SACM - United Kingdom
Permanent URI for this collectionhttps://drepo.sdl.edu.sa/handle/20.500.14154/9667
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Item Restricted The Strategic Human Resource Management (SHRM) alignment with the Kingdom of Saudi Arabia (KSA) Universities’ vision(Newcastle University, 2022-09-15) Alenezi, Tahani; Haist, JoshuaSeveral studies have identified that employees’ performance correlates with the strategies of their human resource management. The Chartered Institute of Personnel and Development (CIPD) and the Institutes of Education Study (IES) have critically discussed this, yet the practical alignment of performance and strategic human resource management (SHRM) is lacking, particularly in Asian and Middle East countries like the Kingdom of Saudi Arabia. This study is based on the aim of aligning SHRM practice within the higher education institutions of Saudi Arabia. This study explores relevant literature and draws on primary data from the online platforms of multiple universities. The current study uses a quantitative and qualitative approach that was conducted thematically by using an online questionnaire to collect data from different Saudi universities. The questionnaire primarily comprised closed questions; however, to gain deeper insights, certain questions were kept open. Quantitative variables were statistically analysed, and qualitative textual answers were analysed thematically. The sample size of 170 individuals validated the research reliability and identified key areas needed to realign strategy as the response for most variables was moderate. The results indicated that higher education managers and lecturers are aware of the significance of sustainable SHRM measures, but they cannot balance work and family life. Furthermore, working is not done in teams as communication is poor, and, most importantly, training is not regular. Therefore, the extent of alignment is moderate, and realignment is necessary using the implementation plan provided in this research.34 0Item Restricted An alternative strategy for SABIC to contribute to Saudi Vision 2030(Saudi Digital Library, 2023-11-14) Bin Salmah, Nahar Khalid; Samaras, VasileiosSaudi Arabia has announced its Vision 2030 plan, which consists of more than 90 strategic goals that encompass huge changes across nearly all sectors. These changes will target areas including regulations, giga-projects, new sectors and financial improvements. As a major company, Saudi Arabia’s Basic Industries Corporation (SABIC) has been contributing to Vision 2030 by supporting small and medium businesses and by establishing a number of initiatives in service of its corporate social responsibility. SABIC’s contributions to Saudi Vision 2030 could be greater or lesser depending on how many Vision goals the company chooses to target. Accordingly, this document has sought to develop an alternative strategy for SABIC to contribute to Saudi Vision 2030. In order to develop the new strategy, the literature assessed Saudi Vision 2030 and SABIC to understand the Vision’s goals alongside SABIC’s capabilities. Next, we described the methodology – comprising the four strategic tools of PESTEL analysis, Porter’s five forces, SWOT analysis, and prioritisation matrix – that would be used to analyse the macro-environment, the industrial environment and SABIC as a company to identify possible threats and opportunities, as well as prioritising the Vision goals to help identify goals for SABIC’s new strategy considering its core businesses, experiences, strengths and weakness. The alternative strategy comprises 21 prioritised goals that the company can target considering the opportunities and threats from the macro-environment, the industrial environment, and the company’s situation, as well as 14 recommendations for achieving these 21 prioritised goals.28 0