Dissertations / Theses on the topic 'Human resource organisations'
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Al-Ali, Adnan A. S. "Human resource development : training and development practices and related organisational factors in Kuwaiti organisations." Thesis, University of Bradford, 1999. http://hdl.handle.net/10454/4936.
Full textBredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges and Changes." Licentiate thesis, Linköping : Department of Management and Economics, Linköping University, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7662.
Full textGarbash, Dor Avraham. "Organisational awareness : mapping human capital for enhancing collaboration in organisations." Thesis, Sorbonne Paris Cité, 2016. http://www.theses.fr/2016USPCB134/document.
Full textHow can we become more aware of the sources of insight within human organisations? Rapid economical and technological changes force organisations to become more adaptive, agile and interdisciplinary. In light of this, organisations are seeking alternatives for traditional hierarchical communication structures that hinder bottom-up collaboration practices. Effective bottom-up methods require empowering members with access to the information and expertise they need to take qualified decisions. This is a complex challenge that involves organisational culture, IT and work practices. Failing to address it creates bottlenecks that can slow down business processes, hinder innovation and often lead to suboptimal and redundant work. For example, a 2014 survey of 152 Campus IT leaders in the US, estimated that 19% of the campus IT systems are redundant, costing US universities 3.8B$ per year. In aggregate, knowledge workers find the information they need only 56% of the time. With a quarter of knowledge workers total work time spent in finding and analyzing information. This time waste alone costs 7K$ per employee annually. Another example of the waste created is that newcomers and remote employees may take up to 2 years to fully integrate within their department. Furthermore according to extended surveys, only 28% of millennials feel that their current organizations are making ‘full use’ of the skills they currently have to offer and 66% expect to leave their organisation by 2020. Successfully resolving this challenge holds the potential to motivate organisation members, as well as enhance innovation and learning within it. The focus of this thesis is to better understand this problem by exploring the challenges faced by a university IT department and an interdisciplinary research center. Second, co-develop and implement a solution with these institutions, I describe their usage of the software tool we developed, outcomes and value obtained in these pilots. Third, test the effectiveness of the solution, and explore further applications and potential for a similar system to be used in a wider scale. To better understand the problem I engaged in discussion with members and leaders of both organisations. An important conclusion from the discussions is that members of these organizations often suffer from lack of awareness about their organisation’s knowledge capital—the competencies, knowledge of processes and social connections of their colleagues. Due to this exposure to innovative ideas, opportunities and common interests of peers is severely limited. This causes unnecessary delays in inter-team projects, bottlenecks, and lack of awareness about internship opportunities. I further broke down the problem, and defined it as one of information fragmentation: Different information is stored in disparate databases or inside people’s heads, requiring effort and know-how in order to obtain it. Following the conclusions of this analysis and state-of-the-art review, we have set together the goal to create a collaborative visual database to map the people, projects, skills and institutions for the IT department of Descartes University, and in addition, people, interests and internship opportunities within the CRI, an interdisciplinary research and education center. We have also conducted interviews, surveys and quizzes that ascertain that people had difficulties identifying experts outside their core teams. During the course of this thesis, I progressively addressed this challenge by developing two collaborative web applications called Rhizi and Knownodes. Knownodes is a collaborative knowledge graph which utilized information-rich edges to describe relationships between resources. Rhizi is a real-time and collaborative knowledge capital mapping interface. A prominent unique feature of Rhizi is that it provides a UI that turns text-based assertions made by users into a visual knowledge graph. (...)
Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges, Changes, and Capabilities." Doctoral thesis, Linköping : Department of Management and Engineering, Linköping University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11533.
Full textSvensson, Anton, and Erik Dollerup. "Improving Project Resource Management in Project-Based Organisations : Improving project resource management in project-based organisations through a case study. A case study of a project-based organisation." Thesis, Tekniska Högskolan, Jönköping University, JTH, Produktionsutveckling, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-49749.
Full textZhai, Xiaofeng. "The role of human resource practices in enhancing employees' behaviours and organisational learning in Chinese construction organisations." Thesis, Loughborough University, 2010. https://dspace.lboro.ac.uk/2134/7104.
Full textChimanzi, Jacqueline S. "An empirical investigation of factors affecting collaboration between marketing and human resource management." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366354.
Full textBattal, 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.
Full textNitsche, Sabine. "Human resource management of multinational organisations operating in Europe : finding the proper balance between standardisation and differentiation of human resource policies and practices /." [S.l.] : [s.n.], 2003. http://aleph.unisg.ch/hsgscan/hm00089786.pdf.
Full textBarratt, Edward. "Representing and interpreting organisations in the recruitment process : a study of recruitment texts and job candidates readings." Thesis, Henley Business School, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285055.
Full textYahya, Khulida Kirana. "The effects of privatisation on human resource management practices, organisational commitment and job satisfaction : a study of two Malaysian organisations." Thesis, University of Strathclyde, 1998. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21180.
Full textTurner, Geoffrey. "Balancing the balanced scorecard : a new role for human resource accounting in sustaining the knowledge-based organisations of the future." Thesis, University of Kent, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.310205.
Full textPietersen, F. L. (Flozenia Lizzet). "The emerging role of the human resource manager as strategic partner in South African organisations." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50148.
Full textENGLISH ABSTRACT: South African organisations, just as in other countries, are fighting to gain a competitive advantage over their competitors. In this struggle, human resources have become the focus point of debate and intervention in organisations. The task-related competencies of employees have suddenly become central with regard to the performance of organisations. This new-found importance with which human resources have been labeled, also has a spill-over effect on the importance of the human resources function in organisations, especially the manager and leader thereof. The aim of this study is to shed light on the strategic partnership role that senior human resource managers currently play in South African organisations. Furthermore, a theoretical framework through which the concept of strategic partnership can be understood and explored, is introduced. The data was collected by utilising a survey and consisted of adapted versions of the Human Resources Role-assessment Survey (strategic partner), the Human Resources Competencies Scale as well as scales that measured the dimensions of strategic role motivation and strategic role opportunity. The results of this study showed that on average, the senior human resource (HR) managers in South Africa rated themselves significantly higher on the strategic partnership dimension than senior line managers rated them. Additionally, it seems that senior HR managers reported higher levels of professional competencies than of business-related competencies. A significant positive relationship exists between professional competencies and business-related competencies. There seems to be a significant positive relationship between strategic partnership and strategic role motivation as well as strategic partnership and strategic role opportunities within South African organisations. Conclusions are drawn from the results and recommendations are made for future research.
AFRIKAANSE OPSOMMING: DIE ONTLUIKENDE ROL VAN DIE MENSLIKE HULPBRONBESTUURDER AS IN STRATEGIESE VENNOOT IN SUID-AFRIKAANSE ORGANISASIES Net soos in ander lande, veg Suid-Afrikaanse organisasies vir die verkryging van 'n kompeterende voordeeloor hul mededingers. In hierdie stryd het die menslike hulpbron die fokuspunt van debat en intervensies in organisasies geword. Die taak-verwante bevoegdhede van werknemers het skielik sentraal geword in die ontleding van die prestasie van organisasies. Hierdie nuutgevonde belangrikheid waarmee die menslike hulpbron geëtiketteer word, het gelei tot die toenemende belangrikheid van die menslike hulpbronfunksie in organisasies, en spesifiek die bestuurder en leier van hierdie funksie (menslike hulpbronbestuurder). Die doel met hierdie studie is om die strategiese vennootskapsrol van menslike hulpbronbestuurders in Suid-Afrikaanse organisasies op te klaar. Verder word 'n teoretiese modelook ontwikkel waarmee die konsep van strategiese vennootskap beter verstaan en verder verken kan word. Die data is ingesamel deur gebruik te maak van 'n opname wat die vorm van 'n vraelys aangeneem het. Hierdie vraelys het bestaan uit aangepaste weergawes van die Menslike Hulpbron Rol-assesseringsopname (strategiese vennootskap), die Menslike Hulpbron Bevoegdheidskaal, sowel as vrae oor die dimensies van strategiese rolmotivering en strategiese rolgeleenthede. Die resultate van hierdie studie toon dat senior menslike hulpbronbestuurders in Suid-Afrikaanse organisasies hulself gemiddeld beduidend hoër tellings toeken op die dimensie van strategiese vennootskap as senior lynbestuurders. Dit blyk dat senior menslike hulpbronbestuurders ook oor hoër vlakke van professionele bevoegdhede as besigheidsverwante bevoegdhede beskik. Daar bestaan In beduidende positiewe verband tussen professionele bevoegdhede en besigheidsverwante bevoegdhede. Daar blyk ook In beduidend positiewe verband tussen strategiese vennootskap en strategiese rolmotivering, sowel as strategiese vennootskap en strategiese rolgeleenthede in organisasies te wees. Op grond van hierdie resultate is daar bepaalde gevolgtrekkings gemaak asook aanbevelings vir verdere navorsing.
Radwan, Tahir A. "Change, stability and authority : the prospects for human resource development in two KSA public organisations." Thesis, University of Surrey, 2016. http://epubs.surrey.ac.uk/811738/.
Full textOlomolaiye, Anthony O. "The impact of human resource management on knowledge management for performance improvements in construction organisations." Thesis, Glasgow Caledonian University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.443160.
Full textAl-Enzi, Abrar A. "The influence of Wasta on employees and organisations in Kuwait : exploring the impact on human resource management, knowledge sharing, innovation and organisational commitment." Thesis, Loughborough University, 2017. https://dspace.lboro.ac.uk/2134/32601.
Full textPutter, Anneke. "Human Resource management practices in small organisations in the event and exhibition industry in Cape Town, and how these practices contribute to organisational performance." Master's thesis, University of Cape Town, 2016. http://hdl.handle.net/11427/23719.
Full textCreaby-Attwood, Nick. "Rewarding relationships : a study of the interaction of employment relationships and employee rewards systems in two unionised private sector organisations." Thesis, Northumbria University, 2010. http://nrl.northumbria.ac.uk/4415/.
Full textau, Janet Chew@cbs curtin edu, and Janet Cheng Lian Chew. "The Influence of Human Resource Management Practices on the Retention of Core Employees of Australian Organisations: An Empirical Study." Murdoch University, 2004. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20041201.150257.
Full textChew, Janet Cheng Lian. "The influence of human resource management practices on the retention of core employees of Australian organisations : an empirical study." Chew, Janet Cheng Lian (2004) The influence of human resource management practices on the retention of core employees of Australian organisations : an empirical study. PhD thesis, Murdoch University, 2004. http://researchrepository.murdoch.edu.au/656/.
Full textBrowning, Victoria. "An investigation into the link between Human Resource Management practices and service-orientated behaviour in South African service organisations." Doctoral thesis, University of Cape Town, 2003. http://hdl.handle.net/11427/11781.
Full textIn line with global trends in the economy, the service industry is making an increasingly important contribution to South Africa's economy. In order to stay competitive in both the international and national economies, service organisations in South Africa face numerous challenges that have resulted from a country living through 40 years of Apartheid. A key challenge is the lack of skilled labour at both managerial and worker levels in organisations compounded by the need to manage a highly diverse workforce with different needs and expectations. Frontline employees form an integral part of the service offering of any service organisation and they carry the responsibility of projecting the image of the organisation and of creating a satisfying service experience for the customer. Service organisations can gain competitive advantage through the effective mobilisation of these employees through high quality human resource management practices. This study aims to investigate the link between human resource management (HRM) practices in service organisations in South Africa and the service-orientated behaviour of frontline employees and the role played by organisational commitment in this relationship. Seven HRM practices were investigated, namely selection, training and human resource development, pay and rewards, performance appraisal and management support. The study focused on three service industries in South Africa, namely hospitality, retail and car rental. The four South African organisations that participated in the research are currently regarded as market leaders in each of their industries.
Van, der Kevie Jéan. "The effect of diversity on teams in selected manufacturing organisations / J. van der Kevie." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4621.
Full textThesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
Albahussain, Sami A. M. A. "Human resource development: An investigation into the nature and extent of training and development in the Saudi private manufacturing sector." Thesis, University of Bradford, 2000. http://hdl.handle.net/10454/4944.
Full textGovernment of Saudi Arabia
Kapondoro, Lloyd. "Factors to determine standardised human resource metrics for strategic business management : a case of selected organisations from the hospitality industry in Cape Town." Thesis, Cape Peninsula University of Technology, 2015. http://hdl.handle.net/20.500.11838/2044.
Full textThe paradigm shift from administrative to strategic Human Resource Management (HRM) has, arguably, necessitated the need for a more objective and quantitative HRM that shows how HRM interlinks with strategic organisational outcomes. Consequently, HR metrics, measurements and analytics can be tools, which can give HRM a status and position that is similar to other functional departments in organisations that provide numerical data. The purpose of this study was to explore HRM factors that are critical to determine strategic HR metrics. The purpose arose owing to documented scholarship, which argues that the current regime of HR metrics has no appeal to top management; is composed of too many metrics that are confusing; is suitable for traditional HRM; and does not give HRM a strategic status. The objective of the study was, therefore, to provide HR factors that link with strategic or organisational level outcomes and based on these factors, determine a metric that HR practitioners and top management can adopt as standard. The literature review had to be merged in a systems theory framework to develop the conceptual framework to start a grounded theory methodology. Within this methodology both secondary and primary data was collected and analysed. As part of its summary, the literature review included a meta study of prominent research on the HRM-firm performance relationship. The mini meta-analysis involved 27 studies whose mean coefficient of determination was calculated to show the strength of the variability in firm performance for which HRM accounted. This analysis revealed that HRM, on average, accounted for 31% of the variability in firm performance in the models that were used to investigate the relationship. An analysis was conducted of documents as part of a content analysis to collect secondary data, while questionnaires were used to collect primary data. The key finding was that the strategic HR factors are the HRM outcomes, namely employee engagement, commitment, satisfaction and embeddedness, while the HR metric that connects the HR factors and strategic outcomes is given as p=kH+c, where p is organisational performance, H are the HR factors, k is a constant of proportionality, and c is basic employee performance. It was also found that employee engagement had the most impact on organisational performance, relative to the other HR factors. As a result, the key recommendation made in this study is that organisations should use employee commitment, engagement, satisfaction and embeddedness to boost performance with special attention on employee engagement. The metric p=kH+c can be used to measure the level at which HR factors boost performance.
Albahussain, Sami Abdullah M. A. "Human resource development : an investigation into the nature and extent of training and development in the Saudi private manufacturing sector." Thesis, University of Bradford, 2000. http://hdl.handle.net/10454/4944.
Full textMohamed, Rosmah. "International comparative study of the effects of 'best practice' human resource management on worker outcomes in local government organisations : a case between England and Malaysia." Thesis, Cardiff University, 2007. http://orca.cf.ac.uk/54329/.
Full textKazi, Shehnaz. "Parameters of managerial effectiveness and development of third sector managers. An empirical study of HIV NGO managers in India." Thesis, University of Bradford, 2017. http://hdl.handle.net/10454/16807.
Full textBridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.
Full textBen, Hassen Noura. "Le développement de l’employabilité dans les organisations : une aide à la rénovation de gestion des ressources humaines et à l’accroissement de performances économiques et sociales : cas d'entreprises industrielles tunisiennes." Thesis, Paris, CNAM, 2011. http://www.theses.fr/2010CNAM0759/document.
Full textAs part of their efforts to modernize the Tunisian companies are looking for a model of effective management of their human resources with, beyond restructuring and flexibility necessary to ensure development of their performance and a career security of their employees. The central hypothesis we have determined as a response to this problem is: the renovation of Human Resource Management, for the establishment of a policy of development of employability, with Tunisian companies to advance their performance social and economic security and career paths for their employees.The results of this research are first identified the major challenges of modernizing human resources management in the Tunisian firms (managerial, structural, institutional and cultural) and the provision of employability development for renovation Human Resource Management practices and increasing social and economic performance in the medium and longer term and finally the conditions for the integration of a development policy employability of HRM
Petersen, Bernice. "The relationship between organisational commitment, organisational citizenship behaviour and turnover intentions at a retail organisation." University of the Western Cape, 2010. http://hdl.handle.net/11394/8458.
Full textThe South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.
Santos, Paula Cristina Querido Gentil. "A gestão do recurso humano voluntário em organizações não governamentais para o desenvolvimento em Portugal." Master's thesis, Universidade de Évora, 2011. http://hdl.handle.net/10174/14092.
Full textBoesch, Benjamin. "Die Besonderheiten des Human Resource Management in karitativen Organisationen." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02603629001/$FILE/02603629001.pdf.
Full textMansour, Hala Fawzy. "Human resource management reform and organisational effectiveness : perspectives of human resource professionals in UK Higher Education institutions." Thesis, Keele University, 2011. http://eprints.keele.ac.uk/1834/.
Full textSyce, Chantal. "Predicting employee voluntary turnover using human resources data." Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/11711.
Full textThe current research attempted to answer the following question: Can voluntary employee turnover be predicted? The study made use of regression analyses to examine the relationship between employee turnover and a range of worker demographics. Data covering 2 592 employees in a South African general insurer formed the basis for the analysis. Several demographic variables (available in the HR management information system), were identified and investigated with the aim to develop a voluntary turnover prediction model. Fourteen variables were identified in the human resources information system to be included for analysis. From 14 potential predictors, the procedure selected only five variables, i.e. cost centre, years of service, performance, age and tenure - family size interaction for inclusion in the regression equation.
Azizsafaei, Farzaneh. "The role of human resource management in achieving organisational agility." Thesis, Birmingham City University, 2017. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.739954.
Full textLittenheim, Sofia, and Rika Takala. "Informationsbehov och informationsflöden : en studie av hur Human Resource Partners upplever informationsutbytet inom Human Resource organisationen på Astra Zeneca." Thesis, University West, Department of Social and Behavioural Studies, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-1304.
Full textBodén, Sofie. "Utmaningarna inom Human Resources : att lyckas möta förväntningarna." Thesis, Stockholms universitet, Psykologiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-87187.
Full textWiener, Karl Kilian Konrad, and n/a. "DYNAMIC CHANGE PROCESS: HOW DO COGNITIVE READINESS DRIVERS INFORM CHANGE AGENTS ON EMPLOYEE BEHAVIOURAL CHANGE INTENTION." University of Canberra. n/a, 2008. http://erl.canberra.edu.au./public/adt-AUC20081217.120215.
Full textElfman, Charlotte, and Elin Olofsson. "Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.
Full textBackground: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
Erras, Michael. "HRM and organisational performance : an attempt to open the black box." Thesis, University of Strathclyde, 2002. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=25327.
Full textLöfgren, Jonna. "Human Resource Management i ett litet företag : Strukturerad som organisation eller familj?" Thesis, Stockholms universitet, Sociologiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-117554.
Full textLoureiro-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.
Full textPrytz, Liza, and Rebecka Olsson. "Kan human resource management vara med och bidra till en mer hållbar organisation? : En kvalitativ studie om human resource managements integration i hållbarhetsarbete." Thesis, Södertörns högskola, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-41293.
Full textThe purpose of this essay is to examine what HRM is working with within the social and the environmental sustainability in organizations and also which challenges there are within corporate sustainability. The essay also wants to examine if there are any competitive advantages that HRM can generate. The empirical materials have been gathered through three physical semi-structured interviews and two telephone interviews from two different organizations. The five interviews were conducted with the same questions. It has been found that HRM in greater occurrences works with the social sustainability in comparison to the environmental sustainability. This in relation to HRMs competencies, knowledge and human resources. As a result of HRMs competencies within social responsibility, they can create competitive advantages against other organizations as they are considered valuable and rare. The conclusions that are identified are that HRM should work with social responsibility and sustainable leadership. In the future, more competencies and knowledge will be required for HRM to be able to work with environmental sustainability, which can be a challenge. A further challenge within HRM may be the availability of human resources. More people working with HRM could increase opportunities for even better work with social sustainability and sustainable leadership and would also open up opportunities for work with environmental sustainability.
Gunnarsson, Eric, and Henrik Högberg. "Utvärdering av personalutbildning : En studie om organisationers utvärdering av utbildningsprogram." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-257396.
Full textAbdul-Razaq, Muhammad Alimi. "The Organisation of African Unity and the promotion and protection of human rights in Africa." Thesis, University of Hull, 1988. http://hydra.hull.ac.uk/resources/hull:3578.
Full textGill, Leanne Margaret. "Building organisational capability." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16234/.
Full textDelcid, Natalie. "Organisationers påverkan på human resource management : En fallstudie över hotellkedjor i Kalmar." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-59801.
Full textAlbawardy, Faisal Abdullah. "The strategic value of learning : a comparative study between multinational private and public sectors organisations in Saudi Arabia." Thesis, University of Portsmouth, 2010. https://researchportal.port.ac.uk/portal/en/theses/the-strategic-value-of-learning(71e1fd87-7ba8-40c3-972f-23c64875e5d7).html.
Full textSkinner, Denise Olwyn. "Barriers to the evaluation of human resource management initiatives : three public sector case studies." n.p, 2000. http://library7.open.ac.uk/abstracts/page.php?thesisid=92.
Full textSakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.
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