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Emirates Bank (A): an HR transformation journey

Author: Evans, Paul ; Stahl, Günter K. ; Butler, CharlotteINSEAD Area: Organisational BehaviourPublisher: Fontainebleau : INSEAD, 2009.Language: EnglishDescription: 16 p.Type of document: INSEAD CaseNote: Latest version available via https://publishing.insead.eduAbstract: The case describes the efforts of Emirates Bank’s HR team to build a performance-oriented culture in order to facilitate growth. To introduce basic HR processes, resistance to change from the established management hierarchy must be overcome. More recently, business segmentation of the bank and an impending merger raise new challenges for the direction of HR. Pedagogical Objectives: To address the following issues: How should the HR function go about managing culture change in a Middle East context? How to improve performance orientation. What should be the strategy of HR when it has the personnel basics in place, as a firm expands, merges, segments and grows? Does the HR as ?business partner? concept make sense in the Middle East?
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Latest version available via <a href=https://publishing.insead.edu>https://publishing.insead.edu</a>

To address the following issues: How should the HR function go about managing culture change in a Middle East context? How to improve performance orientation. What should be the strategy of HR when it has the personnel basics in place, as a firm expands, merges, segments and grows? Does the HR as ?business partner? concept make sense in the Middle East?

The case describes the efforts of Emirates Bank’s HR team to build a performance-oriented culture in order to facilitate growth. To introduce basic HR processes, resistance to change from the established management hierarchy must be overcome. More recently, business segmentation of the bank and an impending merger raise new challenges for the direction of HR.

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