Exploring the impact of internal marketing practices on the commitment to “green” intellectual capital

Talents play a critical role in achieving organizational strategic goals and a higher level of performance in the healthcare industry. Therefore, the UAE government, which strives to provide world-class healthcare services, encouraged the adoption of talent management strategies and creation of essential capabilities for talent recruitment, development, and retaining. This study explores the talent management strategies, policies, and practices in multiple departments of a public UAE hospital. Moreover, it investigates required skills, competencies, and programs for those departments in the context of Industry 4.0. The study adopted a case study approach and qualitatively surveyed a purposive sample of 13 departmental managers, section heads, and supervisors who are experienced in employee management. The study found that talent management at the studied hospital is undefined and unclear in terms of strategies, policies, and practices. Furthermore, the study highlighted the need for employee encouragement, motivation, and engagement, as well as confirmed the critical role of management and leadership in facilitating talent management in the hospital. Accordingly, a UAE hospital could benefit from this study to develop its talent management policy and strategies that will guide managers in the Industry 4.0 era.

Acknowledgment
The nursing administration, nursing research committee at Tawam hospital and managers who responded to the study survey are acknowledged for the extension of support for the study.

This study analyzes the effect of reducing working time to a 40-hour week standard on employment, using the data of 1,961 publicly traded firms in Korea. The objective of the study is to empirically estimate the economy-wide effect of this working hours reduction on employment in Korea. This paper also attempts to uncover the effect of financial constraints, defined as the degree of accessibility to finance, on employment stability or sustainability. Some economic theories suggest that financial constraints have mixed or conflicting effects on employment. Building on labor and finance literature such as Garmaise (2007), easing financial constraints helps firms to optimally substitute capital for labor, thereby decreasing employment. Likewise, financially constrained firms are limited by the availability of internal funds, and a decrease in the external financing cost will increase firm-level human resource investment, such as employment. Using a longitudinal data on publicly listed companies in Korea, the author examines variations in the timing of implementing the working hours reduction in terms of establishment size to see if the effect of working hours reduction on employment differs with the degree of financial constraints of firms. This paper finds that the economy-wide effect on employment of work-hours reduction is positive, approximately 3.5% increase in employment. The results, however, show that there is no effect of the working hours reduction on employment in less financially constrained firms or larger corporations, whereas a substantial positive effect on employment is in smaller firms or financially constrained firms, supporting the Garmaise’s prediction.

Codification and implementation of human resource strategy are practiced to make a bridge between policies and human resource methods, on the one hand, and strategic goals of the organization, on the other hand. Therefore, the present research was undertaken to develop human resource strategies with an approach to strategic reference point (SRP) in Deputy of Civil Affairs of Isfahan Municipality via a hybrid (qualitative and quantitative) method. The model adopted in this research was based on the integrated model proposed by Bamberger and Meshoulam. In the qualitative part, purposive sampling was used to achieve data saturation, while census method was utilized in the quantitative part. The quantitative data was collected via a descriptive survey approach through two researcher-constructed questionnaires, while qualitative data was collected via interviews. Following the analysis of the obtained data, strategic coordinates of the jobs were determined and appropriate strategic model for each set of the jobs was identified. Research findings showed that paternal strategies are appropriate for management, technical, and specialized jobs, secondary strategies are suitable for administrative jobs, and contractor strategies well fit to servicing jobs. Finally, as components of a framework for achieving organizational goals, strategic goals, human resource strategies, and human resource subsystems (human resource supply, performance evaluation and rewards, employee relations) were developed.