Dissertationen: „Human Resources Business Partner“

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Möllerström, Jill. „Human Resources Business Partner : Diskrepansen mellan rollens krav och den organisatoriska verkligheten“. Thesis, Stockholms universitet, Sociologiska institutionen, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-49983.

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El, shoubaki Aliaa. „Examining outcomes of small and young firms based on available resources : Extending the focus from the individual entrepreneur to the entrepreneurial couple“. Thesis, Montpellier, 2018. http://www.theses.fr/2018MONTD022.

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Cette thèse porte sur une étude des aspects jusqu’à présent négligés concernant les ressources immédiatement accessibles aux entrepreneurs des jeunes et petites entreprises. En s’appuyant sur l’argument que les ressources immédiatement accessibles aux entrepreneurs sont leur capital humain et social, l’étude est d’abord centrée sur une lecture individuelle, qui met en exergue l’entrepreneur et son capital humain. Ensuite, elle tient compte explicitement de l'enracinement social des entrepreneurs et plus précisément de leur enracinement familial « family embeddedness ». Ainsi, l’étude s’ouvre à l'entrepreneur et son conjoint, donc au couple d’entrepreneurs. Cette thèse s'inscrit dans les domaines de recherche de l'entrepreneuriat et de l'entreprise familiale, et emprunte des concepts et des théories à l'économie et à la sociologie. Chacun des quatre articles qui constituent la thèse est une étude autonome destinée à la publication. Néanmoins, toutes les études se rapportent à une problématique centrale qui traite des aspects encore négligés concernant les liens entre les résultats des petites entreprises, l'entrepreneur et le couple d’entrepreneurs
This thesis focuses on a study of the hitherto neglected aspects of the resources immediately accessible to entrepreneurs of young and small businesses. Based on the argument that the resources immediately available to entrepreneurs are their human and social capital, the study is primarily centered on individual reading, which highlights the entrepreneur and his human capital. Then, it explicitly takes into account the social roots of entrepreneurs and more specifically their family-embeddedness. Thus, the study opens to the entrepreneur and his spouse, thus to the couple of entrepreneurs. This thesis is part of the research fields of entrepreneurship and the family business, and borrows concepts and theories from economics and sociology. Each of the four articles that make up the thesis is an independent study for publication. Nevertheless, all the studies relate to a central issue that deals with the still neglected aspects of the links between the results of small firms, the entrepreneur and the couple of entrepreneurs

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Vojtěchovská, Pavlína. „Řízení a měření přínosu lidských zdrojů k cílům podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197666.

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This thesis focuses on Human Resources in a company, it' s strategic managing and measuring it's contribution to the business. In theoretical part the main source is foreign literature and it analyses traditional and new conceptions of HR. It focuses on a role of HR director, as a main element of strategic level of HR and his/her role in a relation to the rest of a company and HR department. In practical part the thesis analyses a research, made among Czech companies, and comes into a conclusion, that the main cause of an unsatisfactory HR management in these companies is it's poor measurability. In the final, key part of the thesis it designs a process, which a company should follow in order to adopt a strategic HR and it's measurement by goals of a company.

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Erkers, Elin, und Jenny Lundén. „Human Recources Shared Service Center ur ett användarperspektiv : En kvalitativ studie avseende första linjens chefers erfarenheter av HR-Direkt“. Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37507.

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Syftet med denna kandidatuppsats är att undersöka hur ett HR-Shared Service Center fungerar ur ett användarperspektiv inom offentlig sektor. Fokus ligger på att undersöka första linjens chefers erfarenheter av Region Dalarnas motsvarighet till ett Shared Service Center (SSC), benämnt HR-Direkt. Utifrån studiens teoretiska referensram är SSC en av tre funktioner i vad Ulrich (1995) kallar HR-transformation vilket ska bidra till att effektivisera HR-arbete. Övriga delar i HR-transformationen är expertenheter och Human Resources Business Partners (HRBP). HR-transformation är kärnan i ett centraliserat HR-arbete där fokus ligger på kostnadsreducering och därmed förenlig med offentlig sektors skattefinansierade verksamhet. Vi argumenterar för att HR-transformationen direkt och indirekt får en betydande roll för både personalarbetets och organisationens effektivitet. Resultatet visar att första linjens chefers erfarenheter och åsikter om Regionens SSC; HR-Direkt står i direkt korrelation med första linjens chefers relation med sin HRBP, de första linjens chefer vilka har en god relation till sin HRBP har även en bra upplevelse av funktionen HR-Direkt medan de första linjens chefer vilka har en sämre relation till sin HRBP är missnöjda med HR-Direkt. Vidare visar resultatet att en otydlig ansvarsfördelning mellan HRBP och HR-Direkt bidrar till ett missnöje av HR-funktionen som helhet bland första linjens chefer. Studien har genomförts utifrån en kvalitativ ansats där nio semistrukturerade intervjuer med första linjens chefer, HRBP samt HR-Chef från Region Dalarna har genomförts. Resultatet från intervjuerna jämförs sedan med tidigare forskning i flera analysdelar och därefter presenteras en avslutande diskussion och slutsats. Vi anser att den befintliga forskningen tenderar att fokusera på organisatoriska aspekter av nyttan med ett SSC, till exempel ekonomisk vinning genom ett effektiviserat arbete. Vår förhoppning är att kunna påvisa att mer forskning bör riktas mot användare av SSC inom HR-fältet samt att vår studie kan fylla en del av kunskapsgapet avseende användares erfarenheter av ett SSC.
The purpose of the study was to explore how a HR Shared Service Center operates from a user perspective within the public sector. The focus is to explore the experience of Line Managers using Region Dalarna´s equivalent to a HR Shared Service Center, called HR-Direkt. Based on the study´s theoretical frame of reference, SSC is one of three functions that will contribute to the streamlining HR activites as part of a HR transformation programme as outlined by Ulrich. Other parts of the HR transformation are units of expertise and Human Resources Business Partner. HR transformation is the core of centralized HR work where the focus is cost reduction and thus compatible with public sector tax-financed function. It can be argued that the HR transformation has a great significance for the efficiency of both personnel work and the organization both directly and indirectly. The results have shown that line managers experiences concerning the Regions HR-SSC are in direct correlation with the line managers relationship with Human Resources Business Partner. The respondents who have a good relationship with their HRBP also have a good experience of HR-Direkt while respondents who have less favourable relationship with their HRBP are dissatisfied with HR-Direkt. Furthermore, the results show that an unclear distribution of responsibilities between HRBP and HR-Direkt causes dissatisfaction with the whole HR function among Line Managers. The study was based on a qualitative approach where nine semi-structured interviews with line managers, HRBP and the HR manager from Region Dalarna were conducted. The results from the interviews were then compared with the previous research using several forms of analysis before a discussion and conclusion are presented. The believe is that existing research tends to focus on organizational aspects of the benefits of an SSC, such as financial gain through streamlined work. The aim of this paper is to be able to demonstrate that more research should be directed at users of SSC in the HR field and that this study can fill part of the knowledge gap regarding users’ experiences of an SSC.

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Paphavatana, Pisalvit, und Md Fazla Mohiuddin. „Changing Role of HR : A Comparative study of different organization structures in relation to HR & the motivation behind them“. Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71362.

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Since its big breakthrough in 1980 starting in America (Bredin, 2008), we see yet another shift from traditional to Strategic Human Resources which were basically about two normative model “best fit” vs. “best practice” and their implication in business organizations (Boxall & Purcell, 2000). Scholars like Ulrich (1997), suggested ways about how Human Resource (HR) could contribute in the search for competitive advantage by advocating new organizational structures and roles such as HRSSC (Human Resource Shared Service Center) or the new role of HRBP (Human Resource Business Partner). These new roles and structures can be seen as an extension of “best fit” vs. “best practice” thinking and provide with a tool to cope with challenges faced by today’s organizations. The first and foremost objective of this paper is to come up with a reasonable understanding about these different changes in roles and structures of HR. To do this, it puts the whole change process under “organizational evolution theory” lens and analyzes the whole phenomena to figure out “where do these changes come from” and “what is the implication of these changes for practitioner managers”. To be more precise, this paper applies ecological perspective at organizational and population level suggested by Lovas & Ghoshal (2000) and provides a starting point for future research to apply what Lovas & Ghoshal (2000) called “Guided Evolution” perspective. The next objective of this paper is to check if it is possible to come up with a Key Success Factors (KSF) which would work across different business environments and come up with implications for today’s organizations accordingly. In addition to an extensive literature review, the thesis conducted four semi-structured interviews with three large companies in Sweden applying “qualitative research interview” technique and then analyzed the data with adding more data from other secondary sources. The findings of this work suggest that, the whole change process corresponds to a “variation” cycle of the evolutionary process which should eventually move to a “selection” cycle. The choice and success of these new structures and roles are dependent on factors such as corporate strategies, adequate knowledge of HR or presence/absence of competition and finally suggest that success factors vary from environment to environment and thus it is not possible to come up with a set of Key Success Factors (KSF) which would work across cultures and business environments.

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Zlámalíková, Šárka. „Hodnocení personální práce v multinacionální IT společnosti“. Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71744.

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The work is focused on 3-Box model and its usage in a selected international IT company. The first part describes the pillars of 3-Box model: HR Business Partners, HR Shared Service Centers and HR Centers of Excellence. The second part introduces the HR organization in the company and describes HR Direct, which represents HR Shared Service Centre in the 3-Box model. Based on findings, the improvement is designed.

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Santos, Daniela Coelho. „Recrutamento, seleção e processo de integração na AXA Portugal“. Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10964.

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Mestrado em Gestão de Recursos Humanos
O tema do Trabalho Final de Mestrado incide sobre o Recrutamento & Seleção e o Processo de Integração na AXA Portugal, multinacional de referência no setor segurador. O objetivo deste trabalho consiste na descrição das atividades desenvolvidas ao longo do período de estágio, mais precisamente nas tarefas inerentes a todo o processo de R&S, socialização, acolhimento e integração de colaboradores/as. Estes processos são imprescindíveis no crescimento e desenvolvimento das empresas, pois dizem respeito a todas as tomadas de decisão e ações de gestão que afetam a relação entre as empresas e os/as seus/suas colaboradores/as. Os recursos humanos, fator de diferenciação em relação à concorrência, por serem únicos, raros e insubstituíveis, são considerados fonte de vantagem competitiva. O presente Trabalho Final de Mestrado resulta de um estágio curricular realizado no departamento de Recursos Humanos da AXA Portugal, mais especificamente na área de Human Resources Business Partners, abraçando todo o processo de Recrutamento & Seleção e de Integração. Deste modo, o relatório inicia-se com uma revisão de literatura, seguindo-se uma descrição da AXA e das atividades desenvolvidas referentes aos métodos de R&S e de Integração praticados pela empresa. Por fim, são analisadas e interpretadas as atividades desenvolvidas e a revisão da literatura, sendo no final identificadas algumas limitações encontradas e oportunidades de melhoria do ponto de vista da empresa, bem como sugestões para trabalhos futuros.
This master thesis focuses on Recruitment, Selection and Integration Process in AXA Portugal, a multinational reference in the insurance sector. The main purpose consists on describing the activities developed throughout the internship period, more precisely in the tasks concerning all of the R&S process, like socialization, welcoming and integrating new employees. These processes are essential for the growth and development of enterprises, because they refer to all decision-making and management actions that affect the relationship between companies and their employees. The human resources, because they are unique, become a differentiating factor from the competition, by being rare and irreplaceable, are considered an asset of great competitive advantage. This traineeship was held at the Human Resources department of AXA Portugal, specifically in the area of Human Resources Business Partners, where the student embraced the whole process of R&S and Integration. Therefore, the report begins with a literature review, followed by a description of AXA and of the activities related to methods of R&S and Integration practiced by the company. Finally, the activities and review of the literature are analyzed and interpreted, and in the end some constraints and opportunities for improvement were found and identified, from the company's point of view as well as suggestions for future work.

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Schmidt, Alexandre Alcântara. „Planejamento estratégico na gestão de recursos humanos nas empresas públicas: uma avaliação da sua adoção e principais desafios encontrados nas empresas estatais federais“. reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17647.

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This work aimed to raise the main challenges in the adoption of strategic planning in the management of human resources of public enterprises. Therefore, semi-structured interviews were conducted with human resource managers of federal enterprises located in Rio de Janeiro. The challenges and difficulties that the companies found were faced with the challenges identified in the literature and the conclusion was that companies are still in the traditional HR stage, while literature indicates that HR must be a strategic business partner. Finally, we recommended actions that human resources should take to overcome the challenges in order to become a strategic partner. It is expected that this research contribute to advance the debate on strategic planning in human resource management in the public sector. In addition, it is expected to contribute to the practice of companies, serving as a possible reference for public companies that are still in the early stages of adopting strategic planning in HR.
Esta dissertação teve por objetivo levantar os principais desafios na adoção do planejamento estratégico na gestão de recursos humanos das empresas públicas. Para tanto, foram realizadas entrevistas semiestruturadas com gestores de recursos humanos de empresas estatais federais localizadas no Rio de Janeiro. Os desafios e dificuldades encontrados pelas empresas foram confrontados com os desafios apontados na literatura e chegou-se à conclusão que as empresas ainda estão no estágio de RH tradicional, enquanto a literatura aponta que o RH deve ser um parceiro estratégico do negócio. Por fim, foram recomendadas ações que a área de recursos humanos deve tomar para superar os desafios para se tornar um parceiro estratégico. Espera-se com esta pesquisa contribuir para o avanço no debate sobre planejamento estratégico na gestão de recursos humanos na área pública. Além disso, espera-se contribuir para a prática das empresas, servindo como uma possível referência para as empresas públicas que ainda estão em estágio inicial de adoção do planejamento estratégico no RH.

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Eriksson, Susanne. „HR-partnerns spelrum i verksamheten : Om tillhörighet, omgivning och krav på mätbarhet“. Thesis, Södertörns högskola, Centrum för praktisk kunskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-33299.

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Ofta hämtas forskning inom Human Resource (HR) och Human Resource Management (HRM) från företagsekonomiska institutioner. Begreppsbildningen präglas av management och organisationsteori med fokus hur funktionen skapar det bästa värdet för organisationen. Här finns som jag ser det en lucka att fylla. Det här är en uppsats i den praktiska kunskapens teori. Med utgångspunkt i främst hermeneutiken samt Dreyfus och Dreyfus inlärningssteg undersöker jag HR-partnerns yrkeskunnande och jag problematiserar handlingsutrymmets betydelse för detta yrkeskunnande. Jag har genomfört fyra djupintervjuer med två HR-partners, en HR-chef och en chef som är kund hos HR-avdelningen. Uppsatsen visar att i den kommun jag undersökt och givit det fingerade namnet Ärlanda, inte främst är de formella strukturerna som avgör hur HR-partnern handlar. Ju bättre förvaltningens förväntningar stämmer överens med HR-funktionens uppdrag och den enskilda HR-medarbetarens samlade kunskap och erfarenhet, desto större blir handlingsutrymmet. Det leder till att HR partnern kan handla och arbeta förebyggande och långsiktigt. Risken som jag ser är att HR-funktionen i sin strävan att utgöra ett professionellt HR-stöd med standardiserade rutiner som underlättar för organisationens chefer även låser fast sin egen yrkesutövning vid enklare rutinartade arbetsuppgifter. På sikt riskeras att förmågan att handla klokt i den enskilda situationen gå förlorad.
It is common, that research in the area of Human Resource (HR) and Human Resource Management (HRM), is placed at schools of business and administration. The conceptualization is characterized by management and organization theory, focusing on how the function creates the best value for the organization. Here, as I see it, is a gap to fill. This essay, built on the theory of practical knowledge, is primarily based on hermeneutics and Dreyfus and Dreyfus's learning theory. I investigate the professional skills of the HR-partner and I problematize about the importance of the latitude of the HR partner's professional skills. I have conducted four deep interviewers with; two HR-partners, one HR-manager, and one manager who is the customer of the services of the HR-department. The essay shows that in the municipality I have investigated, which I have given the fictive name Ärlanda, it is not primarily the formal structures that determine how the HR-partner is acting. The latitude for the HR-partner to act and use all his or her work skills is dependent upon a consistency between the expectations of the business, the mission of the HR-department and the individual HR employee's experiences. This will give a space to act in prevention and work with issues at the long range term. Otherwise, as I see it, there is a risk in the endeavor of the HR-department to provide professional HR support with standardized procedures that ease the work of the managers in the organization. This risk is that the professional skills of the HR-partner get occupied by the routine assignments. In the long run, this will be at the expense of the ability to act wisely in the specific situation.

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Al-Sahhaf, Habeeb. „Human resources management in Kuwait“. Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.

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Ng, Kwai-kuen Eric. „Human resources strategies for China operations /“. Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14040268.

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Hedman, Mattias, und Charlotte Skinnar. „Human resources outsourcing : att släppa kontrollen“. Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11484.

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Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.

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吳貴權 und Kwai-kuen Eric Ng. „Human resources strategies for China operations“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266769.

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Hall, Kristin. „Human resources: a key aspect in company innovation“. Honors in the Major Thesis, University of Central Florida, 2011. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/393.

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Innovation is a key factor for companies. It is also essential on an individual scale for employees. To ensure they are utilizing employees to the utmost efficiency, companies must implement practices to ensure the attraction and retention of top employees. Human resource practices can help to define and explain essential techniques to help employees gain satisfaction from their work, creating intrinsic motivation, and allowing them to ultimately perform more efficiently and perhaps even creatively for the company, helping to generate significant profits. The intent of this thesis is to analyze human resource practices on an empirical study of eight companies (provided from a previous study by Erwin Danneels, Ph.D.) and to determine whether or not human resource practices can help predict a firm's ability to enter new markets and implement new technologies, ultimately leading to innovation. Companies are grouped depending on their residual values generated from Danneels' study and analysis. His research observes the ability to predict new market entrance and technology implementation through five company characteristics: constructive conflict, willingness to cannibalize, slack, learning from failure, and various types of environmental scanning. This thesis seeks to find positive relationships between human resource practices and the companies where the model proves to be a good fit. I define human resource practices by the following six categories, breaking them up into incentives and skill development: extra benefits, fitness incentives, social responsibility, and continuous learning, global opportunities, and rewards/opportunities for advancement. This analysis hopes to contribute to further research by generating an association between human resource practices and company innovation.
B.S.B.A.
Bachelors
Business Administration
Management

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HASSAN, ABDULLAHI NUR, und JAMES RAD ANAMAN. „THE IMPACT OF HUMAN RESOURCES MANAGEMENT ON CUSTOMER SATISFACTION“. Thesis, Mälardalen University, School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6404.

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Boz, Gökhan. „Addressing Critical Business Issues through Strategic Management of Human Resources“. Doctoral thesis, Universitat Autònoma de Barcelona, 2013. http://hdl.handle.net/10803/129128.

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Con el fin de alcanzar los objetivos de una organización como el aumento de productividad y la rentabilidad, es un hecho bien conocido que las necesidades de los empleados deben ser satisfechas vía prácticas de recursos humanos (RRHH). La literatura muestra que una estrategia eficaz de gestión de RRHH, que se centre en generar y mantener una mano de obra motivada, es un factor clave para su éxito. Por lo tanto, el objetivo principal de esta tesis doctoral es entender mejor el impacto de la gestión estratégica de RRHH y prácticas de alto rendimiento (PAR) sobre varias cuestiones críticas de negocio tales como la obtención de ventajas competitivas, la lucha contra el absentismo laboral, y la mejora de satisfacción laboral. Primeramente, el hecho de desarrollar y mantener una ventaja competitiva es uno de los factores más importantes para garantizar la supervivencia de una empresa frente a sus rivales. Algunos directivos prevén la posibilidad de obtener una ventaja competitiva a través del capital humano, que depende del talento del director de utilizar prácticas de RRHH. Por lo tanto, el primer capítulo empírico de esta tesis considera el marco teórico y el papel de la gestión estratégica de recursos humanos (DERH), que propone un ajuste muy apretado entre la calidad de la gestión de RRHH y las estrategias empresariales. Analizando los datos de 401 empresas manufactureras españolas, nuestros resultados proporcionan una evidencia que la DERH es un aspecto distintivo de la empresa para asegurar la obtención de una ventaja competitiva sostenible. En concreto, las empresas de gran tamaño con mayor calidad de DERH tienden a tener un mejor desempeño de la organización. Además, es un gran desafío reducir la tasa de absentismo laboral, ya que sus efectos son directamente proporcionales a la disminución de la productividad y la rentabilidad. Todavía hay una falta de investigación europea con conclusiones concretas sobre el impacto de la interacción entre los valores sindicales y las PAR en absentismo. Por lo tanto, el segundo capítulo empírico identifica los determinantes de absentismo centrándose en la interacción entre los sindicatos y los componentes de las PAR, bajo un modelo logístico fraccional en los datos de las empresas manufactureras españolas. Los resultados sugieren que los incentivos basados en el rendimiento y el uso de rotación del trabajo disminuyen la probabilidad de una mayor ausencia en altos niveles de influencia de los sindicatos. Además, formación y horarios flexibles constituyen adaptabilidades para hacer frente al absentismo a niveles bajos y medios de influencia de los sindicatos. La competencia en el mercado laboral también es importante en el absentismo. La probabilidad de mayor ausencia se relaciona positivamente con el tamaño de la empresa, el porcentaje de mujeres trabajadoras, y el porcentaje de trabajadores a tiempo parcial. Por último, muchos estudios sugieren que las organizaciones con bajo nivel de satisfacción en el trabajo tienden a tratar con el absentismo, la tardanza y las huelgas, lo que provoca una gran disminución en el rendimiento y la rentabilidad. La baja satisfacción laboral ha sido un tema emergente en el entorno de negocios. La literatura sugiere que la gestión participativa, que puede ser influenciada por el talento y las habilidades de un director, mejora la satisfacción laboral. Por lo tanto, el tercer capítulo empírico investiga el impacto indirecto de la gestión participativa en la satisfacción laboral. Esto proporciona evidencia de que la gestión participativa tiene un efecto positivo significativo en la satisfacción laboral de los trabajadores a través de sus determinantes intermedios como el entorno de trabajo y políticas de flexibilidad. Además, examinamos las diferencias en los efectos marginales de gestión participativa entre nueve países euro-mediterráneos.
In order to reach an organization’s ultimate objectives as increasing company productivity and overall profitability, it is a well-known fact that employee needs should be met through various human resources (HR) policies and practices. The literature shows that an efficient strategy of human resource management (HRM), which focuses on generating and maintaining a well-motivated workforce, is a key factor for organizational success. Thus, the main purpose of the present doctoral dissertation is to better understand the impact of strategic management of HR and High-Performance Work Practices (HPWP) on several critical business issues such as gaining competitive advantage, tackling absenteeism in the workplace, and improving job satisfaction. Firstly, developing and sustaining competitive advantage is one of the most significant factors to guarantee the survival of a company against its rivals. Many organizations attempt to generate a unique business strategy to get a competitive superiority. Some managers foresee the opportunity to gain competitive advantage through human capital, which depends on manager’s talent to utilize HR practices. Therefore, the first empirical chapter of this dissertation considers the theoretical framework and the role of Strategic Human Resource Management (SHRM), which proposes a “tight-fit” between the management quality of human resources and business strategies. Analyzing a questionnaire from 2007 that covers the data for 401 Spanish manufacturing companies, our results provide evidence indicating that SHRM is a distinctive aspect of a firm to ensure gaining a sustainable competitive advantage. It is also significant to have the support of a higher intensity of industrial technology and a larger proportion of employees with higher education. Specifically, the large-sized firms with higher SHRM quality tend to have a better organizational performance trend. Moreover, it is a major challenge to reduce the absence rate as it has been an emerging issue and its effects are directly proportional to decreased productivity and profitability. Although many researchers have sought solutions, there is still a lack of European research with concrete conclusions regarding the impact of the interaction between union settings and high-performance work practices (HPWP) on absence. Hence, the second empirical chapter of this dissertation identifies the determinants of absenteeism focusing on the interaction between labor unions and HPWP components, applying a fractional logistic model on the data from Spanish manufacturing companies. The results suggest that the performance-based incentives and use of job rotation/enrichment decrease the likelihood of high absence at high levels of union influence. Besides, training time and adoption of flextime practice are found as significant workplace flexibilities to deal with absenteeism at medium and lower union-influence levels. Labor market competition also plays an important role in absenteeism. The probability of higher absence is positively related to the firm size, percentage of female workers, and percentage of part-time employees. Finally, many studies suggest that organizations with low level of job satisfaction tend to face with absenteeism, tardiness, grievances, turnover, and strikes more frequently, which causes a large decrease in performance and profitability. Low job satisfaction has been an emerging issue in challenging business environment, especially during economic crisis. The literature suggests that participative management -as an instrument that can be influenced by a manager’s talent and skills- improves job satisfaction. Therefore, the third empirical chapter of this dissertation investigates the indirect impact of participative management on job satisfaction, utilizing the European Working Conditions Survey 2010. It provides evidence that participative management style has a significant positive influence in employee job satisfaction through its intermediary determinants such as working environment and family-friendly company policies. In addition, we examine the differences in the marginal effects of participative management, interacting with gender-effects, across nine Euro-Mediterranean countries.

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Wardlaw, Marcus Karl. „Effective Human Resources Recruiting and Hiring Practices for Improving Organizational Performance“. ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7575.

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The purpose of this single case study was to explore the recruiting and hiring practices used by human resources (HR) and recruitment managers to support organizational goals for performance improvement. Data were collected from semistructured interviews with 4 HR and recruitment managers from a vegetation management company in Pennsylvania and review of organizational documents. Bertalanffy's general systems theory (GST) and Thelen and Smith's dynamic systems theory (DST) were the basis for the study's conceptual framework. Data reliability and validity were achieved through an interview protocol, member checks, interview transcriptions, and methodological triangulation. The study included an inductive analysis of interviewees' responses to identify patterns and themes. Four themes emerged from data analysis: improved strategies, practices, and processes to strengthen performance; methods for adhering to contractor and federal compliance requirements; sound measurement of HR performance and evaluation of candidates' needs; and incorporation of recruitment process outsourcing. The implications of this study for positive social change include the potential to improve HR strategies used to attract candidates through social media applications, competitive compensation packages, and streamlined onboarding processes. These practices and new workers may lead to increased productivity and a competitive advantage for businesses, which may result in enhanced employment opportunities in Pennsylvania communities.

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Pinet-Eve, Alexander. „Employee-share-ownership : Human Resources Management and employees behavioural outcomes“. Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-182865.

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Employee share ownership (ESO) is widely defended as a competitive organisational structure to increase organisational productivity through higher labour performance. Research on the relationship between ESO and labour performance produced mixed results when looking at the commitment and labour turnover. With more than 50% of all companies in Europe providing ownership to their employee, this research studies how ESO influence the labour performance building from previous research on Human Resource Management and employees’ behavioural outcomes. This study uses a quantitative design to analyse French workers' labour performance and compare the results between employees' owners and non-owners. Extrinsic and instrumental satisfaction resulting from HRM policies were considered to influence employees’behavioural outcomes. Finally, these satisfaction indicators were tested for moderation between ESO and the behavioural outcomes.This research finds a significant relationship between ESO and commitment. Moreover, extrinsic, and instrumental satisfaction predicted commitment. Only extrinsic satisfaction resulted in a decrease in employee's intention to turnover. Results show that instrumental satisfaction moderates the relationship between ESO and commitment, such as employees in an organisation with ESOwill exhibit more significant commitment as their employers increase their ability to be autonomous and participate in decision-making. However, the results defend that extrinsic satisfaction is a more significant predictor for turnover and instrumental satisfaction for commitment than ESO. These results suggest that ESO cannot systematically explain increased commitment and lower intention to turnover, as the behavioural outcomes change depending on how the organisation supports their employee’s satisfaction and that the employees' values and beliefs are different in ESO compared to employees in traditional organisations.

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Solomon, Robert Tyree. „Strategies for Human Resources Professionals Using Social Networking Websites for Hiring Decisions“. ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6678.

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The use of social networking websites by employers without adequate strategies can lead to misuse of job applicant's information or discriminatory hiring practices. The purpose of this multiple case study was to identify strategies that some human resource professionals in the southeastern United States implemented to maximize the use of social networking websites in the hiring process. Signaling theory was used as the conceptual framework for this study. Semistructured face-to-face interviews were conducted with 8 purposefully selected human resource professionals who used social networking websites for at least 3 years to screen and select job applicants. Documentation of participating organizations was also reviewed to assess the guidance employees received for using social networking websites to inform hiring decisions. Two other sources of data included field notes and observations of participants during interviews. Interview transcripts and supporting documents were coded using a priori and emergent codes focused on identifying themes among strategies hiring managers used. A few of the themes that emerged from the thematic analysis of the interview data were professional social media, personal social media, and legal concerns. The results of this study may contribute to positive social change by providing human resource professionals and hiring managers with more knowledge for optimizing the use of social networking websites for cybervetting and hiring job candidates.

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Fitz-Lewis, Thecla. „Human Resources Strategies for Retaining Employees in St. Lucian Banks“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5703.

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Retention issues have been a challenge for human resources (HR) leaders for years. Organization HR leaders face employee retention challenges that lead to the loss of talented employees and a decline in the organization's quality of service, which negatively affects profitability. Based on Schultz's human capital theory, the purpose of this multiple case study was to explore strategies HR leaders used to retain employees. Data collection included company archival documentation review and face-to-face semistructured interviews with 11 purposefully selected HR leaders from 3 banks in the northern region of St. Lucia. Data analysis included using Yin's 5-step method, coding the transcribed interviews to identify relevant themes, member checking to strengthen the reliability and validity of the interpretations of participants' responses, and review of company documents. The 5 main themes revealed were strategies of employee retention, human capital development, culture of engagement, succession planning, and leader-member exchange, which affects employees' commitment and organizational profitability. Human resources leaders in organizations may use the findings of this study to develop effective strategies to retain employees, which could lead to individual achievement. Social change implications include the importance of investing in human capital that may lead to succession planning to promote business sustainability and economic growth in St. Lucia and other countries.

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Do, Hyung Lee. „The influence of strategic orientations on business performance and mediating role of entrepreneurial orientation relationship among technology, market orientations and business performance in Korean technology intensive SMEs“. Thesis, University of Portsmouth, 2011. https://researchportal.port.ac.uk/portal/en/theses/the-influence-of-strategic-orientations-on-business-performance-and-mediating-role-of-entrepreneurial-orientation-relationship-among-technology-market-orientations-and-business-performance-in-korean-technology-intensive-smes(e7e14ccc-bff6-450c-af1d-1f25af61cc3a).html.

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Few can surely doubt that Korean industry and the Korean economy is now competing on the world stage and winning. Whether its Samsung Electronics or Kia automobiles, in terms of technology intensive industries, the Korean rise to the top of the class has been impressive. While the large conglomerates or chaebol have been successful the Korean SME sector has not. The Korean government is aware of this situation and has introduced a range of measures to address this entrepreneurship and small firm weakness. One of these schemes is the Inno-biz certification programme. This paper examines entrepreneurship within the SME sector in South Korea and investigates the strategic orientation of innovative small firms. It presents the findings from a survey of 426 firms in Korea that have been registered with the Inno-biz certification programme. This Ph.D research project investigates the characteristics of Korean technology intensive small companies. In particular it investigates the relationships among technology orientation, market orientation, entrepreneurial orientation and business performance in the South Korean context. The empirical findings of this research suggest that the appropriate interrelationship actively provide an organisation with the ability to achieve and maintain competitive advantage. Market and technology orientations do not directly affect business performances. However, it turns out that market and technology orientations can positively affect business performances but only through entrepreneurial orientation. The implication here is that for Korean technology intensive small firms, market and technology orientations can improve business performance only when it is combined with entrepreneurial orientation. The research contributes to our understanding of how SMEs can improve their business performance (Hakala, 2010). It shows that to achieve and maintain a positive business performance, it is vital that a firm is able to possess an organizational structure that integrates and incorporates all three of these areas into a coordinated framework that allows innovative activities to take advantage of the benefits that all three of these orientations allow. It is hoped that this research and the findings stemming from it can aid future research into the area of improving managerial practices, and to open the door to further research that looks further into these three constructs and the respective interrelationships that exist between them.

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Southern, Craig E. „Decision-Making Models in Human Resources Management| A Qualitative Research Study“. Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10244984.

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Decision making is among the chief liabilities and risks recurring foremost on a daily basis for human resources professionals in today’s workplace. Therefore, human resources professionals as decision makers are often required to be aware of, and comply with, a variety of subject matters, trends, concepts, issues, practices, and laws. For human resources professionals, decision making a core job function. The problem addressed in this study is how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are above not only costly for organizations, but can increase their own personal liability and risk. The purpose of this qualitative research via multiple case study was to investigate how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are often financially and perceptually costly for the organizations in which they work, and can also increase their own personal liability and risk. Additionally, the focus of this research study was to contribute new knowledge for the process of decision making as it pertained to the occupational field of human resources management. This qualitative multiple case study examined the perceptions and experiences of human resources professionals working within the public sector in state government in Georgia. The human resources professionals as participants represented varying levels of decision-making responsibility, inclusive of tax-based and revenue-generated entities from small, medium, and large organizational structures. Results from this research study provided insight for use to inform human resources professionals regarding the mostly negative impacts, effects, and outcomes as perceived and experienced by human resources professionals resulting from the absence of formal decision-making criteria specifically designed for the management of human resources. Examination of the data collected from participants regarding the actual decisions made resulting from the absence of decision-making criteria for the management of human resources highlighted evidence connecting the absence of formal decision-making criteria leading to mostly negative impacts, effects, and outcomes based upon perceptions or experiences. Such evidence via the claims by participants featured personal and organizational results that could be further studied against the backdrop of existing literature, albeit limited, to develop a formal decision-making process (i.e., model) inclusive of criteria specifically designed for the management of human resources to achieve results that lessen cost, mitigate liability, and avoid risk.

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Battal, Khalid Mohammed A. „Investigating the concept, practice and strategy of human resource development in Saudi public organisations“. Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:11867.

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This thesis explores how HRD is conducted in the under-researched context of the Arab Middle East, specifically in Saudi Arabian public organisations. Four research questions are addressed: how HRD is conceptualized by practitioners; what systems, processes and approaches are currently prevalent in these organisations, to what extent the HRD function in these organisations is strategic and what are the main challenges facing HRD now and in the future in Saudi public organisations. A mixed – methods approach was adopted, grounded on a pragmatic rationale. Quantitative data were collected from a questionnaire survey of HRD managers in all 158 public organisations; 115 usable responses were returned. Issues emerging from the survey were then explored in depth via semi – structured interviews with a non- random sample of 23 managers. Findings revealed a conceptualization of HRD similar that in the West, reflecting notions of human capital, whole – person development, improved productivity and keeping pace with environmental change. However, participants were caught in competing dynamics of tradition versus modernization and centralizations versus decentralization, which undermined their efforts and left them frustrated. With regard to the strategic role of HRD, again, reality did not match the rhetoric. HRD was often relegated to an administrative role and practitioners excluded from decision-making. Long-term benefits were commonly sacrificed to short – term cost concerns. It is concluded that the main challenges facing HRD now and in the future in Saudi Arabia are the need for practitioners to be creative and proactive in asserting their influence and developing the professional status of HRD; the struggle to balance competing cultural assumptions and to develop a culturally appropriate model of HRD; and the need for greater clarity in the governmental HRD strategy by which the public organisations‟ HRD efforts are both encouraged and constrained.

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Rotefoss, Beate. „A resource-based approach to the business start-up process : a longitudinal investigation“. Thesis, Henley Business School, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.365072.

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Sritharakumar, Sinnathamby. „Human resources information system (HRIS)-enabled human resource management (HRM) performance : a business process management (BPM) perspective“. Thesis, University of Salford, 2016. http://usir.salford.ac.uk/38034/.

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It is widely accepted that business process management (BPM), a contemporary management approach that focuses on managing overall business processes within an organization to accomplish the organizational goal, relies on modern information and communication technology (ICT) systems. Although there are plenty of academic discussions available on BPM and the firm performance relationship, the literature does not provide constructive information on how the adoption of ICT impacts the BPM performance. Therefore, this study creates an awareness of the contribution of ICT to BPM by analyzing the linkage between impacts of human resource information systems (HRIS) on human resource management (HRM) performance. A conceptual model was developed with strong theoretical background by incorporating the works informed by Lee et al. (2012) and Paauwe and Richardson (1997) to test several hypotheses. In this research, the target population is human resources professionals who have access to HRIS within their organizations in a Canadian context. Since this study has a wide range of data distribution that tries to measure the strength of relationship between a HRIS-enabled HR practices and the HRM performance, this study adopts Kendall’s tau-b correlation, one of the best approaches to measure the strength of the relationship. The important findings of this study are that HRIS-enabled HR transactional, traditional and transformational practices, when implemented appropriately, significantly impact the HRM performance. Specifically, this study confirms that HRIS-enabled HR traditional management practices such as performance management, rewards, career development and communication predominantly significantly impact the HRM performance. In other words, this study specifically encourages an organization to adopt comprehensive performance management systems (PMS), an important component of HRIS, to manage their employees effectively.

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Loureiro-Koechlin, Cecilia. „Human and social aspects of software development for complex organisations : an online ethnography of software developers“. Thesis, University of Hull, 2006. http://hydra.hull.ac.uk/resources/hull:5667.

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This thesis addresses the problem of human and social issues that affect software development. It is situated within the field of Information Systems and focuses on the processes of software production used within complex organisational processes: particularly decision-making, collaboration and workflow. Human and social issues are problems and situations caused by the members of the target organisations, software developers, and the dynamics of their working and social interactions. The objective of this thesis is to identify these human and social issues and see how they affect software developers' work. The methodological approach adopted here, is designed from the interpretive point of view. This study takes the perspective of software developers as they possess practical knowledge of complex business settings and current software development practices. Online ethnography is the chosen method that allows this investigation access to virtual communities in which software developers work and exchange experiences. The design of this thesis is as follows: 1. Online data is collected which reflect software developers' beliefs about their work and their target organisations. 2. Data categories are created which show a picture of the current state of affairs in software development. 3. An interpretive theory building strategy is used to create a model of software development based on data categories. The final outcome of this thesis is developed as a complement to Orlikowski's (2000) structurational model of enactment of technologies-in-practice and takes the form of a descriptive, theory based model. This model contributes to the deeper understanding of software development issues. It presents human and social issues that affect the production of software within three different contexts: software development environment, software development practices and complex business organisations. The model generated in this thesis also suggests that software developers' perceptions of human and social issues in complex business organisations are influenced by the developers' background knowledge and experience.

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Hoang, Dee Thi Thuy. „Strategies for the Effective Management of Human Resources Outsourcing and Performance“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.

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Human resources (HR) outsourcing has become a norm that organizational leaders leverage as a strategic tool to achieve various business objectives. However, the outsourcing of specific HR functions generates unintended consequences and impacts the performance of internal staff. The purpose of this qualitative, descriptive multiple case study was to explore the strategies used by HR managers to mitigate the negative effects outsourcing has on HR staff performance. The conceptual framework underpinning this research was transaction cost theory. Data were collected from 6 HR executives with experience leading HR outsourcing initiatives in the financial services industry in the United States. Primary data were gathered by conducting semistructured interviews with a set of 8 consistent, open-ended interview questions. Data analysis involved coding of the interview transcripts and analysis of company documents provided by the participants to identify themes. Member checking and methodological triangulation enhanced the credibility of the study. Three themes emerged from the interviews with HR executives as key strategies for managing HR performance: training, communication, and performance management. The findings of this study may contribute to positive social change by providing best practices and strategies to increase the effectiveness of HR outsourcing by mitigating its impact on the performance of HR staff. Furthermore, the effective management of HR outsourcing decisions may increase employment stability, positively affecting the lives of HR staff, increasing the profitability of U.S. businesses, and contributing to a stable U.S. economy.

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Christiananta, Budiman. „Human resources development in Indonesia : policies and practices in East Javan manufacturing industry“. Thesis, University of Edinburgh, 1986. http://hdl.handle.net/1842/18785.

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Baum, Thomas George. „Human resources in tourism : a study of the position of human resource issues in national tourism policy development and implementation“. Thesis, University of Strathclyde, 1992. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21580.

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This thesis is concerned with the relationship between tourism policy, its formulation and implementation, at a national and regional level, and human resource concerns within tourism. The thesis includes detailed literature reviews in two main areas, i) tourism policy formulation and implementation and ii) human resource issues in relation to the tourism/hospitality industries. Through the execution of two surveys of national tourism organisations, the study considers a) the extent to which employment and related human resource determinants shape wider tourism policies; b) how human resource policy, planning and implementation are managed within tourism; c) the specific role of national tourism organisations within the development of policy and implementation strategies for human resource matters within tourism, and changes that have occurred in the role since a previous WTO study in 1975; and d) mechanisms that can be implemented to integrate human resource concerns more closely with mainstream tourism policy development. The study reports considerable fragmentation in the management of human resources, within tourism, both in terms of policy and the implementation functions. As a result, the area is seen as peripheral to the mainstream concerns of most tourism industries, is accorded low status and does not receive the same attention or support as related product and marketing concerns. A conceptual framework is proposed, which is designed to assist in the creation of an integrated approach to policy development and planning for human resources within tourism. The framework is developed in the context of a case study, based on Malaysia.

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Ali, Maki Tahani Hasan. „Secondary school effectiveness : an empirical study in the country of Bahrain“. Thesis, Brunel University, 2017. http://bura.brunel.ac.uk/handle/2438/16351.

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Bahrain is a developed country that faces different economic and political challenges. Economically, Bahrain depends mostly on oil. However, there are some attempts to diversify its economy. Bahrain has established several economic projects to boost its economy including Bahrainization (Nationalization), Tamkeen (Labour fund), the Bahrain Business Incubator center, the banking sector, transport and communication, manufacturing and education. The Ministry of Education has established various educational projects to accommodate Bahrain Vision 2030, which aims to diversify the economy of Bahrain, building strategies of government and encouragement of a partnership between the private and public sector and the provision of an effective education system based on well trained teachers, enhancing the performance of public schools, provision of equal education opportunities for all students and improving and encouraging scientific education. This study investigates the different measures of secondary school effectiveness in Bahrain as a result of the new development of the education system in Bahrain including both teaching and improvement programs. These were initiated by the Ministry of Education in Bahrain and educational specialists. The literature reviews showed that secondary school effectiveness has been examined using specific factors - students' performance, teachers' performance, leadership. However, other factors such as leader-member exchange, value congruence, supportive supervisor communication and task performance have not been investigated well in the education sector and at the secondary school level in particular. The aim of this research is to investigate the impact of leader-member exchange, value congruence, supportive supervisor communication and task performance on secondary school effectiveness in Bahrain. Subsequent to this, a linkage was made between leader-member exchange and secondary school effectiveness in relation to the factors of supportive supervisor communication, task performance and value congruence on the one hand and the impact of value congruence on the relationship between leader-member exchange and secondary school effectiveness on the other. The research gap in this research is about the lack of knowledge of how to measure secondary school effectiveness in Bahrain. The conceptual model tested in this study is based on leader-member exchange theory. The study is based on a quantitative approach on reports provided by Quality Assurance Authority for Education and Training; a self-administrated questionnaire was distributed to both teachers and school administration. This was preceded by a pilot study to test the validity and reliability of the measures used in the main survey. The questionnaires were distributed and collected from 1/10/2015 until 31/10/2015. The total number of questionnaires was 1200 divided into two groups: (500) for the supervisors and (700) for the teachers. A total of 940 were returned: 420 from supervisors and 520 from teachers). The total number of questionnaires that were void was 225, 105 for supervisors, and 120 for teachers; due to missing data, the questionnaires eligible for analysis were 715, 315 for supervisors, and 400 for teachers. This empirical study reveals firstly that leader-member exchange and task performance have a significant positive and direct impact on Bahraini secondary schools' effectiveness. Second, supportive supervisor communication has a significant positive and direct impact on task performance. Third, leader-member exchange has a significant positive and direct impact on supportive supervisor communication. Finally, value congruence partially moderates the relationship between leader-member exchange and school effectiveness, leader-member exchange and supportive superior communication, and task performance relationship with supportive supervisor communication. The study also utilized the indicators of schools effectiveness provided by Quality Assurance Authority for Education and Training reports integrated with variables of leader-member exchange, supportive supervisor communication, task performance and age of school. These school indicators include the capacity to improve, students' academic achievement, students' progress in their personal development, the quality and effectiveness of teaching and learning, the quality of the curriculum delivery, the quality of guidance and support for students and the quality and effectiveness of leadership and management which have a significant relationship with leader-member exchange, supportive supervisor communication, task performance, age, talented and creative students, physical disabilities, special needs and physical difficulties students. It was found that talented and creative, physical disabilities and special needs and physical difficulties students have a significant effect on the school's capacity to improve, students' academic achievement, students' progress in their personal development, the quality and effectiveness of teaching and learning, the quality of the curriculum delivery, the quality of guidance and support for students and the quality and effectiveness of leadership and management. On the other hand, leader-member exchange, supportive supervisor communication, task performance and school's age have no significant effect. The research findings contribute to the theory in widening the understanding of the different measures of secondary school effectiveness in secondary schools in Bahrain and integrate them with indicators of effectiveness provided by Quality Assurance Authority for Education and Training reports. Finally, the report studies effectiveness of schools from both teachers' and supervisors' perspective, which provides deep understanding of the education system in Bahrain and helps in the continuous improvement process implemented by the Ministry of Education.

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Bullock, Michael L. „Successful Human Resource Outsourcing Strategies“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.

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Müller, Sabrina, und Inga Piepenstock. „Examining the collaboration between human resources and marketing functions within employer branding : A multiple-case study“. Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-31260.

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Ekström, Emma, und Evelina Pallin. „Challenge accepted : A qualitative study on how small firms can manage human resources when growing“. Thesis, Umeå universitet, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-149307.

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Business growth has been a widely interesting topic among researchers throughout the years. Most research has emphasised growth as an outcome that considers different measures to growth, whereas the outcome of growth that reflects upon managing challenges when growing and growth as a process that refers to how firms adapt internally whilst growing have been much more neglected. As an organisation grows, human capital has been suggested as one of the most critical aspects to manage when firms need to develop knowledge, competencies, and skills beyond what already exists within the organisation. Small firms in comparison to their larger counterparts seldom have specific departments to manage human resources, which leaves room for interesting areas to understand how small firms can manage processes to develop human resources beyond those already existing as firms grow. As small firms grow and encounter various challenges in need of management, absorptive capacity considers means for managers to address growth challenges by realising the value of new and external knowledge to produce dynamic capabilities, which in turn enable firms to align resources to the changing environment of a growing organisation. Previous research highlights the need to develop a practical understanding of internal processes that managers apply when managing a wider range of competencies. The purpose of this study serves to create an understanding of how small firms that encounter growth challenges can manage human resources to develop necessary skills and competencies beyond existing means as organisations grow. To develop this understanding, this study develops a conceptual framework based upon human capital, absorptive capacity and dynamic capabilities with the guiding research question: How can small firms manage human resources when growing? Through a qualitative study with data collected through semi-structured interviews, this study concludes that small firms can manage human resources through various processes, in which organisational culture should serve as a foundation throughout the entire process of managing human resources. This study also concludes that as organisations grow, it is important to be aware of and question current processes to efficiently address challenges in changing environments. Furthermore, this study considers the importance of being an attractive firm and to manage human resources through means of defining a market to attract and acquire human resources when growing. With previous research highlighting the need to develop a more practical understanding of processes that managers utilise when managing a growing organisation, this study contributes to existing literature by emphasising the role of the manager throughout the process of managing human resources. The study also provides practical reasonings for small firms to remain efficient and survive in a market dominated by competition of larger organisations with financial resources to outcompete smaller and less established firms.

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Egerström, Sofia, und Elin Selmeryd. „Upplevelser av rollen HR Business Partner : En kvalitativ studie utifrån chefers och HRBP:s perspektiv“. Thesis, Högskolan i Borås, Akademin för vård, arbetsliv och välfärd, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-12352.

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HR-arbetet har gått ifrån att fokuseras på personaladministration till affärsverksamheten och företagets personalpolitiska strategi. Ulrich och Brockbank ansåg att HR-arbetet kunde göras mer effektivt. De utvecklade sina tankar till ett koncept, HR-transformation, som blivit vida spritt globalt. Budskapet var att HR måste kunna affärslivets språk och perspektiv för att kunna vara värdeskapande men inte tvärtom. Verkligheten visar att planerad HR-strategi inte alltid är lika med genomförd HR-strategi. Vi har valt att förlägga vår studie till Volvo och avdelningen Group IT. Valet är främst baserat på att företagets HR-funktion genomgått en HR- transformation i samband med att konceptet var nytt. Denna studies syfte är att med utgångspunkt i teorin om HR-transformation beskriva hur en HR Business Partners roll upplevs fungera i praktiken. Vi undersöker vad det innebär det att arbeta som HR Business Partner på Volvo och vilka värden chefer respektive HR Business Partner upplever att rollen bidrar med till Volvo. Den forskning som vi redogjort för handlar om olika aktörers syn på begreppet värde och om värdeskapande HR-arbete för chefer och HR Business Partners. För att kunna svara på våra forskningsfrågor och komma närmare chefers och HR Business Partners upplevelser och tankar har vi valt att använda oss av en kvalitativ forskningsmetod. Under våra intervjuer framkom olika perspektiv på målet med HR Business Partner-rollen. Ett viktigt mål med rollen är att leverera effektivt stöd till den del av organisationen HR Business Partner supporterar och i olika frågor. Upplevelsen är att närheten till verksamheten och det operativa stödet är värdefullt. Det finns både liknande och olika syn på andra faktorer som levererar värde. Med tydligare kommunikation om värdeskapande HR skulle cheferna bättre veta vad de kan förvänta sig av sin HR Business Partner. Och vice versa. Utökad dialog och samarbete skulle indirekt ge ringar på vattnet och ge mervärde för medarbetarna Volvo Group IT.

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Benson, Victoria L. „Improving Employee Engagement through Strategic Planning by Human Resources Professionals“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4501.

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Turnover rates are climbing every year, with a lack of engagement cited as a top reason, costing employers money in lost productivity. Slightly over one-third of workers worldwide consider themselves engaged. Employers are at risk of losing top talent due to a lack of engagement. Business leaders need to adapt to changing engagement practices invoking human resources (HR) as a strategic business partner. This study focused on strategic planning tools HR leaders in used to increase employee engagement. Interviews with leaders in a small-sized cloud-based data storage company in the Southeast region of the United States, were analyzed to identify themes. The inclusion of Bandura's social cognitive theory to increase self-efficacy was evident in the research as an important technique to increase success. Face-to-face interviews were conducted with the top 2 leaders from a small-sized cloud-based data management company in Orlando, Florida. Data collected from interviews were transcribed and coded to analyze emerging themes. Three themes discovered as strategic planning tools were feedback, timeframe, and leadership. The results of this study could contribute to social change by assisting employers in understanding the value of a successful strategic plan for employee engagement in lowering turnover. Lowering turnover in the immediate Orlando, FL area leads to lowering unemployment throughout and outside of the state. When employers understand the relationship between engagement, leadership, and human capital can shift employee self-efficacy and increase job satisfaction. Involving HR at the ground floor of an organization can provide much-needed balance and personnel management to increase overall engagement, reduce turnover, and impact municipal and regional businesses.

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Kull, Patrik, und Erik Brandt. „Talent Management : How firms in Sweden find and nurture value adding human resources“. Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-871.

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Sweden is entering a time characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and develop their most valued employees since it is getting harder to find competent replacements. By finding and developing Talents, companies will improve their position in the market and perhaps even create a competitive advantage. The academic discipline concerning locating, assessing, developing and retaining Talents is called Talent Management.

Purpose

To identify how the most desirable employers in Sweden work with Talent Management, and implications following its practises.

Method

The selection was made based on the response of a pre-study of 30 large Swedish companies recognised for their employment practises. Nine oral interviews, with a number of HR professionals at the corporations, were performed to investigate how they utilise Talent Management to create more value from human resources. The thesis takes a multiple case study approach investigating the utilization of Talent Management practises in Sweden.

Conclusion

The Swedish dialect of Talent Management correlates with the frame presented by theory. Swedish firms are mostly locating Talents internally but are willing to use outsourcing for some recruitments. Talents’ competencies are more important than their credentials. Within the frame of their job description, Talents are encouraged to find creative solutions to solve their tasks. Swedish firms are increasingly using assessment and clear feedback as foundation for the individual development plans. Within the individual development plans there is on-the-job training, job rotation and mentors. This is also a part of the retention process which focuses on recognition, relocation and career management. Implications of the work with Talent Management in Sweden are; since the companies investigated employed, or were about to employ, Talent Management processes, it seems that they are well prepared for the future war for Talents and will better cope with the gap occurring when baby boomers retire. Thus, firms adapting to Talent Management, and sees the strategic importance of it, can gain a competitive advantage against others not concerned with these practises.

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ESTEVAO, GUSTAVO LEONETTE DE MOURA. „THE NEW HUMAN RESOURCES ROLE: WHAT IS STRATEGIC HR AND ITS CONTRIBUTION TO THE BUSINESS“. PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2011. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=19055@1.

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A necessidade das empresas de incrementar a sua capacidade competitiva para enfrentar a concorrência dos mercados globalizados, vem impondo, ao longo dos últimos anos, substanciais transformações no papel de Recursos Humanos nas organizações. Tais transformações, trazem desafios para a gestão de pessoas e, sobretudo, para os profissionais de RH. É preciso, mais do que nunca, que Recursos Humanos compreenda qual é o papel deste RH Estratégico que surge, para posicionar-se na organização e alavancar seus objetivos, agregando efetiva e valiosa contribuição estratégica. Assim, o trabalho tem como objetivo apresentar o que é um RH Estratégico, à luz da percepção de profissionais com grande experiência na área de RH, que ocupam ou ocuparam posições executivas em grandes organizações. Para cumprir o objetivo, foi utilizada a Fenomenografia como metodologia, na qual 19 (dezenove) executivos foram entrevistados. Com a análise das transcrições das entrevistas, tais percepções foram categorizadas e deram origem a 6 (seis) espaços de resultados centrais: as Competências para Atuação Estratégica em RH, Papel da Liderança, Modelo de Atuação, Insumos Estratégicos de RH, Produtos e Serviços de Alto Valor e O Cliente de RH. Adicionalmente, foi proposto um modelo de atuação estratégica para a área de Recursos Humanos, combinando os 6 (seis) espaços de resultados centrais. Os resultados deste estudo sugerem a necessidade de um alinhamento mais veloz entre Recursos Humanos e o contexto de negócios, além de uma forte conexão entre os 6 (seis) espaços de resultados centrais originados, para a efetiva geração da percepção de valor da área de RH.
The necessity for companies to increase their ability to face competition in global markets has imposed, over the last few years, substantial changes in the HR organization’s roles. These changes bring challenges to people’s management and especially for HR professionals. More than ever, HR needs to understand the role of Strategic HR in order to position itself in the organization and leverage their goals, adding effective strategic and valuable contribution. Thus, this research aims to present what is the Strategic HR in the perception of professionals with extensive experience in HR, who occupies, or had occupied, executive positions in large organizations. To fulfill the objective, the phenomenographic methodology was used, and 19 (nineteen) executives were interviewed. The analysis of the interview’s transcriptions, such as the perceptions, were categorized and resulted in 6 (six) themes: Competencies for Strategic HR, Leadership Role, Operation Model, HR Strategic Resources, High Value Products and Services and The HR Client. Additionally, we proposed an operation model for the strategic human resources area, combining the 6 (six) central themes. The results of this study suggest the need of a faster alignment between Human Resources and business context, and a strong connection between the six central themes, to effectively generate the HR value perception.

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Jansson, Timothy, und David Persson. „Management of cross-functional teams: The impact of motivation and Human Resources on efficiency in Swedish organizations“. Thesis, Jönköping University, Internationella Handelshögskolan, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48729.

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Abstract Background: Facing an ever-changing, complex business world, organizations have become increasingly reliant on methods of dealing with complexity. One contemporary approach is the increasing utilization of cross-functional teams, composed of employees from different individual functions in business organizations. Ensuring the performances of cross-functional teams is increasingly important as their rate of utilization is increasing. Affecting cross-functional performance, motivation has been defined as one, among many factors affecting teams’ performance. Human Resources (HR) in organizations could allow practices for motivating the cross-functional team members. Purpose: This study examined the management of cross-functional teams’ motivation in Swedish organizations. Specifically, the impact of Human Resource practices on cross-functional teams to increase performance through motivation. Method: By conducting a triangulation of methods, survey data was collected from cross-functional team members, compared, and contrasted with interviews conducted with managers with HR-expertise, and built on contemporary literature. Conclusion: By focusing on the management of cross-functional teams, the study showed that the motivation of team members is highly influenced by Human Resource strategies. Through strategies, managers in organizations could effectively affect the performance of individuals and of the teams for them to perform effectively. The study showed that several Human Resource practices, like training and development of human capital, communication, and empowerment, are required, as these affect factors of cross-functional team motivation. An important aspect is that the factors and strategies that impact cross-functional team motivation are interconnected to team efficiency. Motivation alone is not sufficient, but it has positive connotations on the performance of the cross-functional teams. Therefore, as these aspects work in conjunction and have different impacting goals, these should be viewed holistically when setting up and implementing practices dealing with factors of motivation. Conclusively, the implementation of Human Resource practices impacting motivational factors is fundamental toPage | 3maintain and develop effective cross-functional teams and thereby increase organizations’ performance efficiency.

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El, Shafeey Tarek. „Radical service innovation capabilities and competences and its performance measurement in the Egyptian banking sector“. Thesis, University of Portsmouth, 2013. https://researchportal.port.ac.uk/portal/en/theses/radical-service-innovation-capabilities-and-competences-and-its-performance-measurement-in-the-egyptian-banking-sector(eff013ba-0aed-440a-bd37-b2cd3dbf24f2).html.

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Established service firms acknowledge that successful radical innovations are critical to create substantial customer value by satisfying unmet needs, enhance long-term growth and the flows of idiosyncratic asset stocks that create sustainable competitive advantage. Despite these invaluable advantages, the failure rate of these costly and complex innovation initiatives is high and incremental innovation and imitation behaviour dominates most service industries, especially the financial service industry. Given the importance of services and the low performance records of these projects, it was expected that radical service innovation would be considered as a high research priority. Unfortunately, it was not the case. The central objective of the current research project is to develop a multi-layer (dynamic or evolutionary) conceptual framework for the key capabilities and competences of radical innovation success in the context of the Egyptian banking sector. An analytical, multi-layer conceptual framework was proposed before approaching the empirical study to guide the process of data collection and analysis. This conceptual framework elaborated on the major principles of the competence-based view of the firm. A (retrospective) longitudinal, multi-method, qualitative case study research was designed. Three data collection techniques were used: interviews; documents, and observations. A common framework of data analysis was employed: process narrative strategy; and synthetic strategy. The findings show that key to the success of radical service innovation is a complex set of capabilities and competences. These are: entrepreneurial (resource building) capability, theoretical (second-order) construct; core radical innovation competence, superordinate (third-order) construct; incubation capability, theoretical (third-order) construct; and acceleration capability, theoretical (third order) construct. Moreover, the success/performance of radical innovation is assessed through four categories of constructs. The first category is temporary competitive advantage (TCA), which may be: effectiveness advantage; or efficiency advantage. The second category is sustainable competitive advantage (SCA). The third category is a set of imitation barriers. The fourth category is the superior long-term financial performance. The findings show that the entrepreneurial (resource building) capability is causally linked to the core radical innovation competence, which is causally linked to both the incubation and acceleration capabilities. The findings also show that the incubation capability is causally linked to acceleration capability. The acceleration capability, on the other hand, is causally linked to TCA. The findings also show that the TCA-SCA relationship is contingent, and moderated by imitation barriers. Moreover, the SCA is causally linked to the superior long-term financial performance. Finally, the superior long-term financial performance is causally linked to core radical innovation competence. The current research project contributes to several streams of the literature in four main ways. First, it develops a process model for a radical service innovation project, from its inception to introduction. This model is developed based on a radical innovation at the national level: the National Program for Vehicle Replacement (NPVR), which is seen as success story in a developing country. Several national and international banks have played key roles in the incubation and acceleration phases of this program. Second, it delivers a set of original theoretical constructs (manifested by a consistent and comprehensive set of 72 first-order latent factors), and the propositions linking these theoretical constructs. Third, it identifies 13 criticisms for one of the most widely adopted theory within the (entrepreneurship, innovation, and strategic management) literature, the resource-based view (RBV) of the firm. Finally, it reinforces one of the least employed research methodologies, longitudinal qualitative research based on process data.

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Staunton, Michael James. „Implementing talent management in a global services company“. Thesis, University of Portsmouth, 2014. https://researchportal.port.ac.uk/portal/en/theses/implementing-talent-management-in-a-global-services-company(95d87eb7-24ff-4733-a8aa-7e9acf0c929c).html.

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This research study is focused on the field of Talent Management (TM) as part of the Portsmouth DBA programme. The study aims to help address existing gaps in the academic and practitioner knowledge around TM. TM is one of the most important areas for Human Resources Management and is also one of the key challenges for organisation and management (Thunnissen, Boselie, & Fruytier, 2013). For the practitioner the study adds the perspectives of the senior executive, line managers, and HR practitioners. From an academic perspective the study looks at emotions, feelings, and understanding of a number of key individuals, with the intent to build a broader focus for TM that has more than a process or outcome focus. The study also looked at the roles and skills of the key stakeholders – senior executives, line managers, and HR practitioners. The study uses a case study method to analyse the VT Group, a multinational corporation and explore the introduction of a TM programme in the Group between 2006 and 2009. The VT Group was also transforming at the time from shipbuilding to a services organisation. The approach was to use VT Group as a case study and utilise semi-structured interviews and Interpretative Phenomenological Analysis (IPA) to analyse the interview data. The aim was to gain insights into how the different individuals and stakeholder groups saw the introduction and implementation of TM. Little is known about the perspective of the stakeholder groups in terms of their perception and understanding of TM. In addition the study looked at the role and skills required of the different stakeholder groups to implement TM. It was also important to understand TM in relation to strategic human resource management as many organisations have shifted their HR functions towards the “Ulrich” model (Ulrich, 1997), and how this related to the HR function in the case study organisation. The findings of the study were that the concept of TM was ambiguous in its introduction and implementation and that there were multiple understandings of what Talent is, and TM was aiming to achieve. The findings were mirrored in the literature review around TM. In addition the findings pointed to the challenge of managing emotions in the organisation and the need for Emotional Intelligence skills when implementing TM and also the importance of aligning TM to the organisation strategy. It was also found that the different stakeholder groups also had very different views of TM between themselves, and that the HR function especially had broad differences in their views of TM and its implementation. From a roles and skills perspective the different stakeholder identified broad strategic role and strategic skills required and also soft skills like coaching, communication, and facilitating as well as process and project management skills. The results of the study highlights opportunities for further research into leadership and Emotional Intelligence required in implementing TM; closer alignment of TM and business strategy; and also improved understanding of the roles and skills required of the stakeholder groups. There is an opportunity for further research in these areas.

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Lansbury, Lynn N. Sander. „The development, measurement and implementation of a bystander intervention strategy : a field study on workplace verbal bullying in a large UK organisation“. Thesis, University of Portsmouth, 2014. https://researchportal.port.ac.uk/portal/en/theses/the-development-measurement-and-implementation-of-a-bystander-intervention-strategy(e25dc59d-e11b-49b8-8195-7b6cb5349080).html.

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This thesis addressed the bystander intervention gap in the workplace bullying literature. Bystanders are employees, other than the bully or target, who are present when bullying occurs. They are well placed to intervene but often they do not. Previous research suggested that increased bystander intervention may lead to a reduction in workplace bullying. Although suggestions for bystander intervention in workplace bullying were found in the literature none had been implemented or measured. As field research this thesis addressed a real-world problem. The participating employees were from a large, mainland UK organisation where workplace verbal bullying had been identified as a problem. Therefore a strategy for bystander intervention in workplace verbal bullying was designed, implemented and measured. The new Responsible Intervention Decision Strategy (RIDS)model combined existing theories on the bystanders' decision process and responsibility to support bystander intervention. This quantitative study developed and validated a new 15 item Responsible Bystander Intervention in Verbal Bullying (RBI-VB) metric. The concise metric was incorporated into a practical, single-page survey to test the RIDS model in the field. Shop-floor employees participated in pre and post-intervention surveys (N = 1501) and one of four conditions. The RBI-VB metric demonstrated that responsible bystander intervention was positively correlated to bystander willingness to intervene in workplace verbal bullying. This could be increased with RIDS-based training or the in-house campaign; and was positively correlated to self-reported bystander intervention. The study is limited as it took place within a single UK organisation. However, the findings demonstrated the efficacy of the RIDS model and the practical application of the RBI-VB metric for baseline measurements, monitoring and to assess bystander intervention programmes. Willingness to intervene can be increased and this relates to actual intervention but most bystander intervention was carried out by previous targets of workplace verbal bullying. The implications are discussed.

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Tekeh, Emmanuel Temban. „The adoption of virtual teams and virtual technology in human resources management : a South African perspective“. Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/2075.

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Thesis (MTech (Business Information Systems))--Cape Peninsula University of Technology, 2015.
This study explores factors contributing to the slow adoption of virtual teams and virtual technology by South African organisations in Cape Town. The study adopted the Technology Organisation and Environment (TOE) framework to examine the influence of technological organisational and environmental contextual factors on organisation’s adoption of virtual teams and virtual technology. Three organisations from different industries in Cape Town were chosen as a case study. Data was collected via qualitative interviews and quantitative questionnaires while content analysis and a statistics package for social sciences were used to analyse and generate results. The results indicated that all three dimensions of the TOE framework significantly either enabled or inhibited organisational adoption of virtual teams and virtual technology. Technological contextual factors such as availability of technology were found to enable adoption while high set-up cost inhibited adoption, and perceived benefit and drawbacks either inhibited or enabled adoption due to the influence of other contextual factors. Organisational contextual factors like available resources and slacks were found to facilitate, whereas organisational competency and formal and informal linking structures impeded adoption. Management commitment, communication process, degree of centralisation, organisation size and technological competency were found to either enable or inhibit technology adoption owing to the influences of other contextual factors. Environmental contextual factors such as competition, government regulation and rapidly growing industries were found to encourage technology adoption. Lack of skilled labour was found to restrain technology adoption while industry characteristics, market structures and technology support infrastructure either enabled or inhibited organisational adoption of virtual teams and virtual technology due to the influence of other contextual factors.

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Cheng, Lai-sim, und 鄭麗嬋. „Linkage between business strategy and human resources management: case study of a telecommunications companyin Hong Kong“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266393.

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Chow, Kam-wah. „Labour contract in China : an analysis of the contractual arrangement of human resources under a socialist market economy /“. [Hong Kong : University of Hong Kong], 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B15967396.

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Chow, Kam-wah, und 周錦華. „Labour contract in China: an analysis of the contractual arrangement of human resources under a socialist marketeconomy“. Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31954443.

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Johansson, Amanda, und Fanny Ryman. „"Det får gå så länge det går" : En kvalitativ fallstudie om upplevelsen av HR-arbete i småföretag“. Thesis, Jönköping University, Högskolan för lärande och kommunikation, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48543.

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Många är överens om att människan är organisationens viktigaste resurs och att HR är en roll som är starkt kopplad till att ta vara på denna. En vanligt förekommande tro är att HR är en funktion som enbart behövs i stora företag. I tidigare forskning och då vi tog kontakt med olika småföretag framkom det vanligt att HR-arbetet bedrivs av en person med andra huvudsakliga uppgifter, ofta av ägare. Detta ledde oss in på syftet att utforska upplevelsen av HR-arbete i småföretag sett från ägarens, personen som blivit tilldelad vissa HR-uppgifter och medarbetarnas perspektiv. Denna studie är intressant då tidigare forskning pekar på att småföretag inte undersökts till samma grad som stora företag. Det har även diskuterats om HRteorier och modeller är applicerbara i småföretag. Studien har en induktiv ansats och grundar sig i semistrukturerade intervjuer, vilket är en kvalitativ datainsamling, och har sedan analyserats på ett kvalitativt sätt genom en tematisk analys. Analysen resulterade i fyra huvudkategorier och tre underkategorier som definierar upplevelsen av HR-arbete i småföretag. Kategorierna som identifierades var organisationskultur, ledarskap, kommunikation och tillväxt med underkategorierna konflikthantering, ”vi och dem” och otydlighet.
People agree that employees is the greatest asset of the organization as well as HR is strongly related to taking advantage of these. A common belief is that HR is a function that only is applicable in big companies. In previous research and when we were in contact with a couple of small firms it emerged that it’s common that HR-activities usually is conducted by a person with other main tasks, usually the owner of the company. This led us to the purpose to explore the perceptions of HR-activities in small firms from a perspective of the owner, the person who is delegated some of the HR-activities and the employees. The study is interesting since previous research has not investigated small firms as much as big companies. It has also been discussed if HR-theories and models are applicable in small firms. The study is made on an inductive approach, made up of semi structured interviews, a qualitative collection of data, and has been analyzed in a qualitative way by a thematic analysis. The analysis resulted in four main categories and three subcategories that defines the perception of HR-activities in small firms. The categories that where identified where organizational culture, leadership, communication and growth with the subcategories conflict management, “we and them” and ambiguity.

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Holmes, Venecia. „Achieving Hospital Sustainability Through Strategies for Nursing Leader Succession Planning“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3999.

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Seventy percent of hospital leaders report a lack of succession planning practices as an organizational strategy to mitigate the risk of talent loss and for addressing nursing shortages. The purpose of this multiple case study was to explore succession planning strategies 6 hospital managers used to reduce the shortage of nurse leaders in 2 Hampton Roads, Virginia hospitals. The conceptual framework was Rothwell's succession planning model for understanding the succession planning strategies the hospital managers used to reduce the shortage of nurse leaders. After conducting semistructured interviews, and reviewing supporting hospitals' documents, techniques of compiling, disassembling, reassembling, interpreting, and concluding were used for data analysis. Methodological triangulation was also to validate the findings and ensure the trustworthiness of interpretations. The principal themes emerging from the analysis were identifying organizational staffing needs, providing advancement opportunities, identifying potential leaders, and preparing nurses for leadership positions. The potential pathways for effecting beneficial social change are contributing to leaders' knowledge of succession planning strategies to reduce nurse leader vacancies and contributing to the welfare of society by improving the continuity of healthcare services for patients and communities.

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Cheng, Lai-sim. „Linkage between business strategy and human resources management : case study of a telecommunications company in Hong Kong /“. Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B21020310.

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Vargas, Roslyn. „Adoption Factors Impacting Human Resource Analytics Among Human Resource Professionals“. NSUWorks, 2015. http://nsuworks.nova.edu/hsbe_etd/5.

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In today’s fast paced, ever-changing world, one cannot help hearing the terms Big Data and analytics. The Internet holds vast amounts of data and this data, for example in retail, is being used to predict shopping habits, current needs, trends, and more. Why should this be limited to the retail side of an organization? Today, there is a more significant push for Human Resource (HR) professionals to be strategic business partners, and, therefore, HR professionals need to work on leading, not lagging, in the area of measurements and analytics. Some organizations that have adopted the use of analytics in their HR departments have been extremely successful. If this is the case, why are not more HR professionals adopting the use of human resource analytics (HRA)? The purpose of this study is to gain insight as to the reasons why more HR professionals are not using HRA to improve organizational performance and to gain and maintain a competitive advantage. An exploration of prior research was performed and resulted in the development of a model representing factors that impact the adoption of HRA. The model was then tested for content validity and reliability using Partial Least Squares of Path Modeling. Results of the study of 302 HR professionals, currently working in the field of HR, suggest the hypotheses testing social influence, tool availability, effort expectancy, performance expectancy, and quantitative self-efficacy as factors impacting the adoption of HRA were all significant. Conversely, the factors data availability, fear appeals, and general self-efficacy were not significant. Findings indicate that the factors impacting the adoption of HRA are not only in the hands of the HR professional but, to some extent, the organization as well. If organizations truly want to adopt HRA, they must make available to the HR professionals the tools, data, resources, and support necessary. This study contributes to the literature on individual-level adoption, specifically of HRA. Implications for theory and practice are discussed, as well as further research.

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Sarker, Nivedita, und Chouzouris Georgios Koilakos. „A Comparative Analysis between Traditional Accounting and Human Resources Accounting (HRA) Practices on HRManagerial Decision-Making Process“. Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185004.

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Human resource accounting is a concept that was created to deal with the problem of the measurement of the value of human capital. This concept can be very influential for many different human resource practices. This concept is of the utmost importance as it deals with one of the biggest problems within the sectors of accounting and human resources, the constant seeking of an acceptable way of acknowledging human capital in the financial statements as an asset and not as an expense. The skills and knowledge that people can bring into a company are vital for its prosperity and yet no realized. Hereby identifying the similarities and differences in the decision-making factors of HR managers between traditional accounting and human resources accounting (HRA) focused organizations, we want to examine the perceptions of managers who work under both types of organizations. Therefore, the research question we have formulated is the following: What are the similarities and differences between the decision-making processes of HR managers of Traditional accounting and Human Resource Accounting focused organizations? The field of HRA is not new. It is approximately 70 years old, but progress in it has stopped for a while now. The problem besides that is that it is not accepted by international accounting principles. However, nowadays more and more companies try to find a way to allow them to use HRA. In this paper, we have managed to interview HR managers that are currently working under HRA or traditional accounting practices. We selected HR practices in which HRA can have a strong influence so that we can understand and examine how it influences the decision-making process of the managers. The choice of Patterson´s model was based on the fact that it contains four HR practices (recruitment and selection, training and development, retention and turnover, and performance management), in which HRA has a strong influence. Overall, our findings showed us that when it comes to recruitment & selection, and retention & turnover there are more differences between HRA-focused and traditional accounting-focused organizations than in the practices of training & development and performance management. The main difference in recruitment and selection is that HRA-focused organizations make decisions based on measuring the total cost and value of their resources; in training and development the main difference is that HRA-focused organizations calculate the cost of learning by HRA; in retention and turnover, the main difference is that HRA focused organizations can calculate and forecast all cost have already spent and need to spend for replacement an employee, and finally in the performance management the main difference is that HRA focused organizations take into serious consideration the job level of their employees in contrast to traditional accounting focused ones. This offered us the chance to develop a suggested framework. It is based on Patterson’s model but also includes our findings. Finally, we believe that this paper has the possibility to contribute in many different ways. For example, it can be used as a manual from HR managers in order to help them see and understand the differences and similarities between HRA and traditional accounting and extensively manage to focus on the important factors for each respective practice. Moreover, the findings could contribute to the general evolution of HRA, as this paper is one of the few that have approached the HRA concept via qualitative research.

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