Tesi sul tema "350201 Human Resources Management"
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黃祐榮 e Yao-wing Robert Wong. "Strategic human resources management system". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.
Testo completoAl-Sahhaf, Habeeb. "Human resources management in Kuwait". Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.
Testo completoWong, Yao-wing Robert. "Strategic human resources management system /". Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.
Testo completoIbragimova, Yuliya. "New Methods in Human Resources Management". Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.
Testo completoKhan, Khalid. "The violation of psychological contract : possible causes for the failure of organizational incentive systems to motivate knowledge sharing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management in Human Resource Management, Massey University, Palmerston North, New Zealand". Massey University, 2009. http://hdl.handle.net/10179/1223.
Testo completoCheung, Wing-yee Kelly, e 張詠. "Human resources management of joint ventures in China". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B42574249.
Testo completoCheung, Wing-yee Kelly. "Human resources management of joint ventures in China". Click to view the E-thesis via HKUTO, 1994. http://sunzi.lib.hku.hk/hkuto/record/B42574249.
Testo completoSehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management". CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.
Testo completoKamenistá, Michaela. "Návrh změn konceptu řízení lidských zdrojů v podniku". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402057.
Testo completoBoyte, Karen-Ann. "Job design and wellness in New Zealand Contact Centres: a paradigm shift or same old management? : a thesis presented in partial fulfillment of the requirements for the postgraduate degree of Master of Business Studies, Human Resource Management at Massey University, Palmerston North, New Zealand". Massey University, 2009. http://hdl.handle.net/10179/1042.
Testo completoOrnatowski, Gregory K. "The End of Japanese-Style Human Resource Management?" MIT-Japan Program, 1996. http://hdl.handle.net/1721.1/7575.
Testo completo吳貴權 e 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.
Testo completoHASSAN, ABDULLAHI NUR, e 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.
Testo completoEstanislau, João Carlos Martins dos Santos. "Human resources performance management system applied to a SME". Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19122.
Testo completoO Sistema de Gestão de Desempenho de Recursos Humanos é reconhecido, nos dias de hoje, como um fator determinante para a criação contínua de valor na empresa e alcance de todo o seu potencial. O seu principal propósito é combinar e alinhar os objetivos da organização com o desempenho e o desenvolvimento do funcionário por meio de um processo de feedback integrado, permitindo uma gestão mais eficiente dos recursos humanos. As pequenas empresas, devido à sua natureza, não entendem a necessidade de medir e gerir de uma forma estruturada o desempenho dos seus recursos humanos ou são incapazes de encontrar um sistema adequado e aplicável ao seu contexto. Essa realidade tem um impacto negativo no desempenho e na motivação de seus funcionários e nos resultados da organização. A falta de um sistema estruturado de gestão de desempenho de recursos humanos deve ser considerada um risco, que, em situações extremas, poderá comprometer a existência da organização. Devido à importância económica e social deste tipo de empresa e à sua operação num mercado altamente competitivo, qualquer medida no sentido de melhorar desempenho e resultados deve ser suportada e tida como uma oportunidade de diferenciação e alavancagem. O objetivo deste trabalho é apresentar vantagens, requisitos e importância da implementação de um sistema de gestão de desempenho de recursos humanos em pequenas e médias empresas e fornecer uma sugestão aplicável para implementação prática na Empresa X, uma pequena empresa de EPC contribuindo assim para um eventual aumento e melhoria do seu desempenho e resultados.
The human resource performance management system is recognized as one of today’s significant factors towards the enterprise’s continuous creation of value and achievement of its full potential. Its main goal is to combine the organization’s objectives with the employee’s individual performance and development through an integrated feedback process and to allow a more efficient human resources’ management. Small enterprises, due to their nature and restrictions, either do not understand the need to structurally measure and manage their human resource performance or are unable to find a suitable management system applicable to their context. This reality has a negative impact on their employee’s performance and motivation, and ultimately in the organization’s results. Therefore, the lack of a structured human resource performance management system should be considered a business risk, which, in more extreme situations, is capable to jeopardize de organization’s existence. Due to the economic and social importance of these organizations and the highly competitive market in which they operate, any measure to raise performance and results must be nurtured and seized as an opportunity for positive differentiation and business leverage, therefore, the aim of this work is to present the advantages, requisites and importance of a human resource performance management system implementation in small enterprises and provide an applicable suggestion for a practical implementation through a case study approach in Company X, a small EPC company and, hopefully with that contribute, increase its performance and results.
info:eu-repo/semantics/publishedVersion
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/.
Testo completoRamcharan, Aneel. "Managing human resources in education : applying organisational communication in educational management". Thesis, University of Zululand, 2004. http://hdl.handle.net/10530/321.
Testo completoHuman Resource Management has become one of the most discussed approaches to the practice and analysis of employment relationship in our modern society. In this thesis I present my recommendations that organisations will function more effectively and efficiently if the people who work in them are encouraged to develop professionally and to use that approach to undertake organisational tasks. Increasingly human resource management is being recognised as crucial, not only to the individual but also to the promotion of effective and efficient organisations. In this thesis I will focus on educational management in two ways — from the perspective of the individual and from the perspective of the organisation. Educational management is a diverse and complex range of activities calling on the exercise of considerable knowledge, skill and judgement by individuals, but its practice is dependent on the culture of particular organisational settings. I focus on this constant interplay between individual capability and organisational requirements, which make human resource management for educational managers both challenging and exciting. In this thesis I will examine how the concepts, skills and insights gained through professional development can be applied by educational managers to specific organisational tasks and systems. At best this thesis encourages school managers to ask questions about their own organisations and to develop their own solutions appropriate to their organisations. My research involves a mixture of theory and practical examples, which it is envisaged will spur students of learning and educational managers to apply and refine in the future. In the final phase of my research I reveal how the concepts, skills and insights gained through professional development can be applied bv educational managers to specific organisational tasks and systems in the effective use of human resources.
Guebuza, Anchia Nhaca. "Civil service reform and human resources management priorities in Mozambique". Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_6831_1264385573.
Testo completoThis study focused on the developments of Civil Service Reform (CSR) in Mozambique, and the priority issues pertaining to human resources management in the country. This research investigation performed an assessment of the human resources management priorities and its effectiveness in civil service reform in the Government of Mozambique.
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.
Testo completoIn 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.
Blackburn, Alan. "The knowledge-based resources built through human resource management practice". Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.
Testo completoUbani-Ukoma, Onyenma Emerole. "Improving human resources management in the City Hall, Atlanta Georiga". DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1986. http://digitalcommons.auctr.edu/dissertations/1133.
Testo completoFung, Leung Pik-wah, e 梁碧華. "Strategic human resources management in a civil engineering/construction company". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1991. http://hub.hku.hk/bib/B31264906.
Testo completoFung, Leung Pik-wah. "Strategic human resources management in a civil engineering/construction company /". [Hong Kong] : University of Hong Kong, 1991. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13055045.
Testo completoOkada, Tomohiko M. B. A. Massachusetts Institute of Technology. "Human resources management in Japan : before and after the 1990s". Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/72939.
Testo completoCataloged from PDF version of thesis.
Includes bibliographical references (p. 83-84).
In this thesis, I examine the impact on human resources (HR) caused by the lengthy recession in Japan. I discuss earlier systems of human resources management, then turn my focus to human resources since 1990. Japanese companies have a unique HR management system, with associated subsystems. I believe this system has contributed to fair and equal treatment of employees, while also allowing strong collaboration among employees, encouraging teamwork, and supporting high efficiency in operations. This system was once respected worldwide. At present, however, Japanese companies face many challenges such as declining domestic demand because of a shrinking population and an aging society, and cost pressures due to tough domestic and global competition. My research question is this: Have these challenges changed Japan's traditional HR management system? If so, what were these changes? In Chapter 1, I briefly trace the external environment surrounding HR management, and the characteristics of the traditional Japanese HR management system and subsystems. I find that a "Potential Abilities-Based Ranking System" has functioned as a core platform in the traditional HR system in Japan. In Chapter 2, I introduce the major characteristics of the Potential Abilities-Based Ranking System, developed by Kyu Kusuda. In Chapter 3, I look at changes in the external and internal environments surrounding today's HR management system. Assuming that the Potential Abilities- Based Ranking System is a core platform in Japanese HR management, the changes occurring in Japan may be influencing this core platform. I examine these influences to determine whether Japanese HR systems will be transformed or replaced by a global HR management system, similar to the American HR management system. In Chapter 4, I introduce a case study of HR management changes at Kirin Holdings Company (my employer). In Chapter 5, I discuss changes and challenges facing HR management in Japan.
by Tomohiko Okada.
M.B.A.
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.
Testo completoUotila, Aliisa. "Sustainable human resources management : Constructed and negotiated by HR professionals". Thesis, Umeå universitet, Sociologiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173160.
Testo completoPhosa, Lekgolo Lazarus. "Human resources management : the function of the public sector manager". Diss., University of Pretoria, 1998. http://hdl.handle.net/2263/27464.
Testo completoDissertation (MAdmin)--University of Pretoria, 2012.
School of Public Management and Administration (SPMA)
Unrestricted
Harry, Jaqueline. "Talent management versus strategic human resources management a case of evolution or revolution?" Master's thesis, University of Cape Town, 2012. http://hdl.handle.net/11427/5865.
Testo completoIncludes bibliographical references.
The objective is to investigate the theoretical and practical differences between Talent Management and Strategic Human Resource Management and whether Talent Management in is in fact any different to Strategic Human Resource Management. Qualitative research was utilised to explore Talent Management and Strategic Human Resources Management practises in industry through the experiences and opinions of expert Executive Talent Managers. In-depth face to face interviews and a semi-structured interview was utilised to obtain specific information about the perspective, views and social contexts of the research participants. The data was subjected to qualitative content analysis in order to make valid inferences from texts to the contexts of their use.
Laforet, Anna, e Anna Larsson. "Mångfald - Från ord till handling : En kvalitativ studie om HRs strategiska arbete med mångfald". Thesis, Högskolan Dalarna, Personal och arbetsliv, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:du-18119.
Testo completoThis study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.
Bourke, Josephine Emily. "Elder care, self-employed women and work-family balance: an exploration using work-family border theory : a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Human Resource Management at Massey University, Palmerston North, New Zealand". Massey University, 2009. http://hdl.handle.net/10179/1066.
Testo completoIo, Choi Leng. "The human resources management practices in Macau government : an exploratory study". Thesis, University of Macau, 1997. http://umaclib3.umac.mo/record=b1636724.
Testo completoMakarand, Tare, e tmakarand@swin edu au. "A future for human resources: A Specialised role in knowledge management". Swinburne University of Technology. School of Business, 2003. http://adt.lib.swin.edu.au./public/adt-VSWT20040311.093956.
Testo completoYaghi, Abdulfattah. "Training transfer in human resources management a field study on supervisors /". Diss., Mississippi State : Mississippi State University, 2006. http://library.msstate.edu/etd/show.asp?etd=etd-11292005-235221.
Testo completoIsaac, Dominic Ugochukwu. "Human Resources Management Professionals' Experience with Online Degree Holders in Recruitment". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7231.
Testo completoHoang, Dee Thi Thuy. "Strategies for the Effective Management of Human Resources Outsourcing and Performance". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.
Testo completoSouthern, Craig E. "Decision-Making Models in Human Resources Management| A Qualitative Research Study". Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10244984.
Testo completoDecision 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.
Sommai, Prijasilpa Baker Paul J. "Perceptions of human resources development by accelerated rural development administrators". Normal, Ill. Illinois State University, 1994. http://wwwlib.umi.com/cr/ilstu/fullcit?p9510430.
Testo completoTitle from title page screen, viewed March 30, 2006. Dissertation Committee: Paul J. Baker (chair), John R. McCarthy, Larry D. Kennedy, Kenneth H. Strand. Includes bibliographical references (leaves 127-131) and abstract. Also available in print.
Dalrymple, Beverly F. "Working adult students' perspectives on persisting in college". FIU Digital Commons, 2000. http://digitalcommons.fiu.edu/etd/2709.
Testo completoValentim, João Andrade e. Sousa Brito. "People management in the Portuguese nonprofits". Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/9859.
Testo completoThis study is focused on the People Management – Human Resources – in the Portuguese nonprofit organizations. The objective of this research is to contribute to the understanding of the nonprofit sector in terms of the human factor, and at the same time intends to cast light on the factors that compensate and motivate employees. Through a qualitative approach, after conducting a number of interviews to assorted nonprofit organizations, we reach the result that more often than not these organizations have fragile procedures in what concerns staffing, performance evaluation and training & development. On the other hand, these organizations have an abundant human acumen in what concerns compensation and motivation. The experience of volunteer work supports this finding. Given this, there is a vast array of knowledge that the social sector can transmit to the private sector.
Chan, Chi-ping Eliza, e 陳志萍. "Hong Kong competitiveness: human resources infinancial industry". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267841.
Testo completoBullock, Michael L. "Successful Human Resource Outsourcing Strategies". ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
Testo completoBrossault, Romain, e Rémi Jaussoin. "Interim Management". Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5815.
Testo completoThe economic context changes, companies adapt and recruitment evolves. As future managers and leaders, or simply new actors in the working environment, this is our duty to be aware of the demand of the market. The economic situation has a huge impact on the recruitment and this more so in a crisis period (Aswegen, 2009). In order to respond of the need of flexibility, facing crisis situation or simply facing the need of change, Interim Management seems to correspond to this request or is at least one of the tools that companies can take into consideration.
During the previous phase of our thesis, we realized that only a few people were aware of this promising concept of management. It became a challenge for us, we wanted to know more about this topic and to write a paper in order to share the knowledge that we would gather through the process of depicting this emerging phenomenon called „Interim Management‟ while remaining objective.
During our research and interviews, we met recruitment consultants, Interim Managers, and corporate human resources directors; all of these meetings helped us to understand companies' needs and what they expect when hiring Interim Managers. Our thesis aims at explaining and depicting the emerging concept of Interim Management in order to give our vision of the reality.
Yung, Yee Lee. "Human resources development in Macau hotel industry : a case study". Thesis, University of Macau, 1996. http://umaclib3.umac.mo/record=b1636793.
Testo completoSongpo, Li, e Zhang Dong. "Human Resources Management Practices in a Cross Cultural Environment : Bank of China". Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15477.
Testo completoYeung, Ming-keung Barry, e 楊銘強. "Study of human resources management practices in local China-funded construction companies". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269497.
Testo completoYeung, Ming-keung Barry. "Study of human resources management practices in local China-funded construction companies /". Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19872161.
Testo completoOdoardi, Gianluca. "The relationship of perceived human resources management practices and innovative work behavior". Thesis, Bordeaux, 2016. http://www.theses.fr/2016BORD0040/document.
Testo completoIn the globalized economies the innovation is widely recognized as one of the key processes that can allow the development of organizations. This thesis focuses the attention on the Innovative Work Behavior (IWB) and its links with the perception of Human Resources Management (HRM). More specifically, the research models explore two HRM practices corresponding to individual and team learning and the participation to decision-making (PDM). The choice to emphasize only two practices is in line with scholars’ efforts dedicated to contingent perspective. Therefore, the experimentation of multiple mediating variables has allowed the better understanding of the relationship among the examined processes. This thesis is also oriented to understand the mentioned psychosocial factors in a quite unexplored organizational contexts corresponding to the small and medium enterprises. The first research explores the relationship among the perception of individual and team learning HRM practices, IWB and the mediating role of norms and supportive climate for innovation. The second study assumes that the perception of decision-making practice, conjointly with participative leadership, is related to IWB; moreover also the indirect relationship is tested through the mediating role of psychological climate for innovation and co-workers’ support. These findings help scholars to direct new endeavors in HRM research. Moreover they support managers to optimize resources invested in innovation through the promotion of learning and PDM
Benson, Victoria L. "Improving Employee Engagement through Strategic Planning by Human Resources Professionals". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4501.
Testo completoChen, Shaohui 1966. "Human resource management in Chinese-western joint ventures". 2004. http://hdl.handle.net/2292/2277.
Testo completoThe international human resource management models developed in the last decade pursue a contextual analysis of the standardisation (global integration) of multinational parent companies’ human resource management policies and practices and localisation (local differentiation) of host countries' practices. However, as a popular but unique international alliance, the process by which international joint ventures determined HRM policies and practices remained unclear. This research utilizes a resource dependency perspective to explore the company-specific determinants of Chinese-western joint ventures' HRM formation, by investigating JV parent companies HRM decision drivers in terms of contractual and non-contractual resources, expertise, consistency requirements, and internationalization experience. Through five in-depth case studies, this research demonstrated that HRM standardisation or localisation is a function of the IJV parents’ HR decision drivers. Additional variables, contextual factors and future research directions are discussed. Contributions of this research include a balanced consideration of both partners in the international joint venture to counter the ethnocentric lens of MNC-subsidiary relationships. The research recasts standardisation and localisation as a continuum that should express the interests of multiple partners, rather than the interests of one in a host country context.
Ramsey, Philip L. "The learning cultures of organisations : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Palmerston North, New Zealand". 2003. http://hdl.handle.net/10179/1387.
Testo completoNhung, Pham Thi, e Pham Thi Nhung. "Attracting human resources through Human Resources Management: Case of Petro Vietnam University". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/atfj92.
Testo completo龍華科技大學
商學與管理研究所
100
I am currently working at Personnel and Administration Department of PetroVietnam University, a newly established university, where everything is being settled up. I therefore understand the difficulties the Petro Vietnam are facing with. One of the issues is how to attract highly qualified human resources in a competitive and scarce context. To find solution for the issue, I have chosen the topic of Attracting Human Resources through HRM – the Case of PetroVietnam University as my research topic. By researching basic theories in HR, HRM in general and HRM in tertiary education in particular, the research model has been formulated as followings: analyzing external and internal factors which effect HR in tertiary education, analyzing the influence of HRM functions to an organization, evaluating current situation of HRM at PVU. With research methodology of qualitative analyses through primary and secondary data resources to point out the shortcomings in PVU’s HRM system, the thesis gives PVU recommendations for a complete HRM strategy to attract high quality human resources. With the primary data source, I have interviewed 28 people within and outside the organization through prepared questionnaires to acquire comments of interviewees on related matters of PVU’s HRM strategy, and then used collective, statistical, and in-depth analysis method. Research results prove that PVU has not got a complete HRM system. There is not an overall HRM strategy at PVU, and HRM functions such as recruitment, training, compensation, benefits, performance appraisal, and organization culture are not completed and not implemented effectively. Finally, the thesis worked out the synchronic and feasible solutions, from general strategic to specific solutions to improve and adjust the HRM activities of PVU in order to attract high quality human resources, as well as to enhance PVU’s competitiveness. Those are specific recommendations on almost activities of HRM functions at PVU and strategic recommendations such as continuing on supplementing and completing solutions to realize organizational strategies, mobilizing all resources, keeping track and executing at the right speed on the right roadmap as proposed, having suitable adjustment to correct strategies and to have accurate and firm steps, and identifying strategic goals of setting up and developing human resources.