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Simple Triage and Rapid Treatment (START) is a unique triage system used by prehospital providers during disasters to quickly categorize and prioritize patient care according to severity. This study aims at evaluating knowledge about the START triage system among field emergency medical service (EMS) personnel working at the Saudi Red Crescent Authority (SRCA) in the stations of the city of Riyadh.

This is a cross-sectional study that examined data collected from August 2019 to January 2020. The statistical population is from all field EMS personnel working in the SRCA located in Riyadh, Saudi Arabia. Using simple random sampling, 239 field EMS personnel were assessed, and 235 completed the study (98.3% response rate). Data were collected electronically using demographics and 15 multiple choice emergency scenarios based on the START protocol.

The mean correct score is 8.21 ± 3.36 out of 15 questions of triage knowledge (score of 0–15 points), indicating that those respondents have moderate knowledge levels on the START triage tool. Physicians and paramedics have higher mean scores (10.13 ± 3.42 and 9.07 ± 3.22, respectively), which are significantly higher than emergency medical technicians and nurses (7.25 ± 3.15 and 5.63 ± 2.72, respectively; p < 0.05). The providers who attended the training course had higher mean scores (p < 0.05).

Based on the results of the study, field EMS personnel did not reflect full knowledge of START triage tool. An interdisciplinary approach that adopts reinforcement education and periodical training courses is highly recommended to improve the respondents' performance and productivity. Moreover, there was a noticeable correlation between performance of respondents on the one hand and their education levels and prior training on the other hand.

The article's aim is to outline the importance of fluid communication patterns that develop certain employee attributes and improve organizational performance. It seeks to focus on the examples of McDonald's and Ford.

The article draws on work carried out by the authors, plus the HR literature.

It is argued that flexible, easy and team‐friendly communication styles, rather than the traditional system of bureaucratic communication, are the way forward. It reveals, through the examples of McDonald's and Ford, that informal communication protocols can mean better customer service and organizational performance.

The article draws attention to a couple of the disadvantages of more open, informal communication styles – in particular that employees can originate incorrect information which nevertheless is absorbed by people around the world, and that employees who move to another company can take sensitive information about their original employer with them. It highlights the effects of modern social networking on traditional, top‐down styles or organizational communication.

The article questions whether top‐down styles can survive in an era of instant social networking.

This paper aims to outlines the power of social networking that companies in Fiji could use as the twenty‐first century media tool to facilitate marketing activities and reach out to customers more than ever before.

The approach of the paper is generally conceptual, linking social networking to organizations, marketing activities and communications.

Social networking sites such as face book has become an essential modern media channel to position firms and its brands in the market and facilitate marketing activities and communication strategies. Social media networks with its unsurpassed reach and coverage capabilities have become one of the most powerful sources of socialized media to connect people.

The paper presents the arguments in a condensed and easy‐to‐digest format.

The purpose of this paper is to outline the importance of having a close and integrated human resources (HR) relationship for good customer service. The paper focuses on the examples of Telecom Fiji Limited (TFL), Fiji International Telecommunications Limited (Fintel) and Connect Internet Service Fiji Limited.

The paper draws on data collected from various company and government publications, plus the HR literature.

It is argued that everyone in an organization needs to work in collaboration to deliver optimal customer service. The paper reveals, through examples, that if an organization does not have a climate conducive to close and integrated relationships, customer service and organizational performance will be impaired.

The paper highlights the importance of HR executives imposing the right environment to ensure close and integrated relationships among employees for optimal performance, and emphasizes the effects of close relationships in the organization on customer contentment.

The paper presents the arguments in a condensed and easy‐to‐digest format.

The purpose of this paper is to outline the importance of human resources (HR) specialists being able to deal with both people issues and the strategic management of the organization.

The paper draws on work carried out by the authors over the past two years, plus the HR literature.

The paper argues that good HR practices are often ignored, as HR issues seem either insignificant or in conflict with other agendas. In some cases, managers do not have the ability to deal with them.

The paper highlights the importance of the HR managers representing workers and management and mentions factors that affect this important responsibility.

The paper explains how the management of any organization can be improved.

The paper presents the arguments in a condensed and easy‐to‐digest format.

The purpose of this paper is to outline the development steps that should be undertaken by any executives who are to be sent on an expatriate assignment to take the lead in a foreign subsidiary location. It highlights the need to develop an understanding of the host country's business practices, cultural preferences and operational methods.

This article explores contemporary thinking and practice and is based on work carried out over the past two years. It also uses arguments from organizational development and learning literature.

The paper explains that programs need to impart skills and knowledge in the area of cross cultural empathy, cross cultural communication and leadership, and, finally, the individual's self efficacy and level of adaptability.

The paper provides insights and practical tools to assist in the development of a successful international executive.

The short paper is designed for executives and researchers with demanding lifestyles and assists in getting an in‐depth overview by selecting the most relevant information and presenting it in a condensed and easy‐to‐digest format.

This paper aims to outline the nature of workplace bullying and its implications for employees and the organization, and strategies to handle such unwanted behavior.

The paper draws on work carried out by the authors over the past two years, plus the HR literature.

The paper argues that if workplace bullying is not managed well, then it will have serious negative implications on workers and the overall performance of the organization, thus a happy, healthy and engaged workforce will not be achievable. Strategies relating to education and training, leadership, sound processes and overall support for victims are ways in which undesirable acts in the organization could be managed.

The paper draws attention to the important issue of workplace bullying and its effects on workers and the organization, and mentions the significance of managing it.

The paper explains how the management of any organization can be improved to generate a better working environment.

The paper presents the arguments in a condensed and easy‐to‐digest format.

Outlines the importance of senior management focusing on strategic and value‐creating activities rather than on issues that could be handled by subordinate staff.

Draws on information gathered from the authors' industry knowledge and experience, plus the HR literature.

Argues that senior managers sometimes get side‐tracked by lack of proper teamwork and dynamics, organizational politics, ego and lack of confidence. Underlines the importance of setting clear and attainable objectives and introducing good communication systems with a supportive and professional organizational culture.

Draws attention to a common and concerning pattern of management in which senior managers get bogged down with minor matters instead of making significant issues a priority.

Deals with organizational performance in the context of penny‐wise pound‐foolish thinking.

Islamic banks provide an alternative financial system based on Sharia’h (Islamic law). However, critics argue that operation at Islamic banks is violating Sharia’h particularly in terms of provision of interest free services, risk sharing and legal contract. The purpose of this paper is to empirically evaluate the Sharia’h practice at Islamic banks in Pakistan by considering some basic principles of Sharia’h.

Primary data are collected from 63 branches of Islamic banks in Pakistan. Questionnaire is used as an instrument. The study uses structural equation modeling that includes confirmatory factor analysis and regression analysis. Data are codified and analyzed using SPSS and Amos.

This study finds that Islamic banks are providing interest free services, ensuring that transactions and contracts offered by Islamic banks are legal and offering conflict-free environment to customers. In contrast, estimated results expose that Islamic banks are not sharing risk and Sharia’h supervisory board is not performing its role perfectly. Similarly, it is found that organization and distribution of zakat and qard-ul-hassan are weak at Islamic banks.

Data are collected from Islamabad federal capital of Pakistan that hold just 5 per cent share of Islamic banking industry. This small share may not provide true picture of Islamic banking sector.

To ensure risk sharing, Islamic banking industry must consider the development of new modes of financing and innovation of more products based on Sharia’h. State Bank of Pakistan should ensure separate regulatory framework that enable Islamic banks to provide qard-ul-hassan, organize and allocate zakat.

This paper discusses the perception of bankers, who are actually the executors, about Shariah’s practices at Islamic banks in Pakistan. There are not many discussions on this topic that could be found, and hence this could be considered as a significant contribution by this paper to the existing literature of Islamic finance.