Dissertations / Theses on the topic 'Human Resouces Business Partner'

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.

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.

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

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.

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.

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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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.

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.

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.

This thesis analyses conflicts in the role of business as a social partner in the South African economy by studying skills development in the Border-Kei Region. Skills development is a key component of the South African government’s programme of labour market regulation and is founded on a participatory approach. The skills development framework requires the participation and co-operation of multiple social partners but relies heavily on the role of business in the attainment of national and sectoral skills development objectives. Unfortunately, however, there are significant conflicts in the role which business is expected to play which consequently hinder the efficiency of the framework and the likelihood that that these objectives will be realised. One of the most pertinent examples of these conflicts is the voluntary nature of the skills development framework, which incentivises but does not compel organisations to invest in training and development. Other conflicts include dissonances between national and employer led strategies and organisational disincentives to engage in training and development. This qualitative study uses an interpretive approach to study how and to what extent the Skills Development Act is implemented in selected organisations in Buffalo City as well as studying the issues pertaining to the implementation process. By using a purposive sampling approach, this research includes both primary data in the form of semi-structured interviews and secondary data in the form of documentary sources. The data represents the perspectives of business, labour and government and provides significant depth of insight into the discussions and issues surrounding skills development in Buffalo City. This dissertation argues that South Africa’s vocational training system, institutionalised through appropriate legislation, may not be sufficient to mobilise social partners, and of primary concern in this research – business – to invest in skills development. It suggests that extensive reliance on business is an insufficient way in which to upskill the labour market. However, with few alternatives to this approach, it is subsequently essential that business is encouraged to buy into the collective interest of skills development objectives. This primarily entails overcoming the challenges that embody the framework and increasing state emphasis on skills development.

碩士
國立清華大學
高階經營管理碩士在職專班
102
This study is to measure how the following theories work in the real company： 1.SHRM (Strategic Human Resources Management): To find how human resources strategies carry on company strategies; 2.Competencies: To find how compentencies affect human rescoures strategies; 3.Busienss Partner: To find how the human resources department plays the roles of business partner in the company. After empirical observation and analysis to the company, the conculsions are as follows: − Human resources strategies do carry on company strategies and develop a specific achievable plan. − Competencies become the fundamental of SHRM as well as a part of the company culture. − Competencies are well implemented through the functions of SHRM in terms of recruitment、training development and talent management. − Human resources department do play the roles of business partner. Based on the degree of involvement, they are administrative partner, employee champion, strategic partner and change agent in sequence.

This thesis pretended to apply the Human Resources Business Partner (HRBP) concept, finding out whether Human Resources (HR) retail department adds value to the organization by delivering RH solutions aligned with the business strategy. A project of four phases was implemented in an adidas store, framed on the five “P‟s” of the adidas retail strategy: People, Product, Premises, Processes, and Profit. In the first phase – preparing - HR indicators were analyzed (People); HR retail took training about adidas products and worked in the store (Product); visits to the store were made analyzing its organization (Premises); results from Store Check and Risk Assessment were studied (Processes); and HR retail took training about the main business Key Performance Indicators (KPI‟s) and analyzed them (Profit). In the second phase – delivering - HR developed a training plan for the members of the management team of the store and trained store staff (People); all the professionals received training on adidas products (Product); a set of principles were implemented for a better organization and use of space and a refit to the store was carried out (Premises); the shifts of the store management team were readjusted in order to improve the communication processes between its members (Processes); and store staff took training about business KPI‟s, understanding how they interact to generate sales (Profit). In the third and fourth stages - measuring and comparing results - HR analyzed and compared HR indicators face the previous ones (People); a visit to the store was made comparing the “before” and “after” (Premises); new Store Check and Risk Assessment results were analyzed and compared (Processes); and store KPI‟s like net sales, number of transactions, Average Transaction Value (ATV), Units per Transaction (UPT), Traffic and Conversion rate were analyzed and compared to the ones from 2010 (Profit). It was concluded that by working closely with the line manager and aligning actions with the business strategy, the actions implemented contributed to develop and reinforce people competencies and which had a positive impact on the business KPI‟s. By this, is possible to argue that HR retail added value to the organization by delivering RH solutions aligned with the business strategy.
Nesta tese pretendeu-se aplicar o conceito de parceiro de negócio de Recursos Humanos, percebendo se o departamento de Recursos Humanos (RH) retail da adidas Ibéria acrescenta valor à organização através de soluções de RH alinhadas com a estratégia de negócio. Um projecto de quatro fases foi implementado numa loja adidas, enquadrado nos cinco “P‟s” da estratégia de retail da adidas: Pessoas, Produto, Premissas, Processos, e Proveito. Na primeira fase – preparação – foram analizados indicadores de RH (Pessoas); os RH retail foram formados sobre os produtos adidas e trabalharam na loja em questão (Produto); foram feitas visitas à loja analizando a sua organização (Premissas); foram estudados resultados de Store Check e Risk Assessment (Processos); e RH Retail receberam formação e analizaram os Key Performance Indicators (KPI‟s) de negócio mais relevantes (Proveito). Na segunda fase – implementação- foi desenvolvido um plano de formação específico para cada um dos membros da equipa de gestão da loja e treinado todo o staff de loja (Pessoas); toda a equipa recebeu formação sobre os produtos adidas (Produto); foi implementado em loja um conjunto de princípios para uma melhor organização e utilização do espaço e a loja foi remodelada (Premissas); foram reajustados os turnos da equipa de gestão da loja para melhorar os seus processos de comunicação (Processos); e o staff de loja recebeu formação nos KPI‟s mais relevantes para o negócio, percebendo como estes interagem para gerar vendas (Proveito). Nas terceira e quarta fases – medição e comparação de resultados – foram analizados e comparados indicadores de RH face aos anteriores (Pessoas); foi feita nova visita à loja comparando os resultados do “antes” e “depois” da implementação dos princípios de organização e da remodelação (Premissas); foram efectuados novos Store Check e Risk Assessment e comparados com os anteriores (Processos); e foram analisados e comparados com 2010 KPI‟s como vendas líquidas, número de transacções, Average Transaction Value (ATV), Units Per Transaction (UPT), Tráfico e Taxa de conversão (Proveitos). Concluiu-se que trabalhando directamente com o line manager e alinhando acções com a estratégia de negócio, as acções implementadas contribuiram para desenvolver e reforçar competências e tal revelou um efeito positivo nos KPI‟s de negócio. Assim, argumenta-se que os RH retail acrescentaram valor à organização através da implementação de soluções de RH alinhadas com a estratégia de negócio.

碩士
國立中央大學
人力資源管理研究所
99
From some research, it could find that execution failures in the companies were often the result of poor human capital management. This opened the door for Human Resource (HR) to add important value to their organizations. First, this study tried to understand the situation of HR in the companies by exploring the relationships between HR professionals’ strategic involvement and competencies. Second, while HR professionals got perception of P-J fit through combing their responsibilities and competencies, they would enhance commitment to their current jobs. Data for the research were collected from companies in Taiwan. In our survey package there were two types of questionnaire. One was designed for HR managers; another was for HR members. Total 92 survey packages were returned. The results showed that HR professionals’ objective P-J fit (match between their responsibilities and competencies) positively influenced on career commitment through subjective P-J fit (perception of P-J fit). We also found while HR professionals became business partners, it was necessary to have variety of competencies to put their role in order to achieve effectiveness. Therefore, from analytic results, we found the knowledge and skills of HR domain had become increasingly important in the companies; in addition, we also suggested to pay attention on the importance of diversity of HR competencies. They were all beneficial to organizational performance and their career development.

碩士
長榮大學
經營管理研究所
93
In recent years, strategic alliance emerges with the trend of the time. Via strategic alliance, the enterprises construct the relationship of alliance and partnership which allow them to upgrade their competitiveness and create competition advantage that is actually the tendency of many industries at present. However, when participating in strategic alliance, in order to comply with the business and demands of the alliance and adjust the organizational structure of the enterprises, the said enterprises must re-distribute the human resources which will further affect the performance of the companies and the alliance. Therefore, this research started from the strategy of human resources of the enterprises of the strategic alliance and explored the relationship among alliance partner perception, human resource planning and alliance performance. This research focused upon the enterprises which have participated in strategic alliance in Taiwan. There were 105 effective samples. The statistical analysis includes the methods of Multiple Regression, LISREL and ANOVA and further verified the following hypothesis of this research, the findings are shown as follows: 1. The alliance partner perception can influence human resource planning strategy and alliance performance. 2. The human resource planning can influence the alliance performance. 3. Both of alliance partner perception and human resource planning have direct positive effect on the alliance performance. In addition, the alliance partner perception can influence the alliance performance through the intermediary affect of the human resource planning. 4. As to the characteristics of the enterprises: the enterprises with different annual business volumes, the number of employees, years of establishment and types of alliance reveal prominent difference with respect to alliance partner perception, human resource planning and alliance performance.

The aim of this thesis is to analyze selected principles of management of Bata company and to compare it with current principles of management in selected company. Based on the analysis, there are introduced suggestions for improvement of the principles of management applied so far in order to improve business performance in selected areas, which are retail and human resources.