The Indispensability of Managing Organizational Human Resources Judiciously

Some Observations and Advice for Kurdistan Region of Iraq

Authors

DOI:

https://doi.org/10.25079/ukhjss.v2n1y2018.pp15-16

Keywords:

Kurdistan organisations, People development, Recruitment, Strategic human resource management

Abstract

Companies all over the globe have different business strategies. Some place a lot of emphasis on generating revenue.  To them the top line in the financial statement is the most important. Market shares equal success. Other companies are more concerned with the end results. To these, the bottom line in the financial statement is the most important thing because that represents the total effort of the company.

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Author Biography

  • George O. Tasie, Department of Business and Management, Kurdistan Business School, University of Kurdistan Hewler, Erbil, Kurdistan Region - F.R. Iraq

    George Tasie obtained his Ph. D degree from the University of Manchester, M. Sc from University of Leicester and M.P.A from University of Liverpool. He has over 25 years of professional experience in academia and consulting in all the continents of the world. He has worked in different Universities in the UK, Brunei, Kuwait, Malaysia, Nigeria and served as Acting Dean, Associate Dean, Chairs of Management Department, Curriculum Development and Review and taught courses in different areas of Management. His current research interests focus on Global HRM/HRD, Evaluation Strategies, Stress Management, Public Management, Organizational Development, Government versus Business-Society Relationships, Comparative Management, Employee Motivation and Job Satisfaction in Higher Education, and the complexity of Cross-Cultural Management in ever Changing and Competitive World.

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Published

2018-06-07

Issue

Vol. 2 No. 1 (2018): ISSUE TWO

Section

Letters to Editor

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How to Cite

The Indispensability of Managing Organizational Human Resources Judiciously: Some Observations and Advice for Kurdistan Region of Iraq. (2018). UKH Journal of Social Sciences, 2(1), 15-16. https://doi.org/10.25079/ukhjss.v2n1y2018.pp15-16