QUALITATIVE ANALYSIS OF BANK DHOFAR SHRM INITIATIVE

Authors

  • Dr. Mythili Kolluru
  • Mr. V.Ch. MadhuSudhana Rao Kondaveeti
  • Mrs. Sana Adbul Rahman Ali Al Balushi

Keywords:

Bank, Employee development, Strategy, Talent management, Talent development, Training and Development, Vision.

Abstract

Talent is a set of personal characteristics that enhance the performance of individuals.This study explores the effectiveness of the talent management program "Al Mawahib" in achieving the vision 2020 of Bank Dhofar. The bank has established its place as Oman's second-largest bank with 73 branches. Bank Dhofar launched a comprehensive strategic transformation plan that comprises various initiatives and projects. Bank Dhofar initiated the "Together 2020" the strategic transformation plan to meet the Vision 2020. The HR then developed a talent management program to support the organization objectives. The study traces the progress of the Al Mawahib talent development program. The study is qualitative research with an in-depth interview method with senior staff members. Content analysis was used to analyze the data from personal interviews. The study reveals that this program targets young and potential leaders. Linkage to the vision statement 2020 of Bank Dhofar is established. This program has trained 170 employees, who will train employees in their branches, which is the uniqueness of this program.

References

Adnan, M.R. and Izzat, karim A.A. (2012). The impact of human resource management practices on corporate performance: Empirical study in Jordanian commercial banks. African Journal of Business Management, 6(41), pp.10591–10595.

Altınöz, M., Çakıroğlu, D. and Çöp, S. (2013). Effects of Talent Management on Organizational Trust: A Field Study.

Procedia - Social and Behavioral Sciences, 99, pp.843–851.

Farndale, E., Pai, A., Sparrow, P. and Scullion, H. (2014). Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business, [online] 49(2), pp.204–214. Available at: https://www.sciencedirect.com/science/article/pii/S1090951613000801 [Accessed 1 Aug. 2019].

Gallardo-Gallardo, E., Nijs, S., Dries, N. and Gallo, P. (2015). Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resource Management Review, 25(3), pp.264–279.

Kolluru, M. (2021). Association between rewards and employee performance: An empirical research on Omani banks.

Corporate Governance and Sustainability Review, 5(1), pp.15–21.

Kronz, E. (2014). Acquiring and developing leaders on a global or multinational scale. Strategic HR Review, 13(6), pp.249–254.

Marmenout, K. and Lirio, P. (2013). Local female talent retention in the Gulf: Emirati women bending with the wind.

The International Journal of Human Resource Management, 25(2), pp.144–166.

McGurk, J. (2011). Learning and Talent Development in Transition: The CIPD learning and Talent Development Survey. FOR - Rivista per la formazione, (86), pp.113–116.

Rawashdeh, A.M. (2018). The impact of green human resource management on organizational environmental performance in Jordanian health service organizations. Management Science Letters, pp.1049–1058.

Sanyal, S. and WamiqueHisam, M. (2018). Impact of Training and Development on the Performance of Employees - A Comparative Study on Select Banks in Sultanate Of Oman. International Journal of Scientific Research and Management, 6(03).

Schuler, R.S., Jackson, S.E. and Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, [online] 46(4), pp.506–516. Available at: https://www.sciencedirect.com/science/article/abs/pii/S1090951610000684.

Sparrow, P.R. and Makram, H. (2015). What is the value of talent management? Building value-driven processes within a talent management architecture. Human Resource Management Review, 25(3), pp.249–263.

Downloads

Published

2021-10-30

How to Cite

Kolluru, D. M. ., Kondaveeti, M. V. M. R. ., & Balushi, M. S. A. R. A. A. . (2021). QUALITATIVE ANALYSIS OF BANK DHOFAR SHRM INITIATIVE. The Journal of Contemporary Issues in Business and Government, 27(5), 2776–2783. Retrieved from https://cibgp.com/au/index.php/1323-6903/article/view/2148

Issue

Vol. 27 No. 5 (2021): The journal of contemporary issues in business and government

Section

Articles

License

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

You are free to:

  1. Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
  2. Adapt — remix, transform, and build upon the material for any purpose, even commercially.
  3. The licensor cannot revoke these freedoms as long as you follow the license terms.

Under the following terms:

  1. Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
  2. No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.

Notices:

You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .

No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.