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Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies

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The aim of this paper knowledge the basic concepts related to attracting competence to highlight its importance for Algerian companies and identify the reality of the Algerian company and its ability to attract the necessary competencies and maintain
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  Research ArticleOpen Access   OMICS InternationalResearch Article Journal of Entrepreneurship & Organization Management      J       o       u        r      n       a        l         o            f          E       n             t         r      e     p       r     e    n    e    u   r   s   h  i p   &   O  r    g   a   n   i      z     a     t        i           o      n         M   a   n    a    g    e      m     e      n    t ISSN: 2169-026X Brahimi et al., J Entrepren Organiz Manag 2017, 6:1DOI: 10.4172/2169-026X.1000213 Volume 6 • Issue 1 • 1000213 J Entrepren Organiz Manag, an open access journal ISSN: 2169-026X *Corresponding author:  Brahimi A, Faculty of Management, University of Tlemcen Larmho Laboratory, Algeria, Tel: 213 778 01 82 33, E-mail: asia_b@yahoo.com. Recieved  January 02, 2017; Accepted  July 20, 2017; Published  July 27, 2017 Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213 Copyright: © 2017 Brahimi A, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the srcinal author and source are credited. Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies Brahimi A 1 *, Aoul WT 1  and Ainous R 2 1 Faculty of Management, University of Tlemcen LARMHO Laboratory, Algeria 2  Faculty of Management, University of Tlemcen, MECAS Laboratory, Algeria Keywords : MRH; Competencies management; Attract and retention competencies; Algerian companies Introduction Te world today is undergoing phase ull o growing and economic challenges. Most o the countries are working to liberalize economy rom all obstacles, whether in the field o trade; investment production and services where interdependence has become closely between the countries in achieving growth, development and perhaps the most important characteristic o the transormations and changes [1].In the twentieth century, the atheist witnessed the evolution o the global management thought; rom looking at the human element as an srcinal labour is at the beginning o the twentieth century to the attention o human minds as a source o knowledge and creativity. Te most important strategic resource gives excellence and leadership.Economic companies now know a multiplicity o unctions and activities. Tese unctions need HR to enjoy efficiency and different skills and variety to do their perormance, in turn, led to a greater need to perorm different roles o the institution, and the need or individuals who can provide or these roles. In addition, it becomes urgent attention in the organization to find ways to the most qualified to understand the roles assigned to them in order to meet the organization has needs and achieve their goals [1].On this basis, the administration o human resources became give great importance to the activity o polarization. So that a way to motivate and cajole the human resources o the labour market to advance and asked to work in the organization [2]. It’s getting this talent alone is not enough because we need to learn how to invest and maintain, their presence itsel does not lead to the desired results unless it is dealt with in ways that managed to employ them as ideal. So it has retained competencies one important to the success o economic enterprise activities, have resorted many institutions to use a variety o means to keep the owners o skills and high capacity [3].Te Algerian institutions because o the recently economic changes, known to the world. Tey have seen the radical change in recent years or their adaptability to the changes in the environment and in particular, the requirements relating to competitiveness and in which human resources represent the highest level o competitive advantage o the changes [4]. Te success and excellence are the result o management and the importance accorded by this human resources system and management dealing with its affairs system, and emphasizes the modern theories in management. Tis resource logic mind instead o saving hand, would allow this superiority without doubt. Economic Corporation Algerian is inception knew many o the transition stages rom sel-management, the Socialist governance, institutional autonomy and finally privatization policy in addition to rehabilitation programs. Where each o these stages had a reflection on how the management o human resources within the organization. We are trying to learn how to conduct the Algerian business organizations human resources across the different stages that you have defined, and numerous attempts to reorm undergone by the Algerian economy, and through the conduct o these organizations system rom human resource management. Because any economic turnaround is supposed to be doing. We coincide with the change in the philosophy and practice o management o human resources in it. alking about the need to modernize the national economy to ace the challenges o globalization should also address the problem o the management human resources in the economic our organizations. Te research goals We are doing research to achieve a number o the main goals listed below: • Attempt amiliarity with the basic concepts related to attracting talent highlighting its importance or the economic institution. • Recognize the reality o the Algerian company and its ability to attract the necessary competencies and maintain. • Find out the ways and means by which they depend Algerian economic enterprise to attract talent and maintain. Abstract The aim of this paper knowledge the basic concepts related to attracting competence to highlight its importance for  Algerian companies and identify the reality of the Algerian company and its ability to attract the necessary competencies and maintain them through An Empirical Study. We nished our article by an empirical study to test our hypotheses. We choose the sample composed of 100 Algerian companies. We used regression in Analyse data by spss V 24.0 software. The alpha Cronbach’s coefcient of the items equal (0.975). According to the results, the variables (the wage system (0.196), the career development (0.246), the institution cultural (0.296) and the institution reputation (0.128)) affecting the maintenance of competencies. In addition, the worker’s competency formation (0.114), training (0.678), motivation (0.313), and climate organization (0.227) have an effect on the maintaining competencies process in Algeria companies.  Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213 Page 2 of 5 Volume 6 • Issue 1 • 1000213 J Entrepren Organiz Manag, an open access journalISSN: 2169-026X Te selected method o answer the problematic study, and prove the validity hypotheses we chose descriptive and analytical methods because it can collect and analyse data and draw conclusions.As or the practical side, and was in addition to the descriptive method using the case study method, through the orm to test hypotheses on the institutions study the place and also based on the direct interview with the tires o these institutions.Our paper structured as ollows. Afer a brie introduction, we present a literature review about the Algerian institution and their roles to attract the competencies. Te second section concerns the conceptual ramework o the study where we ound the conceptual model with the theoretical discussion. Finally, we finished our research with an empirical study to confirm our model and our hypothesis. Literature Review  Since independence or Algeria is seeking to achieve the goal o growth and development during the developmental schemes Sponsored in the end sixties century to the early eighties as part o the first quartet planned (1970–1973) quadruple the second scheme (1980–1984) [4]. Te most important result o these development programs is the case o the fiscal deficit and inefficiency suffered by most Algerian institutions with administrative and management ollowed the pattern. Bodies are commandments were interering in most o the decisions taken. Tis program were not based on rational oundations o a credible and in the search, or efficiency has applied Algeria was the other political independence o public institutions ollowed afer that industrial restructuring and finally privatization [4].Afer all the reorms and development programs adopted by Algerian institutions. Algerian economy can raise the level o perormance through raising the level o its resources to humanity. Especially, the owners o efficiency within the organization to attract competence that you need rom outside the institution, and the other stage is to be the organization’s conduct with this efficiency by providing all the means to preserve them [5]. From the above we can ormulate our research problematic as ollows:What are the ways and methods utilized by the Algerian economic enterprise to attract competencies and maintain them?Fall o the problematic, the group o sub-questions are:Does the Algerian economic enterprise depend on the wage system and career development to attract qualified human resources?Do you contribute to the culture o the institution and the reputation o the institution in attracting skilled workorce needed by the Algerian economic enterprise? Conceptual Framework of Research Hypotheses In order to address the dilemma posed the ollowing Hypotheses: • Considered the wage system, career development, enterprise culture, the reputation o the institution roads on which they depend Algerian economic companies to attract talent. • Formation and motivation are one o the means by which they depend Algerian economic enterprise to maintain competencies. Te reasons for choice of subject Its several justifications or choosing this topic: • Personal reasons are the nature o scientific discipline that I teach, in addition, desire to provide access to the most important ways and means used by the Algerian organization to attract talent and conservation. As well as tendencies search, the topics related to the efficiency development and the human element skill. • Causes o objectivity regarding the importance o the Algerian Foundation provides the necessary competencies and which has become a competitive advantage. Importance of the study  Tis research studies the element human importance o in business organizations, being considered a component basis in the success or ailure institution; whatever possessed the latter o technology and money and was its human resources are not qualified or is unable or unwilling to act. It inevitably goes to the ailure and then disappearing.In addition, it draws this Find importance o the period covered in the Algerian economy. Which is characterized by openness to globalization, and thereore Efficiency working to create value or the organization and pave the way or an institution capable o competing in a changing economic environment? Te economic institutions based on the national economy structure. However, the conduct o the process has not lived up to the required level, since independence and to this day, these institutions knew many conventions in the search or efficiency. It is interesting Algerian institutions attracting talent and maintains regarded as an investment in their greatest resource and human capital to keep pace with changes economic developments [6-9]. Conceptual model Te above presentation, allow us to propose the ollowing theoretical model (Figure 1).     Salar    Re utation   Culture   Career    Attraction   competencies   Hypothesis 1 Hypothesis 2 Formation   C- Or anism   Motivation   Trainin   Retention   competencies   Source: Elaborated by authors. Figure 1:  Conceptual model.  Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213 Page 3 of 5 Volume 6 • Issue 1 • 1000213 J Entrepren Organiz Manag, an open access journalISSN: 2169-026X Te Research Methodology  Sample We preerred the choice o sample study in a manner not random, where we have distributed the questionnaire to the 122 companies; we got 102 o which his questionnaire afer we have examined the exclusion o two questionnaires or the validity o the analysis. Tereore, the sample study consists 100 companies operating in the same the Economic and Social Council. It has been tested and this group o institutions in the ollowing Cities: lemcen, Algiers, Sidi Bel Abbes, Oran, Seti, Ain emouchent Province, Bordj Bou Arreridj Province, Mostaganem Province, Batna. From both the public and the private sector, and had tried to ocus on the major institutions in  various activities (able 1). Questionnaire validity  We verification the questionnaire flat through the method coefficient o thousand Alpha Cronbach’s to measure the overall stability o the questionnaire. Te table below shows the results o the Alpha Cronbach’s test:Trough the result o the table note that a parameter value Alpha Cronbach’s had ar exceeded (0.7), which indicates that, the items o the questionnaire have a high stability. Te value o the parameter alpha test or all items is (0.975) that all expressions o the study measures have the credibility and stability o high standard (able 2). est hypotheses We use the SPSS v 24 as a tool to prove or reject hypotheses Study. Te first hypothesis : Remuneration, the career development, the culture and the reputation are the ways-Algerian institution to attract competencies.Te results o the first hypothesis were as ollows:Te variance analysis ANOVA (able 3).Notes rom the table above sig mutual influence between the remuneration system, career development, enterprise culture, the reputation and the polarization o the competencies, because the  value (P) was a sig (0.000). It’s smallest o the sig level (0.05) and thus the first hypothesis: Te wage system, the career development, the culture and the reputation are the ways-Algerian institution to attract competencies, confirmed. ransactions multiple regression: Te regression equation o the impact o the pressure o time to conclude the linear relationship as ollow (able 4):Y=1.240+0.196X1+0.296X2+0.128X3+0.246X4In the light o the above, all the variables affecting the maintenance o competencies; as noted rom able 2 that the value o the impact o the wage system in the process o attracting the competencies o equal (0.196). It is largest o the sig value estimated (0.15) and the values o P and  sig. We also note that the career development is also having an impact on the process o attracting competencies, as equal (0.296), which is the largest o the sig value estimated (0.15) and the values o P and  sig (able 4). For operands or the institution cultural having an impact on the process o attracting competencies, as equal (0.128); the  values o P and  are sig, the level o estimated sig respectively (0.05) and (1.96). In addition, the institution reputation is also having an impact on the process o attracting competencies, as equal (0.246); the  values o P and  are sig, the level o estimated sig respectively (0.05) and (1.96).All these results confirm the validity o the premise that the wage system, the career development, culture and the reputation o the means which the Algerian institution to attract competencies.Specifically laboratories (R-square) (able 5).Te table shows above the correlation coefficient between the  variables estimated (0.859) representing the proportion (85.9%) o the interrogators identified by specific laboratories. Te second hypothesis : Which consider training tools o incentives one o the means depend on the Algerian Institution to maintain competencies.Te results o the second hypothesis were as ollows:Te variance analysis ANOVA (able 6).Notes rom the above table sig mutual influence between the Formation and motivation the preservation o the competencies, because the value (P) was equal (0.000); that is smallest o the significant level (0.05) and thus the second hypothesis: Formation, raining, motivation, climate organization are the means which the Algerian Institution to maintain competencies,   confirmed.ransactions multiple regression (able 7). Personal variablesOccurrences SexMan86Woman14 Scientic qualication Secondary or less10 Certicate BAC 3He holds a Bachelor60Post-graduate studies27The propertyPublic Institution 59  A special institution41Mixed Institution0FunctionDirector General37 An Executive Director31The Director of the human resources32The institution’s experience inthe area of activity Less than 5 years 9 From 5 to 10 years 18 From 10 to 15 years 19 15 and over54 The number of workers in theEnterprise Less than 25053 More than 24947 Source: Prepared by researchers using SPSS v 24 (n=100). Table 1: General statements on the institutions to target. The number of wordsAlpha Cronbach’s 103 0.975 Source: Prepared by researchers using SPSS v 24 (n=100). Table 2:  Alpha test for all items. Sum of squares 15.9455.688 21.633 Degree of Freedom 496100 Sum of squares 3.8960.06- F Test 66.583 -- Signicant Level 0-- Source: Prepared by researchers using SPSS v 24 (n=100). Table 3: The variance analysis ANOVA.  Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213 Page 4 of 5 Volume 6 • Issue 1 • 1000213 J Entrepren Organiz Manag, an open access journalISSN: 2169-026X Te agenda o the regression transactions o the impact o the pressure o time to conclude the linear relationship:Y=0.114X1+0.678X2+0313X3+0.227X4-1.014.In the light o the above; the actors affecting the process o maintaining competencies in the Algerian institution; as noted rom the table that the value o the ormation o competencies effect the maintaining the competencies, estimated equal (0.114) and the values o P and t sig. Also, note that the value o the training competencies effect the maintaining the competencies, as equal (0.678), which is the largest o the sig value estimated (0.15) and the values o P and t sig.). In addition, the Motivation is also having an impact on the process o maintaining competencies, as equal (0.313); the values o P and  are sig, the level o estimated sig respectively (0.05) and (1.96). In addition, the climate organization have an impact on the maintain competencies estimated (0.227) the values o P and  are sig, the level o estimated sig respectively (0.05) and (1.96). All these indications to accept the premise that the ormation, training, motivation and Climate Organization o the means which the Algerian Institution to maintain competencies. Specifically laboratories  (R-square): Te table shows above the correlation coefficient between the variables estimated (0.877) representing the proportion (87.7%) o the interrogators identified by specific laboratories (able 8).We have tried in this study to drop the theoretical on the practical, through the examination o the reality o the institution o the Algerian economy, and to identiy ways and means o action to attract the competencies and maintain.Te beginning o the steps applied study so that included the identification o the approach taken and o the descriptive approach analytical work that allows data collection, analysis and interpretation; as well as to rely on a case study approach, where the questionnaire design as an essential tool or applied study.It tackled the study sample, methods o statistical analysis) program spss (rely mainly on actor analysis to test the Instrument; as well as to the variance analysis and testing o the regression model to discuss data and to test the validity o the hypotheses or denied.In the light results reached the ramework o this study and our ollowing perceptions; Te Algerian enterprises to adopt policies or the development o a new route beyond the traditional understanding o the development o the route to upgrade the transer across the career degrees and human efficiency or the career track is a part o the work climate institution. it is necessary to realize the Algerian institutions the importance o career development as an effective strategy to attract human efficiency. Te career develops competency precedence among concern o the Supreme departments and institutions under the criteria or measuring the development process. Te Algerian enterprises to improve the working environment, competencies are members o distinct and seek to achieve themselves under the comortable work conditions, the stable work climate, allow them to creativity and participation in public opinion. I you do not find these competencies in its endeavour o the institution that certainly lapped it would search or another place. Te attention o direct officials and the wishes o workers identiy their needs and work to achieve the provision. o give human efficiency more powers to make important decisions, to assume its responsibility, and to encourage them to generate new ideas and put it into effect. References 1. Angus M (2003) Principal instructional management and its relation to teachers  job satisfaction. Dissertations International, pp: 3758. 2. Vilar P, Pablo S (2013) Relationships between the ‘Hard’ Variables of Human Resource Management and Job Satisfaction. International Journal of Business  and Social Science 4: 70-75. 3. Chan JFQ (2016) The study of Managerial Competencies and the Turnover  Intention in hotel industry in Guatemala. HypothesesThe Independent variableThe Dependent variableSig. level  Coefcients Hypotheses results 1The wage systemThe polarization of the competencies0.0000.196 Conrmed 2The career developmentThe polarization of the competencies0.0020.246 Conrmed 3The enterprise cultureThe polarization of the competencies0.0010.296 Conrmed 4The reputation of the enterpriseThe polarization of the competencies0.0060.128 Conrmed Source: Prepared by researchers using SPSS v 24 (n=100). Table 4: Results of sig test transactions multiple regression. Coefcients R 0.859 R-Square 0.737 R-Square adjusted 0.726 Standard error of estimate 0.245 Source: Prepared by researchers using SPSS v 24 (n=100) Table 5:  Specically laboratories and specically ratios. Sum of squares 26.3647.91434.278 Degree of Freedom 4 95 99 Sum of squares 6.591 0.083- F Test 79.117-- Signicant Level 0-- Source: Prepared by researchers using SPSS v 24 (n=100). Table 6: The variance analysis ANOVA. HypothesesThe IndependentvariableThe Dependent variableSig. level Coefcients Hypotheses results 1FormationMaintain competencies0.010.114 Conrmed 2TrainingMaintain competencies00.678 Conrmed 3MotivationMaintain competencies00.313 Conrmed 4Climate OrganizationMaintain competencies00.227 Conrmed Source: Prepared by researchers using SPSS v 24 (n=100). Table 7: Results of sig test transactions multiple regression. Coefcients R 0.877 R-Square 0.769 R-Square adjusted 0.759 Standard error of estimat e 0.289 Source:  Prepared by researchers using SPSS v 24 (n=100). Table 8: Specically laboratories and specically ratios.  Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213 Page 5 of 5 Volume 6 • Issue 1 • 1000213 J Entrepren Organiz Manag, an open access journalISSN: 2169-026X 4. Bouhafs AK (2010) Strategic training of the development of human resources the Ofce of University Publications, Algeria, pp: 37.5. Medhat MA (2009) Human re6source development. Global Links for the publication and distribution, Cairo, Egypt, (1st edn.), pp: 127.6.  Al-Azzawi N (2009) Managing the quality of training, and the requirements of international standard Dar Yazouri. Scientic Publishing and Distribution, pp: 129-130.7. Dunphy D, Turner D and Crawford M (1997) Organizational learning as the creation of corporate competencies. Journal of Management Development 16: 232-244.8. Sun Y, Gergen E, Avila M and Green M (2016) Leadership and Job Satisfaction: Implications for Leaders of Accountants. American Journal of Industrial and Business Management 6: 268.9. Zablah AR, Carlson BD, Donavan DT, Maxham III JG, Brown TJ (2016) A cross-lagged test of the association between customer satisfaction and employee job satisfaction in a relational context. Journal of Applied Psychology 101: 743. OMICS International: Open Access Publication Benefits & Features Unique features: • Increased global visibility of articles through worldwide distribution and indexing• Showcasing recent research output in a timely and updated manner• Special issues on the current trends of scientic research Special features: • 700+ Open Access Journals• 50,000+ Editorial team• Rapid review process• Quality and quick editorial, review and publication processing• Indexing at major indexing services• Sharing Option: Social Networking Enabled• Authors, Reviewers and Editors rewarded with online Scientic Credits• Better discount for your subsequent articlesSubmit your manuscript at: http://www.omicsgroup.org/journals/submission Citation: Brahimi A, Aoul WT, Ainous R (2017) Evaluated Strategies to Increase the Attraction and Retention of Competencies in Algerian Companies. J Entrepren Organiz Manag 6: 213. doi: 10.4172/2169-026X.1000213
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