The paper “ Implementing Employee Profile System at SQU” is a persuasive variant of the case study on human resources. At the Deanship of Research in SQU, the research department plays a critical role in underpinning the efforts of the University in managing its research activity in a more streamlined, strategic, and effective manner. The main objective of this project is to show the significant part that can be played by the Employee Profile System in Deanship of Research at SQU and how it can be applied in sharing and disseminating information.
The project starts by presenting a business case to support the proposed intervention followed by the project scope and objectives, methodology, project schedule, and analysis and discussion have been included in the paper. Business CaseThe Deanship of Research in SQU plays an instrumental role in organizing, supervising, supporting as well as promoting research as a way of advancing vast technology and development. Besides these roles, the DOR also issues a set of journals that have already been published in different fields. According to the top management, the DOR is looking forward to further developing its services with the intention of meeting all future challenges with confidence as well as security in the employees’ ’ data that it is able to continue building on the considerable successes that have been made in previous endeavors.
Notably, the Deanship of Research in SQU consists of three key departments where each has three to six sections. The three departments include the department of research, publication, and outreach, innovation, and entrepreneurship (Lambert, 2008). Each employee in the Deanship is entitled to specific work that cannot be done by any other colleague.
Therefore, no one can be in charge of another one in case of absence, thus making it hard for projects’ completion. In fact, there has been an issue of cancellation and delay of projects thus affecting the reputation of the Deanship of Research. Notably, the timeline for each grant is restricted for between one to four years, whereby after a specific grant has been accorded; the timelines need to be followed by stakeholders to ensure that the completion of the project is done within the stipulated financial period.
Approaches to Enterprise Risk Management. (2010). London: Bloomsbury Information.
Barton, T. L., Shenkir, W. G., & Walker, P. L. (2012). Making risk management pay off. Upper Saddle River, NJ: Financial Times/Prentice Hall PTR
Coyle, J. J., Langley Jr., C. J., Gibson, B. J., & Novack, R. A. (2012). Management: a logistics perspective. Mason, OH, South-Western Cengage Learning.
Coakes, E. (2013). Knowledge management: current issues and challenges. Hershey, PA, IRM Press.
Duckert, G. H. (2011). Practical management: A business process approach. Hoboken, N.J: Wiley.
Hugos, M. H. (2011). Essentials Project management. Hoboken, N.J: Wiley.
Hampton, J. J. (2009). Fundamentals of risk management: How top companies assess risk, manage exposures, and seize opportunities. New York: American Management
Hampson, K., & Walker, D. H. T. (2008). Procurement strategies: a relationship-based approach. Chichester, John Wiley & Sons.
In Fraser, J. R. S., In Simkins, B. J., & In Narvaez, K. (2015). Implementing enterprise risk management: Case studies and best practices.
Jennex, M. E. (2008). Current issues in knowledge management. Hershey, PA, Information Science Reference.
Jacoby, D. (2010). Project management. London, Profile.
Kendrick, T. (2009). Identifying and managing project risk: essential tools for failure-proofing your project. New York, AMACON.
Kouzmin, A., & Sankaran, S. (2015). Diffusion of knowledge management systems: mission definitely possible. Bradford, England, Emerald Group Pub.
Lambert, D. M. (2008). Project management: processes, partnerships, performance.
Sarasota, Fla, Supply Chain Management Institute.
Leeman, J. (2010). Management Practices: fast, flexible supply chains in manufacturing and retailing. Düsseldorf, Institute for Business Process Management.
Lam, J. (2013). Management: From incentives to controls. Hoboken, N.J: Wiley.
Marchetti, A. M. (2012). Management best practices: From assessment to ongoing compliance. Hoboken, N.J: Wiley.
Maier, R. (2014). Knowledge Management Systems: Information and Communication
Technologies for Knowledge Management. Berlin, Heidelberg, Springer Berlin Heidelberg.
Moeller, R. R. (2011). Risk management: Establishing effective governance,
risk, and compliance processes. Hoboken, N.J: Wiley.
Monahan, G. (2008). Enterprise management: A methodology for achieving strategic objectives. Hoboken, N.J: John Wiley & Sons.
Monczka, R. M. (2011). Purchasing and supply chain management. Mason, OH, South-Western.
Olson, D. L., & Wu, D. D. (2010). Risk management models. Heidelberg: Springer.
Plunkett, J. W. (2009). Principles of management. Houston, TX. Plunkett Research Ltd.
Plunkett, Jack W. (2008). Plunkett's Outsourcing And Offshoring Industry Almanac 2009. Plunkett Research Ltd.
Rubenstein, A. H., & Geisler, E. (2013). Installing and managing workable knowledge management systems. Westport, Conn, Praeger.
Simchi-Levi, D., Kaminsky, P., & Simchi-Levi, E. (2007). Managing a business. New York, McGraw-Hill.
Taylor, D., & Brunt, D. (2008). Manufacturing operations and supply chain management: the
LEAN approach. London, Thomson Learning.
Thierauf, R. J. (2013). Knowledge management systems for business. Westport, Conn., Quorum Book.
Thierauf, R. J., & Hoctor, J. J. (2006). Optimal knowledge management: wisdom management systems concepts and applications. Hershey, PA, Idea Group Pub.
Warier, S. (2013). Knowledge management. New Delhi, Vikas Pub. House.