Sunil Ramlall Joins Concordia University as Professor of Business

Dr. Sunil Ramlall has recently joined Concordia University Wisconsin as Professor of Business teaching in the Doctor of Business Administration (DBA) Program. Dr. Ramlall brings several years on teaching experience especially in graduate business programs. He was previously at Western Governors University.

Sunil’s education includes a BA, MBA, M.Ed., and Ph.D. Using his education, research, and experience, Sunil will be able to integrate theory and practice to help to build a world-class doctorate program preparing leaders to solve complex business problems.

Through the Doctor of Business Administration program, Concordia is preparing Christian leaders to address those problems holistically by combining quantitative and qualitative business concepts. The outcome? Actual change that translates to long-term growth and profitability.

The CUW DBA has three distinct concentrations:

Financial and Economic Management: Study how the financial and economic theory impacts global and regional organizations. You’ll have the opportunity to explore further either financial or economic principles allowing you to apply the concepts to organizational structure and productivity.

Organizational Change and Performance: Learn applied methods and theories that address organizational improvement by examining individual, team, and organizational analysis and enhancing decision-making techniques.

Healthcare Administration: Study the administration of global health care systems and provide graduates with the opportunity to examine technology and analytics, legal and ethical considerations, and leadership topics encountered by top industry professionals.

Sunil Ramlall is the main editor of forthcoming book on future of work and education. His thought leadership will help to further prepare DBA students for key leadership roles in their organizations.

Sunil Ramlall Publishes Key Research on Role of Human Resource Management

Sunil Ramlall, HR Scholar, explains the role of HR in organizations and how companies can utilize HR strategies to be successful from a financial, customer and process perspective. Much debate has centered on the impact of strategic HRM on organizational performance. Through research, discussions with HR professionals, Line managers, and Senior Executives, there have been varying levels of perspectives on the focus of HR, time spent on various HR activities, and the deliverables of the HR strategies.

Researchers have argued that human resources may be seen as a source of sustained competitive advantage for organizations (Barney, 1991; B. Becker & Huselid, 1998; B. Becker, Huselid, & Ulrich, 2001). The underlying assumption is that human resources are unique to the extent that competitors cannot imitate them (Akhtar, Ding, & Ge, 2008). Strategic HRM practices enhance both individual and organization performance, and employees that are well trained and motivated are more committed and willing to spend extra effort to achieve superior performance (Brian Becker & Huselid, 2006). The major distinction connecting strategic HRM practices and HRM is the adoption and integration of strategic decisions into HRM procedures and plans to manage organization performance (Guest, 1989). Delery and Doty (1996) identified seven such practices that have been consistently considered strategic HRM practices. They defined strategic HRM practices as those that are – theoretically or empirically related to overall organizational performance‖ (p. 805).

Sunil Ramlall explains that in the end, HR serves to contribute to an organization‘s success and ensure employees’ well-being. It is about helping the organization compete more effectively and beating the competition. It is about being able to attract and retain employees and helping employees give their best.