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The purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention.

The authors analyze a case study of a multinational company that operates in the mechanical engineering sector.

The results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified.

Subsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes.

The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.

The main contribution of this study has been to observe how HR are managed in the integration stage of M/A.

Taking the literature on knowledge and mergers and acquisitions as a basis, the purpose of this paper is to analyze some variables that influence the knowledge transfer in mergers and acquisitions.

Using data from a sample of 57 domestic Spanish mergers and acquisitions this paper examines the influence on the transfer of knowledge from the acquired firm to the acquiring firm (or lead firm) of: the socially complex nature of the knowledge to be transferred, the knowledge base of the acquiring firm, and two dimensions of the integration process. In addition, the paper analyses the moderating effect of socially complex knowledge on the relationship: dimensions of the integration process‐knowledge transfer.

The results obtained show that the social complexity of the knowledge, the knowledge base existing in the acquiring firm, and the frequency of rich communication media have a positive influence on knowledge transfer.

The results should be interpreted with caution due to the size of the sample. Since the study was conducted in Spain the results could be affected by the cultural context. Further studies are required in order to corroborate the results and to explore these relationships over a longer period of time.

This paper offers several recommendations to help managers to improve knowledge transfer in mergers and acquisitions.

This study tests empirically a model of knowledge transfer in mergers and acquisitions that integrate key factors that can affect knowledge transfer success. This study can help one to understand the knowledge transfer better and complements the very few studies hitherto produced.

Knowledge loss impact on the performance of management information system (MIS) departments due to its influence on absorptive capacity. Furthermore, knowledge retention in human resource management and information system application is also included in the research model, in order to examine their effectiveness in mitigating knowledge loss. The paper aims to discuss these issues.

Survey method and hypotheses are tested with the collected data from 191 Taiwanese IS personnel.

The results not only indicate knowledge loss has impacts on the absorptive capacity and performance of MIS departments while information systems could mitigate knowledge loss, but also provide deeper understanding of knowledge loss and potential issues for academics; as for practitioners, this study could serve as a reference to design and adopt knowledge management (KM) mechanisms.

KM is an important issue for organizations since it is the source of competitive advantages and excellent performance, although the investment in KM is not necessary effective in retaining knowledge. This study conducts survey to examine the influences of knowledge loss in MIS departments, since the high turnover rate of employees and the rapid environmental changes in technical world may worsen the situation. According to dynamic capability theory, absorptive capacity is a critical ability to have while facing turbulent environment.

The term ‘strategy’ is one of the most frequently used terms in business, and its application in marketing is particularly common. Company strategy, market strategy, marketing strategy, sales strategy, promotion strategy, distribution strategy, low pricing strategy – it would take a long time to list all of them. Although this term is so commonly in use, its definition is not as straightforward and it can be interpreted in different ways. In comparison with tactical decisions, strategy is much more significant for an organisation as it brings long-lasting consequences. It is implemented by higher level managers on a regular basis, and it is based on external, often subjective information, so decisions – especially at the time they are made – are difficult to evaluate.

Taking into consideration the fact that strategy refers to a long-term rather than a short-term period, strategic decisions serve as the basis for undertaking operational activities. However, marketing refers to the market and the competition. It is possible to claim that marketing strategy is trying to find an answer to the question to which path an organisation should follow in order to achieve its goals and objectives. If, for example, a company has a goal to generate a profit of PLN 1 million by selling 100,000 pieces of a product, the market strategy should answer at least the following two questions:

1. Who will be our target group, for example, who will purchase the 100,000 pieces of the product?

2. Why is it us from whom a potential buyer should purchase the product?

Who will be our target group, for example, who will purchase the 100,000 pieces of the product?

Why is it us from whom a potential buyer should purchase the product?

The target market will be defined if a reply to the first question is provided. The second question identifies the foundations of competitive advantage. These two issues, that is, target market and competitive advantage are the strategic marketing issues. You cannot change your target group unexpectedly while competitive advantage is the basis for changing decisions regarding prices, promotions and sales.

This chapter describes the measures of marketing activities which refer to strategic aspects and testify a company’s market position – the measures of the performance of target groups and competitive advantage. Readers’ attention should be also focused on the indices that are less popular in Poland and, therefore, may be underestimated. It seems that some of them, for example, the index of marketing resources allocation and the marketing risk index, provide a lot of valuable information and, at the same time, make it possible to show the value of marketing investments. Their wider use in the near future is only a matter of time.

The purpose of this paper is to provide a comprehensive review of the core literature pertaining to frontline logistics personnel and their managers that has been published in the leading logistics journals. An annotated, yet integrated, review presentation will aid researchers in better understanding the concepts developed and linkages between the most critical variables studied to date. The paper aims to present a comprehensive model containing the primary variables pertaining to the recruitment, development, supervising, and retention of high quality logistics personnel to meaningfully identify what is known and not known about personnel issues in logistics.

The findings in this paper are based on a comprehensive review of articles pertaining to frontline logistics personnel and their managers, which were published in the leading logistics journals. For analysis, the paper is divided into five related areas: student samples and student perspectives compared to those of corporate recruiters; research oriented toward the skills of managers and issues relating to career development; research pertaining to the work environment and success of non‐supervisory, frontline employees; literature relating to logistics reputation; and research pertaining to logistics diversity.

Prior to this review of the literature, substantially less is known about how research links together previous research findings to formulate an integrative depiction of important concepts pertaining to logistics personnel. The results provide a better understanding of the knowledge researchers have discovered to date, as well as identification of areas in need of further exploration.

Most conspicuously absent from the paper is research pertaining to the interaction of logistics personnel and technology, the importance of logistics personnel in securing the supply chain, and the importance of elevating frontline logistics jobs to the next level of professionalism to achieve supply chain excellence.

To assist organizations in preparing managers, this paper has compiled and integrated the research relating to logistics personnel issues. This compilation should be valuable in aiding managers in recruiting, developing, supervising, and retaining high‐quality logistics personnel.

While there is a growing body of literature in the area of frontline logistics employees and their managers, a comprehensive review of the literature has not been published that links the results of various studies together to help identify gaps in the literature or conflicting results that should be further explored. This paper provides such a review as well as two theoretical models to help us better understand the important components necessary in hiring, developing, motivating, and retaining supervisors and frontline workers in various logistics operations.

The purpose of the present study is to investigate the mediating effect of organizational engagement in the relationship between supportive work environment (SWE) and employee retention.

Primary data of 211 respondents from 67 organizations were analysed. Confirmatory factor analysis was used to assess the dimensionality and validity of study variables. Further, the hypothesized model was tested with the help of multiple regression analysis.

The findings suggest that SWE plays a crucial role in predicting employee retention. Organizational engagement partially mediates the relationship between SWE and employee retention.

The data were limited to the Indian setting and of cross-sectional design only; so, it may not be generalized across the world. Further, the sample size is also comparatively smaller but the results are not affected adversely.

The role of SWE along with organizational engagement is currently under-researched in the Indian context. The present study is an intense effort to analyse the mediating effect of organizational engagement in the relationship between SWE and employee retention.

Accountability in personnel records management is to a large extent, dependent on the availability of personnel records, there has been very little recognition of the need to address the management of personnel records as evidence for accountability either in relation to Freedom of Information (FOI) or Open Data. It is in this regard, therefore, the purpose of this study is to investigate the legal frameworks for personnel records management in support of accountability. The study used a descriptive design which combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. Founded on the records life cycle and the records continuum, the study aimed to fulfil its main objective: establishing legal frameworks for personnel records management at Garissa County Government (GCG). Purposive sampling was used to select 11 Human Resource Management Officers (HRMO), 11 Personnel Record Management Officers (PRMO) and 11 Personnel Records Management Clerks (PRMC) and 55 staff members who made the total sample of 88 respondents. Data collected were analysed using descriptive statistics with the help of a Statistical Package for Social Scientists (version 17) was used to perform the analysis of quantitative data and presented through frequency tables, percentages, means and standard deviations. Results indicated that the County Government does not have legal frameworks in personnel records management. Several challenges were identified including lack of personal records management policy, lack of integrity, lose of documents/file and poor communication system. Generally, the study shows that legal frameworks in personnel records management is very important in accountability, therefore, GCG management needs to take measure to improve legal frameworks in personnel records management infrastructure and develop personnel records management policy.

The study was conducted using a descriptive design. This design ensures that data collected are analysed and findings are reported to establish a better understanding of a physical or social phenomenon. The descriptive design combined both qualitative and quantitative approaches where both qualitative and quantitative information was involved in the study. The study was conducted at the County Government of Garissa’s Head Quarters; it targeted staff involved in personnel records management. Garissa town was selected because it is a centre of various activities in County Government of Garissa. The target population comprising HRMO, PRMO, PRMC and staff from different ministries who depended on the personnel records management activities. Purposive sampling was used to select 11 HRMO, 11 PRMO, 11 PRMC and 55 staff members who made the total sample of 88 respondents from the population. Questionnaire method was used to collect data from HRMO, PRMO, PRMC and staff members quickly and give more freedom (in terms of time and flexibility) to the respondents. Interviews were used to obtain more in-depth information from the PRMO, HRMO and PRMC being the individuals’ in-charge of personnel records were to provide information on legal frameworks for personnel records management at GCG.

Lack of a policy signifies a lack of accountability and awareness of the personnel records management standards, meaning that the staffs are not aware of their responsibilities towards the management of the County’s records. This is therefore likely to contribute significantly to poor performance (Mampe and Kalusopa, 2012). This then puts the County in a precarious position regarding personnel records due to lack of guidelines on classing and handling of personnel records. Lack of a policy also shows a lack of commitment in the area, purporting neglect, where responsibilities are not clearly assigned and remain unclear. Weak institutional capacity and the absence of, for example, comprehensive personnel records management policies have been cited as one of the main causes of archival (as well as records management) underdevelopment in Africa (Ngulube and Tafor 2006). From the reactions of the existence of a draft policy, the staff indicated that it covered among other things: a policy statement, scope, definition of terms, applicable legislation and procedures, mail management encompassing both incoming and outgoing mail, filing classification, retention and disposal, as well as a statement of responsibilities. The study revealed that: personnel records management in Kenya operates under the framework and guidance of the Kenya National Archives and Documentation Services – KNADS which is supported by the Public Archives and Documentation Services Act, Cap 19. Besides the Cap 19, of 1965 of the Laws of Kenya, there are also various legislations that support the management of records in Kenya including the Ministry of State for Public Service (MSPS) (DPM) Circular on personnel records reference number DPM. 12/6A Vol. I (71) of 12th March 2008, the Records Management Procedure Manual for the Public Service, May 2010, prepared by the MSPS in consultation with the KNADS to provide guidelines and procedures to be followed in the day to day management of records in the public service. It is meant to be used alongside existing laws and legislation governing records management in the service. The effective utilization of the manual as stated by the Ministry is to contribute towards the government’s quest to achieve good governance and accountability in the Public Service. Adherence to the Manual is also meant to streamline personnel records management practice leading to effectiveness and efficiency in service delivery and the Government Financial Regulations and Procedures, chapter 23, section 4:2–5 give guidelines on the retention period for financial records. The management of personnel records is guided by various legislations and circulars such as Public Archives and Documentation Service Act, (Cap.19, Laws of Kenya) revised 1991, The Employment Act Chapter 226, revised in 1977 and 2007, The Regulation of Wages and Conditions of Employment Act Chapter 229, Income Tax Act Chapter 470 revised 1989, The National Social Security Fund Act Chapter 258 revised 1989, The Service Commission Act Chapter 185 of 1967 and DPM.12/6A VOL. I (71) dated 12th March 2008 on the destruction of personnel records. Compliance to all the above legal frameworks will ensure that personnel records management in support of accountability at GCG is achieved.

The lack of effective personnel records management programme in a county agency was in itself non-conformity to the requirements and guidelines issued by the public services, thus leading to a lot of caution on how much could be revealed regarding the same. The focus of the study was on the assessment of paper-based and electronic personnel records management within the County Government. The assessment excluded other electronic records, such as online databases, with only personnel records being considered.

Nonexistence of personnel records management legal frameworks implies that the responsibilities for cooperate record management to GCG plans and guidelines of managing personnel records were inefficient. As a result of the absence of written personnel records management policy, there was also a lack of guidelines for appraisal, disposition and schedules of records. On legal frameworks for personnel records management at GCG, the findings revealed that there were many policies in GCG but personnel records management policy was missing which is very crucial. Record management policy will also enhance human resource management policy. The missing of the personnel records management policy reduces the accountability to people who deal with records management in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The missing of the personnel records management policy reduce the accountability to people who deal with records management, in general, increases lack of integrity and indicate that there is a presence of irrational decision.

The purpose of the study was to investigate the management of personnel records in support of accountability in devolved governments: A case of GCG.

Customer relationship management (CRM) is considered a means to create competitive advantage for a company, as well as influence organizational performance. Much research has explored CRM users' point of view vis‐à‐vis successful CRM implementation, yet little concern has been shown regarding customers' viewpoints toward these same actions. This is surprising given that one of the beneficiaries of CRM is the customer. This paper aims to report the results of a study that explored the gap between actual bank CRM actions and customers' expectations of those actions in relation to CRM customers' intention to remain in the relationship.

This study explores the gap between actual bank CRM implementation and customers' expectations of those actions in relation to customer retention using a survey method. A research model is presented to illustrate the theoretical relationships of the research.

The findings indicate that an incompatibility exists between the interval of actual CRM implementation activities and customers' expectations of the interval and that this incompatibility has an adverse effect on customers' willingness to remain in the relationship. Additionally, customers and CRM personnel hold different perceptions regarding the frequency with which CRM implementation activities should be executed.

Implementing CRM service efforts should be compatible with customers' expectations. Therefore, companies should pay keen attention when selecting the optimal frequency of CRM implementation so that it meets customers' expectations. Also, firms may be having too frequent CRM contact with customers, thus creating inefficient use of CRM resources.

This paper explores selected variables that may influence CRM performance vis‐à‐vis its implementation. The research provides the unique perspective of the customer as a major factor to consider for successful CRM implementation.

This study investigated the effects of reward system (RS) and job conditions (JC) on employee retention (ER). In particular, this study addressed the mediating effect of employee engagement (EE) on the relationship between RS, JC and ER.

This paper employed descriptive survey approach and the unit of analysis consisted of public hospital nursing staff. Data were collected using questionnaires with a sample of 370 nurse respondents. Structural equation modelling with Smart-Partial Least Squares (PLS) 3.3.8 was used in a statistical analysis.

The results revealed that RS and JC significantly related to ER. The study also showed the direct effect of RS and JC on EE. These findings indicate that (EE) has a partial mediating role in the relationship between RS, JC and ER.

The study offers important policy insights for public nursing stakeholders who seek to increase retention of skills among their nursing staff. The findings are also crucial because they may help the health sector improve their ER strategies, especially in dynamic and competitive business situations where organisations are challenged to retain personnel from a limited skilled workforce.

The findings of this study contribute to the literature on retention of nursing employees by enhancing the understanding of the influences of EE, RS and JC on ER among public hospitals.

The purpose of this research is to explore the dynamics of using strategic human resource management (SHRM) practices in the public sector. More specifically, this paper tries to point out some main aspects of SHRM, which strongly influence the decision of employees to stay. The empirical study here tends to reveal greater insights into the SHRM-retention relationship and its validation at the National Bank of Egypt (NBE).

This research is co-relational in nature with cause and effect approach. The design of the study is both descriptive in the theoretical part and quantitative in the applied one. Theoretically, this paper adopted the analytical approach to define the main concepts, aside from an empirical study to investigate correlations in practice.

This paper concludes that the employment of best HRM practices is deemed a remarkable strategic tool in the retention of core public employees. Also, the results of analysis provide evidence that SHRM contributes to employee retention at NBE.

The findings and recommendations of this research can practically guide management to devise effective policies to improve employee retention using appropriate SHRM activities, particularly in the Egyptian public organizations.

This research has valuable implications for both theory and practice, as it offers several contributions to literature in the field of study, as well as the practical contribution.