories of Bangladesh, having more than 25 years’ experience with very high reputation and also having a decent business all over the world, is considered as the case of this research work.

References:

[1].   Ferdous, S., 2019, "A Review of the Readymade Garments Industry of Bangladesh: Origin, Growth, Challenges, and Prospects." Journal of Asian Business Strategy, 9(2), 51-61.

[2].   Hossain, M. S., & Hossain, M. M., 2020, "Sustainability in Textile and Apparel Industry: A Case Study on Bangladesh Perspective." Journal of Textile Science and Engineering, 10(3), 1-7.

[3].   Nahmias, S., 2015, "Production and Operations Analysis." Waveland Press.

[4].   Operation Management by Chase Jacobs, Aquilano & Agarwal., Tata Mc Graw Hill, 11th edition, 2006.

[5].   Production and Operations Management by Chary - (Tata Mc Graw -Hill, 1997 9th ed.)

[6].   Production and Operation Management by EVERETT E ADAM, Jr. RONALD J. EBERT, 13th Edition, PHI Learning Private Limited, New Delhi

[7].   Goldratt, E. M., 1984, "The Goal: A Process of Ongoing Improvement." North River Press.

[8].   Haque, M. E., & Uddin, M. N., 2019, "Production Capacity Evaluation and Optimization of an Apparel Industry: A Case Study in Bangladesh." International Journal of Supply Chain Management, 8(6), 722-730.

[9].   Gross, D., & Harris, C. M., 1998, "Fundamentals of Queueing Theory." John Wiley & Sons.

[10].  Hasan, M., & Uddin, M. N. 2020, "An Analysis of Forecasting Techniques for Textile and Apparel Industry: A Case Study in Bangladesh." Global Journal of Researches in Engineering: F Industrial Engineering, 20(3), 1-10.

[11].  Law, A. M., & Kelton, W. D., 2000, "Simulation Modeling and Analysis." McGraw-Hill.

[12].  Makridakis, S., Wheelwright, S. C., & Hyndman, R. J., 1998)., "Forecasting: Methods and Applications." John Wiley & Sons.

[13].  Uddin, M. N., & Hossain, M. A., 2018, "Technology Adoption in the Apparel Industry: A Case Study on Bangladesh Perspective." European Journal of Business and Management, 10(23), 77-86.

[14].  Kothari, C., 2004, Research Methodology, Methods and Techniques. New Delhi: New Age International Publishers.

[15].  Yamane, T., 1967, "Statistics: An Introductory Analysis." Harper & Row.

[16].  Drost, E. A., 2011, Validity and Reliability in Social Science Research. Education Research and Perspectives, Vol.38, No.1, pp 105-121.

[17].  Sekaran, U., & Bougie, R., 2016, "Research Methods for Business: A Skill Building Approach." John Wiley & Sons.

[18].  Miles, M. B., et al. 2013, "Qualitative Data Analysis: A Methods Sourcebook." Sage Publications.

[19].  Rahman, M. A., & Islam, M. N., 2018, "Optimization of Resources Utilization in Apparel Industry: A Case.

Abstract:

This paper examines the seminar and training experience in China focused on wildlife conservation, management, and CITES implementation in Africa. In a bid to enhance multilateral aid for wildlife conservation, the Chinese Government extended its support to Zambia, a developing country, through a knowledge exchange initiative. This program is part of China’s broader strategy to invite African nations for capacity-building sessions, aiming to improve wildlife conservation strategies across the continent. In 2019, Zambia was one of seven African countries selected to participate in a three-week seminar on CITES implementation and wildlife conservation, held in Hangzhou City, Zhejiang Province. Sponsored by the Ministry of Commerce of the People’s Republic of China, the seminar provided valuable insights and practical knowledge that are critical for advancing wildlife conservation efforts in Zambia and other participating nations. This study highlights the importance of such international collaborations and their impact on enhancing conservation practices in developing countries.

References:

Abstract:

All over the world, businesses experience stormy and changeable business environments which influence the success or otherwise of the business. The financial industry – banking especially, is not an exception to this theory as the world has become a global village, with activities from one country becoming a threat to businesses in other countries. It is therefore imperative for organizations to employ various strategies to enable them compete and survive in turbulent environments. There are several facets of an organization which facilitate its attainment of corporate value. Of utmost importance is the definition of strategic priorities which must be in place for an organization to achieve its objectives. For this study, in terms of understanding the extent to which an organization’s Strategic Priorities can affect its Corporate Value, the chosen organization’s strategic priorities of Technological Innovation, Level of Productivity, Service Delivery, Wealth Maximization and Market Efficiency were all examined to determine the degree to which they affect corporate value. The study adopted a convergent parallel design approach to enable the extraction and analysis of quantitative and qualitative data. Due to its composite attributes of perfectly combining the characteristics of cluster sampling with stratified sampling elements, the multi-stage sampling technique was adopted. Following a robust analysis, the conclusion was that an organization’s strategic priorities jointly and significantly influence its corporate value. Multiple regression results reveal an F-value of 88.77; p<0.05 thus demonstrating statistical significance between the combined strategic priorities and the firm’s corporate value, with Wealth Management very significant (β=.28; p<.05).

References:

[1].    George, G., & Schillebeeckx, S. J., 2022, Digital Transformation, Sustainability, and Purpose in the Multinational Enterprise. Journal of World Business, 57(3), 101326.

[2].    Balarezo, J., & Nielsen, B. B., 2017, Scenario Planning as Organizational Intervention: An Integrative Framework and Future Research Directions. Review of International Business and Strategy, 27(1), 2-52.

[3].   Child, J., 1972, Organizational Structure, Environment and Performance: The Role of Strategic Choice. Sociology, 6(1), 1-22.

[4].   Keohane, R. O., 2000, Strategic Choice and International Relations. Journal of Economic Literature, 38(3), 641-643.

[5].   Rohof, J. W., 2013, Strategic Choice Theory in Purchasing (Bachelor's Thesis, University of Twente).

[6].   Teece, D. J., Pisano, G., & Shuen, A., 1997, Dynamic Capabilities and Strategic Management”. Strategic Management Journal, 18(7), 509–533.

[7].   Teece, D. J., Pisano, G., & Shuen, A., 2005, Dynamic Capabilities and Strategic Management. Knowledge Management: Critical Perspectives on Business and Management, 2(7), 234.

[8].   Laaksonen, O., & Peltoniemi, M., 2018, The Essence of Dynamic Capabilities and their Measurement. International Journal of Management Reviews, 20(2), 184-205.

[9].   Barney, J. B., 2001, Is the Resource-Based “View” a Useful Perspective for Strategic Management Research? Yes. Academy of Management Review, 26(1), 41-56.

[10].  Khairuddin, H. M., 2005, Strategic Management. Singapore: Thomson Learning.

[11].  Gathungu, J. M., & Ndungi, E. N., 2016, Corporate Entrepreneurship, Strategic Management, External Environment and Performance of Insurance Companies in Nairobi, Kenya. Journal of Business Management, 4(11), 10-25.

[12].  Khairuddin, S., Qureshi, Z. H., Wahid, R. A., Tehseen, S., Pathan, Z. H., & Khan, M. R. K., 2019, A Conceptual Study on Contingent Impact of External Integration on Innovation SME Business Success Relationship. International Journal of Financial Research, 10(5), 370.

[13].  Korherr, P., Kanbach, D. K., Kraus, S., & Jones, P., 2023, The Role of Management in Fostering Analytics: The Shift from Intuition to Analytics-Based Decision-Making. Journal of Decision Systems, 32(3), 600-616.

[14].  Mtengwa, E., & Muchenje, C., 2023, Reputation Management: A Cog for Nurturing Trust and Building Entrepreneurial Success. in Sustainable Marketing, Branding, and Reputation Management: Strategies for a Greener Future (pp. 212-237). IGI Global.

[15].  Verbeeten, F. H., & Boons, A. N., 2009, Strategic Priorities, Performance Measures and Performance: An Empirical Analysis in Dutch Firms. European Management Journal, 27(2), 113-128.

[16].  Hudiwinarsih, G., 2020, The Importance of Corporate Social Responsibility in Improving Corporate Value: Case Study of Public Companies in Indonesia. International Journal of Finance & Banking Studies, (2147-4486), 9(3), 121-130.

[17].  Collins, J. C., & Porras, J. I., 2008, CMR Classics: Organizational Vision and Visionary Organizations. California Management Review, 50(2), 117-137.

[18].  Barrett, R., 2013, The Values-Driven Organization: Unleashing Human Potential for Performance and Profit. Routledge.

[19].  Baird, K., Su, S., & Munir, R., 2023, The Mediating Role of Levers of Controls on the Association Between Sustainable Leadership and Organisational Resilience. Journal of Management Control, 34(2), 167-200.

[20].  Soares Piccoli, M., Diehl, C. A., & Nascimento, A. J. D., 2023, The Effect of the Belief System on a Temporary Construction Business Consortium. European Business Review, 35(3), 426-443.

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[22].  Karman, A., 2020, Understanding Sustainable Human Resource Management–Organizational Value Linkages: The Strength of the SHRM System. Human Systems Management, 39(1), 51-68.

[23].  Nguyet, L. A., 2023, Rankings Entrepreneurship: Exploring Times Higher Education’s Rhetorical Strategies to Legitimize its Impact Rankings (2018-2023).

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Abstract:

The aim of the study was to investigate the major causes of organizational conflict in the Zambian Civil Service (ZCS) with the Ministry of Health Headquarters in Zambia as the case study. The paper analyzes the causes of conflict in order to address inefficiencies and ineffectiveness because if not addressed conflict can lead to low productivity, thereby affecting service delivery. The research will add to the existing knowledge on identifying the causes of conflict in organizations. The convenience sample of one hundred was selected from officers in senior supervisor, supervisor and below supervisor positions.  However, to determine the causes, the research only continued with ninety-two respondents as eight of them indicated that they were not aware of conflict in the organization. The Statistical Package for Social Sciences (SPSS) was used for data analysis. The findings indicated that the major cause of conflict was poor communication. The other causes were role ambiguity, difference in values, poor motivation, lack of recognition, unfair treatment, lack of consultation and lack of respect. This paper recommends that responsible officers should proactively identify conflict and address it before productivity is negatively affected.

References:

[1].   Campbell, J., 2002, Organizations and the Business Environment. Oxford Amsterdam Boston, New York.

[2].   Khan, J., Hussain, K., & Iqbal, Y., 2016, Causes, Effects and Remedies. The South Eastern Asian Journal of Management, 10 (2), 152 – 172, https//www.researchgate.net/publication

[3].   Isa, A., 2015, Conflicts in Organizations: Causes and Consequences, Journal of Educational Policy and Entrepreneurial Research, 2 (11), 54 – 59, www.ztjournals.com

[4].   Judge, R., 2009, Organizational Behaviour, Pearson Education Ltd, London.

[5].   Agwu, M., 2013, Conflict Management and Employees Performance in Julius Berger Nigeria PLC, Journal of Human Resource Management and Labour Studies, 1 (1), 34 – 45.

[6].   Conrad, C., and Poole, M., 2011, Strategic Organizational Communication in a Global Economy. 7^th Edition, Wiley Blackwell.

[7].   Robbins, S., and Judge, T., 2017, Organizational Behavior, 17^th Edition, Pearson Education International, New York.

[8].   Balasubramanian, S., & Bhardwaj, P., 2004, When Not, All Conflict is Bad: Manufacturing Marketing Conflict and Strategic Incentive Design. Management Science, 50(4), 489- 502.

[9].   Ballui, E., and Dermaku, A., 2021, View on Conflict Related to the Causes of Conflict and the Management Strategies. Journal, 2 (1), 18-22.

[10].  Garrety, K., & Badham, R., 2000, The Politics of Socio-Technical Intervention: An Interactionist View. Technology Analysis & Strategic Management, 12 (1), 103-118.

[11].  Leung, Y., 2009, Conflict Management and Educational Intelligence, Southern Cross University, Lismor.

[12].  Brookins, M., and Media, D., 2008, The Business Review, Workplace Conflicts Not Inevitable, California, W. Bruce Newman.

[13].  Richard, M., and Norman, D., 1986, Strategy for Changing Management Style, Addison Wesley Publishing Company.

[14].  Heinz, W., 1991, Managing Innovation, Control and Chaos, Harper and Brothers Publishing Company, New York.

[15].  Koontz, H., 1988, Management, McGraw International, New York.

[16].  Cole, G., 2005. Personnel and Human Resource Management, 5^th Edition, TJ International, Padstow Cornwall, London.

[17].  Mintzbeg, H., 1986, The Nature of Managerial Work, Harper and Row, New York.

[18].  Hotepo, O., Asokere, A., Abdul-Azeez, I., and Ajemunigbohur, S., 2010, Empirical Study of the Effects of Conflict on Organizational Performance in Nigeria, Business and Economics Journal, BEJ 15, https://astonjournals.com/bej

[19].  Pavet, C., 1984, Evaluation of the Impact of Feedback on Performance of Organizations, Brentwood Printing Press.

[20].  Duke, C., 1999, Organizational Conflicts Affecting Technology Commercialization from Non-Profit Laboratories, J. Prod. Brand Manage, 4 (5), 5 – 15.

[21].  Cole, G., 1995, Organizational Behavior: Theory and Practice. 3^rd Edition, Thompson Learning, London.

[22].  Spaho, K., 2013, Organizational Communication and Conflict Management, 18 (1), 103 – 118, k.spaho@bin.net.ba.

[23].  Ongori, H., 2008, Organizational Conflict and its Effects on Organizational Performance. Research Journal of Business Management, 2 (1), 16 – 24

[24].  Valdes, E., 2022, Workplace Conflicts: Causes ad Interventions, University of Maine Presque Isle.

[25].  Salamom, M., 2000, Industrial Relations: Theory and Practice, Ashford Colour Press Ltd, Great Britain.

[26].  Gibson, J., 2012, Organizations: Behaviour, Structure and Processes, 14^th Edition. McGraw Hill Inc.

Abstract:

The purpose of the study was to investigate the effects of organizational conflict in the Zambian Civil Service (ZCS) using Ministry of Health Headquarters in Zambia as a case study. The paper analyzes the effects of conflict in order to address them and ensure that there is improved performance in the organization. The research will add to the existing knowledge in identifying the effects of conflict in organizations so that necessary measures are put in place to address them. The sample of one hundred was selected from officers in senior supervisor, supervisor and below supervisor positions using purposive and simple random sampling method. However, eight respondents could not proceed with the study as they indicated that they were not aware of conflict in the organization, hence only ninety-two participated in the study. Data analysis was done using Statistical Package for Social Sciences (SPSS). The study revealed that the most common effect of conflict in the organization was reduced work productivity. Other effects were reduced morale, low collaboration, increased stress, poor quality of work produced, excessive turn over, absenteeism and increased cost to the institution.

References:

Abstract:

The trade opening constitutes, at the meantime, great opportunities and enormous challenges for home enterprises. When enterprises of countries concerned are not sufficiently prepared, local populations are more attracted by products from foreign enterprises that easily supply the local market with goods and services in quantity and sometimes in quality and in affordable prices an environment that can easily asphyxiate local enterprises. The enterprises of the North-Kivu province, in D.R.C., seem to run this risk due to the effectiveness of agreements of the African Continental Free Trade Area (ACFTA). This province comprises enterprises, of which more than 79 percent are commercial, a fact which is not economically good since these are brokers of foreign enterprises which do not directly afford to reach the Congolese market. In fact, Congolese enterprises are protected by an environmental discomfort that prevents the foreign enterprises to reach, with serenity, the Congolese market. This constitutes an ephemeral advantage because the effectiveness of these agreements should provide all enterprises with the same privileges. In such a situation, the Congolese business, to update its competitiveness in free trade, must sharpen its competitive strategies. Henceforth, the government must establish responsible and coercive measures and mechanisms that can promote production and innovation enterprises, or R.D.C. risks to serve as a market for other countries, members of the agreement, and have its national business asphyxiated.

References:

Abstract:

This paper examines the role of human resource culture in operations management and its direct impact on returns on investments, efficiency, and effectiveness in Guyana’s corporate environment. Corporate culture, defined as the shared values and norms within an organization, influences employee attitudes and behaviors, while profitability involves offering the right product or service at the right place and time for the right price. The literature confirms that these concepts are interlinked and beneficial for many organizations. The review found that exploiting human resource culture can significantly enhance growth and expansion potential. In Guyana, profitability and organizational success have not reached their full potential. In such an environment, human resource management is crucial, and culture serves as a vital operations management tool. Human Resource Culture encompasses shared values, beliefs, attitudes, and behaviors, defining an organization operation and how employees interact. This includes mission, goals, work environment, communication styles, leadership practices, and employee expectations. A business environment includes internal factors like employees, culture, and management, and external factors such as customers, suppliers and competitors. The corporate environment refers to a corporation's internal culture, structure, and operations. Organizational culture influences decision-making, activity prioritization, and accountability, aligning with the business vision and mission. This study examines the direct relationship between corporate culture and business growth and performance, and the impact of culture fusion on employee performance and satisfaction in Guyana.

References:

[1].   Ahmad, S., 2020, The Corporate Culture and Employees’ Performance: An Overview. Journal of Management and Science, 10(3), 1–6. https://doi.org/10.26524/jms.3.1

[2].   LaBennett, O., 2024, Global Guyana: Shaping Race, Gender, and Environment in the Caribbean and beyond. New York University Press.

[3].   Graham, J. R., Grennan, J., Harvey, C. R., & Rajgopal, S., 2022, Corporate Culture: Evidence from the Field. Journal of Financial Economics, 146(2), 552–593. https://doi.org/10.1016/j.jfineco.2022.07.008

[4].   Moore, C., Detert, J. R., Klebe treviño, L., Baker, V. L., & Mayer, D. M., 2012, Why Employees do Bad Things: Moral Disengagement and Unethical Organizational Behavior. Personnel Psychology, 65(1), 1–48. https://doi.org/10.1111/j.1744-6570.2011.01237.x

[5].   Zhang, Y., & Albrecht, C., 2010, The Role of Cultural Values on a firm’s Strategic Human Resource Management Development: A Comparative Case Study of Spanish Firms in China. The International Journal of Human Resource Management, 21(11), 1911–1930. https://doi.org/10.1080/09585192.2010.505092

[6].   Wang, Y., Farag, H., & Ahmad, W., 2021, Corporate Culture and Innovation: A Tale from an Emerging Market. British Journal of Management, 32(4), 1121–1140. https://doi.org/10.1111/1467-8551.12478

[7].   Stojanović, E. T., Vlahović, M., Nikolić, M., Mitić, S., & Jovanović, Z., 2020, The Relationship between Organizational Culture and Public Relations in Business Organizations. Journal of Business Economics and Management, 21(6), 1628–1645. https://doi.org/10.3846/jbem.2020.13377

[8].   Samsir, A., & Muis, A., 2023, The Effect of Transformational Leadership and Organizational Culture Through Job Satisfaction and Work Motivation on Employee Performance. International Journal of Educational Administration, Management, and Leadership, 45–56. https://doi.org/10.51629/ijeamal.v4i1.120

[9].   Lynch-Fannon, I., 2004, Employees as Corporate Stakeholders: Theory and Reality in a Transatlantic Context. Journal of Corporate Law Studies, 4(1), 155–186. https://doi.org/10.1080/14735970.2004.11419917

[10].  Podgorodnichenko, N., Akmal, A., Edgar, F., & Everett, A. M., 2020, Sustainable HRM: toward Addressing Diverse Employee Roles. Employee Relations: The International Journal, 44(3), 576–608. https://doi.org/10.1108/er-01-2019-0016

[11].  Leavy, B., 2012, Collaborative Innovation as the New Imperative – Design Thinking, Value Co‐Creation and the Power of “Pull.” Strategy & Leadership, 40(2), 25–34. https://doi.org/10.1108/10878571211209323

[12].  Kar, S., Yadav, M., & Panda, T. K., 2023, Inclusive Organizational Behaviour – The Dynamic Rules of Building New Workplaces. VINE Journal of Information and Knowledge Management Systems. https://doi.org/10.1108/vjikms-05-2022-0155

[13].  Whitzman, C., 2016, ‘Culture Eats Strategy for Breakfast’: The Powers and Limitations of Urban Design Education. Journal of Urban Design, 21(5), 574–576. https://doi.org/10.1080/13574809.2016.1220157

[14].  Kolarić, B., 2022, The Role of Development of High-Performance Teams in Modern Organizational Structures. Ekonomski Izazovi, 11(22), 35–48. https://doi.org/10.5937/ekoizazov2221035k

[15].  Farrell, M., 2018, Leadership Reflections: Organizational Culture. Journal of Library Administration, 58(8), 861–872. https://doi.org/10.1080/01930826.2018.1516949

[16].  Denton, D. K., & Richardson, P., 1997, A Unifying Approach to Management. Management Decision, 35(5), 398–403. https://doi.org/10.1108/00251749710173779

[17].  Prandelli, E., Verona, G., & Raccagni, D., 2006, Diffusion of Web-Based Product Innovation. California Management Review, 48(4), 109–135. https://doi.org/10.2307/41166363

[18].  Oh, J., & Kim, M., 2021, A Conditional Process Model Linking High-Performance Work Systems, Collective Turnover, Collectivist Culture and Organizational Performance. Employee Relations: The International Journal, 44(2), 511–530. https://doi.org/10.1108/er-12-2020-0550

[19].  Stevenson, T. H., & Plath, D. A., 2002, Marketing Financial Services to the African-American Consumer: A Comparative Analysis of Investment Portfolio Composition. California Management Review, 44(4), 39–64. https://doi.org/10.2307/41166142

[20].  Small, R. A., & Witz, M., 2017, Skills for Green Jobs Study, Guyana. ILO.

Abstract:

The competitiveness of a company is a crucial element for its survival. However, this competitiveness has not always been sufficiently researched. Many authors focus on the competitiveness of sectors, territories, and nations, while neglecting that of the company, which is the primary economic agent driving development. This article proposes a simple formula to calculate a company's competitiveness within an industry. This formula, constructed based on current economic literature on company competitiveness, will facilitate decision-making in professional and entrepreneurial settings.

References: