Workforce Management Strategies Research Articles

Opportunities to Increase Halal SMEs Income: Evidence from Muslim Minority Area

The growth of halal products and businesses in areas with minority Muslim populations, such as Papua, Indonesia, presents both distinct challenges and opportunities. This study examines the development of Halal-certified Small and Medium Enterprises (SMEs) in Papua, a region with a minority Muslim population. Using primary data from 33 Halal-certified SMEs in Jayapura, the research investigates the factors that affect income growth following Halal certification. Data were collected using non-probabilistic sampling and analyzed through descriptive statistics and logistic regression. The results show that entrepreneurial age and business tenure positively impact income growth, emphasizing the value of experience. However, market orientation (targeting markets outside Jayapura) has a negative effect, likely due to logistical challenges. Surprisingly, entrepreneurial education does not significantly influence income generation, suggesting that local knowledge and experience play a larger role. The study recommends that Halal SMEs focus on enhancing workforce management, confidence, and marketing strategies to improve competitiveness and market expansion. These findings offer valuable insights for fostering the growth of Halal-certified SMEs in minority regions and supporting sustainable economic development in Papua.

AI Revolution in Banking Recruitment: Enhancing Efficiency and Objectivity

This paper examines the profound impact of Artificial Intelligence (AI) on recruitment and selection processes within the banking sector. Through the integration of AI technologies, traditional practices are undergoing a paradigm shift, resulting in heightened efficiency, objectivity, and effectiveness in talent acquisition. The utilization of AI facilitates automated resume screening, precise candidate matching, predictive analytics, and bias reduction, while also incorporating innovative tools such as chatbots for initial engagement. Furthermore, AI enables comprehensive analyses of employee retention and skills gap, empowering organizations to optimize workforce management strategies. This abstract highlight the transformative role of AI in reshaping recruitment practices within the dynamic landscape of the banking sector.

Human Resource: Futuristic Role of HR Professional Enhancing Technical Skills

As technology continues to revolutionize the workplace, the role of HR professionals is undergoing a profound transformation. In the future, HR professionals will play a pivotal role in leveraging advanced technologies to drive strategic HR initiatives and enhance organizational performance. This abstract explores the key aspects of this evolving role, focusing particularly on the imperative for HR professionals to enhance their technical skills. One critical area where HR professionals will need to excel is in data analysis and analytics. By harnessing the power of data-driven insights, HR professionals can make informed decisions, predict future workforce needs, and optimize workforce management strategies. Additionally, as artificial intelligence (AI) and automation become increasingly prevalent, HR professionals must understand how to effectively implement and manage these technologies to streamline HR processes and enhance efficiency. Furthermore, in the realm of recruitment and talent acquisition, HR professionals must adapt their strategies to the digital age. This involves leveraging digital platforms, social media, and applicant tracking systems to attract, engage, and retain top talent in an increasingly competitive landscape. Moreover, the rise of remote work necessitates proficiency in collaboration tools and virtual communication platforms. HR professionals must ensure that remote teams remain connected, engaged, and productive by leveraging tools such as Slack, Zoom, and Microsoft Teams. In addition to these technical skills, HR professionals must prioritize cybersecurity and data privacy to protect sensitive employee information in an increasingly digitized HR environment. By implementing robust security measures and complying with data protection regulations, HR professionals can safeguard employee data and maintain trust within the organization. Finally, proficiency in HR information systems (HRIS) and other HR technology platforms is essential for streamlining HR processes, managing employee data effectively, and driving operational excellence. Keywords- HR professionals, technical skills, Data analysis, Artificial intelligence, Recruitment, Talent acquisition, Digital platforms, Remote work, Collaboration tools, Cybersecurity, Data privacy, HRIS, HR technology.

LEVERAGING HR ANALYTICS FOR STRATEGIC DECISION MAKING: OPPORTUNITIES AND CHALLENGES

In the evolving landscape of human resources (HR), organizations are increasingly leveraging HR analytics to drive strategic decision-making. This review explores the opportunities and challenges associated with the integration of HR analytics in organizational practices. HR analytics involves the systematic analysis of HR data to inform decision-making, enhance organizational performance, and optimize workforce management strategies. By harnessing the power of data, organizations can gain valuable insights into employee behavior, performance trends, and organizational dynamics, enabling them to make more informed and strategic decisions. One of the key opportunities of leveraging HR analytics is the ability to identify and address workforce trends and issues proactively. By analyzing data on employee engagement, turnover rates, and performance metrics, organizations can identify patterns and trends that may impact their workforce and business outcomes. This proactive approach allows organizations to anticipate and mitigate potential challenges, leading to improved organizational performance and employee satisfaction. Furthermore, HR analytics can help organizations optimize their recruitment and talent management strategies. By analyzing data on candidate profiles, recruitment sources, and employee performance, organizations can identify the most effective recruitment channels and selection criteria. This data-driven approach enables organizations to attract and retain top talent, leading to a more skilled and engaged workforce. However, leveraging HR analytics also presents several challenges. One of the primary challenges is the availability and quality of HR data. Organizations must ensure that they have access to reliable and relevant data to derive meaningful insights. Additionally, organizations must overcome challenges related to data privacy and security to protect sensitive employee information. In conclusion, the integration of HR analytics presents significant opportunities for organizations to drive strategic decision-making and enhance organizational performance. By leveraging HR analytics, organizations can gain valuable insights into their workforce and business operations, enabling them to make informed decisions that drive business success. However, organizations must also address challenges related to data availability, quality, and privacy to realize the full potential of HR analytics in driving strategic decision-making. This paper will examine the use of HR analytics as a strategic tool in the management of human resources. It will cover the methodologies and technologies involved in data collection, analysis, and interpretation, and how these can be used to enhance decision making in HR. The study will also address the challenges and limitations of HR analytics, including data privacy issues and the risk of misinterpretation, and propose solutions to mitigate these risks. Keywords: Leveraging, HR Analytics, Strategic Decision making, Opportunities, Challenges.

Optimising Human Resource Information Systems in the Context of MSME Technology Management

This research explores the implementation of the Human Resource Information System (HRIS) in managing MSMEs, aiming to enhance operations and business development. The focus includes understanding the challenges of HRIS implementation, flexible workforce management strategies, and the benefits of adopting current technology. This research is hoped to provide valuable insights for MSMEs in leveraging HRIS for their business growth and efficiency. The research methodology used is survey design. Data was collected through a survey instrument consisting of scales to gather quantitative responses from business owners. The population of this study includes all entrepreneurs in Makassar, South Sulawesi, Indonesia, both those who have participated in government empowerment programs and those who have not. A purposive sampling technique was used to select 75 participants based on various criteria such as business type and background. The research findings affirm that optimizing HRIS in MSMEs can improve efficiency, productivity, and organizational performance. Technology-based HRM strategies, such as cloud-based software, mobile applications, and web-based platforms, can streamline HR processes and enhance workforce productivity. Human resource competencies play a crucial role in MSME development, and leveraging HRIS can optimize product and service marketing, contributing to MSME growth. The research emphasizes the importance of optimizing HRIS in MSME management. The results indicate that technology-based HRIS usage can enhance operational efficiency and workforce productivity. It is recommended that MSMEs invest in the latest HRIS technology and provide adequate employee training. These steps will support the growth and success of MSMEs in the current digital era.

Impact of self-efficacy on construction labor productivity: the mediating role of work motivation

PurposeThough widely recognized as essential for improving work performance across various domains, self-efficacy’s specific role in managing construction workforces remains understudied. This knowledge gap restricts our ability to uncover new factors that enhance workforce management effectiveness and ultimately boost construction labor productivity (CLP). To address this, our study proposes and tests a novel model. This model explores the impact mechanism of self-efficacy on CLP by investigating the mediating role of work motivation. By delving into this crucial yet underexplored area, we aim to provide valuable insights for construction project managers and researchers alike, paving the way for more effective workforce management strategies and consequently, improved CLP.Design/methodology/approachThis study utilizes a mixed-method approach, incorporating both qualitative and quantitative methodologies. Data from 112 rebar workers at five construction sites in Vietnam underwent analysis using Cronbach’s alpha, exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and structural equation modeling (SEM) to examine the novel research model.FindingsThe results indicate a positive and significant association between self-efficacy and CLP. Additionally, work motivation emerged as a full mediator in the relationship between self-efficacy and CLP. Specifically, individuals with higher self-efficacy set ambitious goals and invest more effort in their pursuit, leading to increased work motivation and, ultimately, heightened productivity levels.Practical implicationsThe significant implications of the current study extend to construction managers and policymakers alike. Construction managers can leverage the findings to devise targeted interventions aimed at enhancing the self-efficacy and work motivation of their workforce, potentially resulting in noteworthy enhancements in CLP. Policymakers, too, can benefit from these findings by formulating policies that actively support the cultivation of self-efficacy and work motivation among construction workers. Such policies have the potential to foster a more productive and efficient construction industry, aligning with the broader goals of workforce development and industry enhancement.Originality/valueThis study expands existing knowledge by identifying the important role of self-efficacy in work performance enhancement and the mediating role of work motivation in terms of these relationships.

Slowing Workforce Growth: Predicting Labour Trends and Investigating Perspectives of Mature Workers and Women With Caregiving Responsibilities

The labour force is experiencing an increased proportion of mature workers, alongside a slowdown in the number of young entrants joining the workforce. Many organisations will need to adapt their workforce management strategies to cushion the reduced labour supply in the workforce. This paper explores the implication of this demographic development by utilising a multimethod approach to examine current and future trends in the labour market as well as the key factors that can influence the decisions to remain in the labour market for mature workers and women with caregiving responsibilities. Forecasting methods were applied to explore how various demographic scenarios could impact specific industries. We found that the labour market is generally expected to recover based on the forecasted increase in the job vacancy-to-unemployment ratio and fall in the unemployment rate. At the industry level, however, the manufacturing industry is expected to experience some headwinds in employment growth, which is expected to be weak, while the construction industry is expected to see a decline in employment growth. Finally, job vacancies across all industries are expected to decline over time. From the qualitative study, we found mature workers and women with caregiving responsibilities face challenges such as having limited and unequal access to employment, facing skills gap barriers, and struggling to balance between their personal commitment and professional demands. By addressing the unique needs of mature workers and women with caregiving responsibilities, organisations can adopt successful workforce management strategies to cultivate a diverse and inclusive workplace.

Is Digital Technologies the Way? : Managing Diverse and Remote Workforce

Due to many businesses going global, managing a diverse and remote workforce has become crucial for their success. Many organizations have moved their operations away from the traditional mode of operations where an in-office workforce was the only way. This have been made possible by the availability of technological advancement witnessed in the near past. This research paper studies the challenges and opportunities associated with digital technologies to manage such workforces effectively. It covers the implications of the organizational culture, communication strategies, leadership styles, and technological infrastructures required to support remote and diverse teams. The paper uses a literature review of past studies to provide information for the best practices and develop recommendations for organizations striving to optimize their remote and diverse workforce management strategies. The conclusions state that leadership of geographically dispersed groups with the help of technology improves productivity, deployment, and continuity of employee contributions to the organization. Some recommendations are to focus on continuous digital literacy, a diverse approach to message dissemination, data tracking, and exploring more opportunities within the digital sphere, such as AR and blockchain. Such an approach identifies that organizations that apply these strategies can gain a competitive edge and obtain the best out of their geographically dispersed and dispersed teams.

Quantitative Analysis of the Relationship Between Employee Management and Theories X, Y, and Z Organizational Contexts

This research study provides a quantitative analysis to examine the intricate relationship between employee management practices and the organizational contexts defined by Theories X, Y, and Z. Four locations in Sindh, Pakistan were used to gather data for the study. A thorough model that clarifies the connections between staff management techniques and the theoretical foundations of Theories X, Y, and Z was also built using partial least squares structural equation modelling (PLS-SEM). The study's conclusions offer insightful information on the complex relationships that exist between organizational settings and personnel management techniques. Additionally, the model created using PLS software provides a comprehensive framework for comprehending how the ideas of Theories X, Y, and Z appear in actual employment practices, illuminating the consequences for performance, employee happiness, and organizational success. By providing a quantitative explanation of the complex interactions between theoretical paradigms and employee management, this research adds to the body of knowledge on organizational management and helps organizations looking to improve their workforce management strategies make well-informed decisions, and develop policies.

LONG-TERM PAID CARE WORKFORCE: SHORTAGE, BURNOUT, TRAINING, TURNOVER, WHAT’S NEXT?

Abstract Although the long-term care workforce has struggled historically with staff satisfaction, safety, and retention, the pandemic triggered increased turnover and higher levels of staff burnout. As a result, many residential care organizations are using agency staff at unprecedented levels. Given that continuity of care is central to high-quality person-centered care, and the workforce should have access to a physically and psychologically safe environment, it is imperative that the gerontological research and practical community understand the changing conditions experienced by this workforce in crisis and offers solutions at the workplace, industry, and policy levels. In this symposium, authors explore different facets of paid long-term care workforce to stimulate thought and discussion. One paper contrasts the well-being of the workforce to that of the residents during COVID-19. A second paper presents workforce management capabilities and strategies and posits essential questions for the capacity of management and leadership needs of the workforce. Two papers highlight the struggles that are presented as paid long-term care relies increasingly on contract, short-term workers. Paper three discusses how the use of the contract workforce does not support the provision of person-centered care for conditions like dementia. Paper four uses payroll-based journal data to delve into short and long-term use of contract workforce and discusses the nature of contract staffing, and considers how contract staffing may be disruptive to both the direct care worker and the nursing home environment. The discussant will draw out the policy and practice implications arising from the papers. This is a collaborative symposium between the Aging Workforce and Paid Caregiving Interest Groups.

Stock Analysis of Apple, Google, and Meta Using Time-Series

This research examines the patterns and forecasts future stock prices of three prominent tech companiesApple, Google (Alphabet), and Metausing two widely used time series analysis methods: ARIMA (AutoRegressive Integrated Moving Average) and ETS (Exponential Smoothing). The study explores the potential impact of layoffs on the stock prices of these companies, addressing inquiries into cyclical or seasonal autocorrelation in stock price movements. By leveraging historical stock price data and applying ARIMA and ETS models, this research uncovers trends and develops robust forecasting models. The investigation holds significance for investors, market analysts, and company stakeholders, providing valuable insights into how workforce restructuring and organizational changes may influence stock market performance. The findings suggest that although the three technology companies experienced a decline in stock prices coinciding with an increase in layoffs, the forecasts generated by the ETS model indicate a potential stabilization or even an increase in stock prices in the future. These insights equip decision-makers with valuable information for assessing potential trends and making informed decisions regarding investments and workforce management strategies.

How technology is crucial to the effective management of non-traditional workforces

Purpose The purpose of this paper was to help the reader understand how technology is crucial to the effective management of non-traditional workforces. Over the past year, the UK labour market, much like the rest of the world, has found itself dealing with challenges at every turn. Whether significant interest rate hikes in response to surging inflation, the energy crisis and global supply chain issues largely influenced by the escalation of the war in Ukraine or rapid changes in working attitudes and cultures, businesses are increasingly under a lot of pressure. Design/methodology/approach This paper was designed and written based on the findings of Magnit’s Winter 2023 Europe Labour Market Report. Findings Consequently, organisations have to adapt their attitudes to the hiring and management of staff, whether that be leveraging temporary workers, re-evaluating pay rates or expanding benefits. Originality/value Critical to this endeavour is to implement an effective workforce management strategy that is embedded into all decision-making processes.

Applying the Tier II Construction Management Strategy to Measure the Competency Level among Single and Multiskilled Craft Professionals

Various contemporary studies have revealed a heightened need for the implementation of effective strategies to reduce labor shortages in the construction industry. The subsequent investigation outcomes have identified multiskilling labor strategies as viable solutions to alleviate labor deficiencies in the construction sector. These strategies aim to train single-skilled craft professionals so that they can acquire different skills and complete tasks in addition to their primary duties in the workplace; however, limitations exist in terms of measuring competency levels among single-skilled and multiskilled craft professionals. Thus, a workforce management strategy, referred to as Tier II strategy metrics, is used in this study as a comprehensive approach to evaluate the construction workers’ competency levels among more than 2740 workers in the industry. Furthermore, multinomial logistic regression was applied to explain the variability in both the project craft technical and project craft management Tier II score. The overall average Tier II score for multiskilled workers was 6.27, whereas single-skilled workers scored 5.17. The results show that multiskilled craft professionals have higher competency levels compared with single-skilled craft professionals. The outcome from the regression model demonstrates that craft workers who are experts and multiskilled are competent in terms of their project craft technical skill, and years of experience is the most important variable for predicting high competency levels.

Macroeconomic Trends and Their Impact on Business Strategies

This study explores the intersection of macroeconomic trends with business strategies, emphasizing their impact on operations, decision-making processes, and overall organizational resilience. Key macroeconomic indicators such as GDP, inflation rates, unemployment rates, interest rates, exchange rates, and consumer confidence are analyzed in the context of strategic adaptation. The study examines how businesses can effectively navigate economic cycles, manage inflation and interest rate risks, optimize workforce management strategies during varying unemployment conditions, and mitigate exchange rate fluctuations through hedging and diversification. Case studies illustrate successful and unsuccessful strategies employed by businesses in response to macroeconomic challenges. The importance of continuous monitoring of macroeconomic trends for anticipating challenges, seizing opportunities, and enhancing organizational resilience is underscored. Future outlooks highlight emerging trends such as digital transformation, sustainability, globalization, and evolving workforce dynamics that will shape the business landscape moving forward.

Challenges to The Workforce Localization in the Private Sector in Gulf Countries: Content Analysis

The discovery of oil in the Gulf countries brought strong economic growth and an influx of foreign workers for privately held companies. These countries have since maintained their growth by relying on expatriates from all over the world, particularly from South Asian countries. In contrast, locals were recruited for most of the public sector jobs. In response to significant population growth and high unemployment rates, these countries took on some initiatives, including the localisation of the workforce. This paper analyzes the current localisation effort, which is a process of replacing expatriates with local workers in six Gulf countries. A content analysis of literature is used to understand the challenges related to required skills, work hours, salary, language, and experience. Results indicate that these challenges have impeded localisation efforts in the private sector. This study has significant implications for global organisations and human resource development professionals seeking to localise a proportion of their workforce as a workforce management strategy.

COVID-19 and industrial resilience in the Global South. A case study on the auto parts sector in Mexico

The global COVID-19 pandemic has exposed the low level of resilience of supply chains and the fragility of employment in most economic sectors. This research, which is based on two independent online surveys, explores the level of readiness of automotive firms in Mexico to adopt I4.0 technologies, as well as the mitigation strategies adopted by such firms to overcome the economic effects of COVID-19. The results indicate a low level of readiness and understanding of I4.0 technologies in the automotive parts sector in Mexico and that most of the COVID-19 mitigation efforts have been focused on workforce management strategies, rather than on technological solutions.

LEADERSHIP STRATEGY IN MANAGING WORKPLACE DIVERSITY

Leadership is how all the possible dimensions of diversity are managing an organization develops an essential ingredient for any workplace that wants to build happier, more productive and more effective workplaces. Leadership sets the tone for the rest of the organization, recognizing and assessing cultural differences helps the organization to frame sound workforce management strategy and in developing positive workplace outcomes. The way leaders working in global arena have to take cultural differences and values into the main consideration while formulating an effective motivation and leadership strategy. Diversity carries out specific strategies to get leaders have initiated efforts that highlighting a conceptual paper concept and few challenges of workforce diversity. It needs to be the official set application of motivation, leadership practices and also discusses the real-life diversity management. The key area to look within the leadership team workplace diversity is a challenge for everyone, especially managers and business owners. This paper underlines a necessary step to ensure that diversity remains a core business value, even leadership contributes an idea to management policy makers for designing an oriented motivational and leadership strategy for managing a diversified workforce. KEYWORDS : Leadership, Workplace, Diversity, Motivation, Competencies, Challenges,

Weathering the storm: talent management in internationally oriented Greek small and medium-sized enterprises

PurposeBased on a study of internationally oriented Greek small and medium-sized enterprises (SMEs), and using the lens of institutional theory, this paper extends the understanding of the extent to which Greece's institutional context influences talent management (TM). In so doing, the authors focussed on the key TM practices employed by SMEs to enhance and sustain TM: talent acquisition, development and retention. The authors also explore how these practices are shaped by the Greek institutional context.Design/methodology/approachEmploying a multiple case-study approach, the authors conducted 18 interviews in six distinctive SMEs operating in north, central and southern Greece. The data were thematically analysed to identify patterns across all SMEs.FindingsThis study found that unlike multinational corporations, internationally oriented Greek SMEs adopt a more inclusive approach to TM practices as well as that the country's institutional context presented important yet not deterministic hurdles. The authors also found that SMEs adopt an opportunistic approach to talent acquisition by utilising appropriate available sources to reach out for available talent. The authors provided evidence that SMEs adopt a hybrid approach to talent development in addressing talent scarcity. Finally, this study reported that talent retention is significantly appreciated by SMEs, who offer a range of intrinsic and extrinsic incentives to retain their talented workforce.Practical implicationsThis study provides stakeholders with insights into how effective TM practices can be considered a lifeline to organisational sustainability – particularly for SMEs in the contemporary challenging and fiercely competitive business environment. It also highlights the potential of inclusive TM practices to be part of an effective workforce management strategy: Relative to the prevailing institutional dynamic, stakeholders (policymakers and human resource practitioners) must engage in the multiple areas of individual talent acquisition, development and retention.Originality/valueIn a context of reforms, this study reports on TM practice in internationally oriented Greek SMEs. The authors also add to the literature on TM in SMEs by providing evidence on the conceptualisation and management of global talent in this context.

The Interplay of Seniority and Superiority Toward Perceived Employability of Older Workers Through a Cultural Lens

Background: Hong Kong will become a super-aged society comprising more than 21% of its citizens aged 65 or above by 2024. With longer life expectancy and better health conditions of the elderly, the mentality of embracing “hidden gems” - older workers was under the spotlight. Extended working life provided a golden chance for employers and/or human resources (HR) personnel to manage this demographic change. Sau Po Centre on Ageing was commissioned to initiate a study in 2017 to 2018 on how employers and/or HR personnel perceived employability of older workers in Hong Kong, and to consolidate good practices of elder-friendly employment. Methods: Aiming to garner opinions from a wide variety of employers and/or HR personnel, 33 in-depth interviews were conducted with participants from various industries and company sizes, including both large corporations and small and medium enterprises (SMEs). Among the participants, nearly half (n=15) possessed managerial position, other including employers (n=1), directors (n=6), officers (n=8) and others (n=3). Among these companies, 19 did not have any mandatory retirement age policies, while seven had their retirement age set as 60 years old, and another seven set their retirement age at aged 65. Results: Participants tended to link seniority, in terms of both chronological age and loyalty, with superiority, affecting their perceived employability of older workers. This study has multi-level implications on a multi-generational age-inclusive workforce management strategy on recruitment, retainment and retraining. Suggestions on good practices of an age-inclusive and age-diverse workforce were also made at individual, corporation and societal level.

Effect of Mobile Workforce Management Strategies on Performance of Deposit Money Banks in South East Nigeria

Members of the mobile workforce and deposit money banks that employ them face a double-edged sword. On the one hand, it is desirable for mobile workers to remain as productive as possible when they are on the road. Unfortunately, life is not perfect and neither are people, so how do deposit money banks gauge whether a mobile employee is an asset or liability? On the other hand, not all venues that accommodate these workers are entirely conducive to productivity. The main objective of the study is to investigate the effect of mobile workforce management strategies on performance of deposit money banks in South East, Nigeria. The specific objectives sought were to: determine the effects of mobile technology on productivity of deposit money banks in South- East, Nigeria, establish the extent of the effect of biometric time and attendance system on deposit money banks market share in South- East, Nigeria, assess the effects of mobile applications on stakeholders’ level of satisfaction of deposit money banks in South- East, Nigeria, ascertain the effect of contemporary environmental factors on the growth of deposit money banks in South- East, Nigeria and determine the relationship between the challenges of mobile workforce management strategies and the profitability of deposit money banks. The researcher adopted the survey design for the study. The population of the study is Six thousand four hundred and ten (6,410) comprised of both the senior and junior staff of the selected eleven deposit money banks in South East Nigeria. Primary and secondary sources of data were used in the course of the study. Works of other authors related to the study were reviewed. The sample size is five hundred and eleven (511) determined, using the finite population formula of Godden. The researcher adopted both parametric and non parametric techniques for data analysis. The Cronbach’s Alpha coefficient yielded 0.87, indicating the reliability of the instrument. The data collected was analyzed using Spearman Pearson correlation coefficient, simple and multiple regression model. The findings indicated that: Mobile technology had positive effect on productivity of deposit money banks in South- East Nigeria (r = 0.932 p > 0.05). Biometric time and attendance system to a great extent enhanced deposit money banks’ market share in South East Nigeria (r = 0.960, p > 0.05) Mobile workforce management strategies positively affected deposit money banks stakeholders’ level of satisfaction (r =0.950, p > 0. 05). Contemporary environmental factors such as government regulation, economic conditions, technological advancement and workforce demographics to a great extent had a positive effect on the growth of deposit money banks. (r =0. 962, p > 0.05).There was a positive significant relationship between challenges of mobile workforce management strategies (hackers’ infiltration, network failure and human error and the profitability of deposit money banks (r = 0.981, p > 0.05). The study concluded among others that mobile workforce management strategies offer deposit money banks critical improvements in growth and stakeholders’ level of satisfaction. The study recommended among others that management of deposit money banks should ensure that right tools and resources are made available to mobile workers, giving them the same connectivity as office based workers.