Rozprawy doktorskie: „Strategic human resource management”

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Lundy, Olive. "Strategic human resource management". Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.

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Elfman, Charlotte, i 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.

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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.
Background: 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.

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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel". Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.

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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management". CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.

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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management". Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.

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

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

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Wach, Bernhard [Verfasser]. "The strategic integration of human resource management / Bernhard Wach". Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1190716739/34.

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Vong, Tze Ngai. "Managing human resource development". Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636787.

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Teo, Stephen Tai Theng. "Strategic human resource management in a corporatised public sector organisation". Thesis, Queensland University of Technology, 2000.

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黃祐榮 i 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.

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Wong, Yao-wing Robert. "Strategic human resources management system /". Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.

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Jin, Jiafei. "The interaction effects between strategic alliances and strategic human resource management in China". Thesis, University of Bristol, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.685427.

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My intention in undertaking this thesis was to examine the interaction relationship between Strategic Alliances (SA) and Strategic HRM (SHRM) in Chinese context. In addition, I was also interested in investigating whether different types of SA will have different influences on enterprises' HRM and on employees' personal feelings. An extensive literature review revealed a considerable number on studies of SA or on studies of SHRM. However, there is limited literature on the interaction relationship between SA and SHRM, particularly in China. I was interest in fulfill these huge research gaps and link these two significant fields together. In my case studies located in the manufactory and hotel industries in different cities in China. I conducted both quantitative and qualitative research methods, including a questionnaire survey and interviews. The analysis of my fieldwork results indicated that SA and SHRM have close link. After SA with foreign partners, the enterprise's HRM will become more strategic (central, formal and fair) and more strategic HRM will strength enterprise's SA. In addition, my fieldwork results also indicated that different types of SA will have different effects on enterprise' HRM. Cooperative joint venture (ClY) has more positive effects on HRM than equity joint venture (EJY). My research also presents that after SA employees' personal feelings becomes more positive to their organization. Employees' commitment, satisfaction, motivation and job security increased and employees are more like to work in foreign managed enterprises Finally, as my findings led me to the conclusion that the relationship between SA and SHRM form three virtuous circle. The first circle comprises interaction between SAs and SHRM. The second comprises interaction between SAs and employees' personal feelings about their jobs and employing organisation. The third circle comprises interaction between employees' personal feelings and SHRM. I argued that the interaction in these circles is continuous and that three circles are virtuous circles. I also argued that national level, industry level and enterprise level factors will affect on these three virtuous circles

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Naismith, Nicola. "An emprical evaluation of strategic human resource management within construction sites". Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/8116.

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Strategic Human Resource Management (SHRM) offers a peoplemanagement framework which promotes improved performance, innovation and competitiveness. However, little research has considered how such practices are implemented within Construction SMEs, and whether they complement overall business strategy. The nature of the UK construction industry requires construction organisations to balance project requirements with competing organisational and individual employee expectations, priorities and needs. This conflict raises several complex and problematic issues for SHRM within the construction industry as well as opportunities for improvement. However to date, despite this sector exhibiting the well-known `labour-intensive' and `people oriented' characteristics, there is little informed understanding of the complex interplay of factors that shape strategic decision making processes, and approaches to SHRM within construction SMEs. The overall aim of this thesis was to explore the types of HRM strategies used by construction SMEs and develop a framework to improve their organisational performance. The objectives of the research were: 1) To establish whether construction SMEs undertake strategic management, the types of strategies employed and how they implement their strategies, 2) To establish whether construction SMEs undertake SHRM, the types of strategies employed, how they implement their strategies and whether size of firm influences their practices; 3) Examine the relationship between the different SHRM approaches, the associated strategic organisational goals, in order to establish whether the approaches and goals are mutually supportive; and 4) To develop a framework linking SHRM approaches to specific organisational goals for construction SMEs. (Continues ...).

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Mitchell, Melissa. "Strategic human resource management plan for Task Applied Science (Pty) Ltd". Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96217.

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Thesis (MBA)--Stellenbosch University, 2014.
Human resource management is a widely researched field. However, the research done in terms of small to medium-sized enterprises, is extremely limited, especially in South Africa. The aim of this research was to investigate human resource management practices in one such a company, and to develop a feasible action plan to improve on these practices. The chosen company, Task Applied Science (Pty) Ltd, is a medical research company based in Cape Town, South Africa. The data for the study was obtained through a literature review and interviews. The data from the literature review identified best practices and frameworks. This was combined with interviewing company employees as well as HRM practitioners in the medical field to not only identify problems, but to also suggest possible solutions. These solutions were compiled in a comprehensive action plan. As such, the results offer a workable solution for Task Applied Science, and can serve as example for all small to medium-sized enterprises. The literature review further showed that smaller companies tend to ignore the importance of human resource management due to the time and costs involved and the fact that they are focussed on the external environment rather than the internal. This cannot simply be remedied by implementing practices developed in large companies. Best practices need to be customised to fit the needs of the specific company. The findings showed that only certain human resource management practices were implemented in reaction to crises, or as needs arose. This, combined with the rapid growth and lack of structure, caused a breakdown in communication, transparency, and trust. Staff loyalty decreased because they felt that they were left in the dark. Both the company strategy and values became vague, and thus staff could not be aligned to it. Noteworthy was that the increase in policies and documentation did not cause employees to feel restricted, but rather that it created a feeling of security. The study made it abundantly clear that the human resources department needs to be treated as a strategic partner in the planning and execution of the company strategy; especially in terms of efficient change management. Their role is to communicate the strategic direction, while at the same time acting as an activist for the staff, voicing their needs and capabilities. The proposed action plan focused mainly on the company culture and the alignment of staff with the company’s business strategy. This was done by addressing issues such as company culture, communication, company values, and staff development. The plan offers practical solutions within each of these categories. Furthermore, it suggests solutions in terms of efficient staff recruitment and knowledge management. By implementing this plan the company will be able to increase the synergy between the business units within the company, eradicating silos, and establishing the staff as a competitive advantage. In addition to this, it will establish the human resources department as a credible partner for the staff in developing both their personal and professional lives.

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Fagerholm, Sebastian, Patrik Lorentzson i Robin Moritz. "Strategic Human Resource Management : A study of EWES Stålfjäder AB's HR Strategies alignment to corporate strategies". Thesis, Jönköping University, JIBS, Business Administration, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-12857.

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Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.

Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.

Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.

Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.

Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

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Belsito, Carrie Anne. "Toward an understanding of the impact of discretion upon the hr-performance link". Thesis, [College Station, Tex. : Texas A&M University, 2008. http://hdl.handle.net/1969.1/ETD-TAMU-2782.

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Alqahtani, Mohammad. "Exploring Strategic Human Resource Management in the Saudi Arabian Higher Education Sector". Thesis, Curtin University, 2020. http://hdl.handle.net/20.500.11937/79465.

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The thesis explored three aspects of strategic human resource management (HRM) within the Saudi Arabian higher education sector. First, the tensions and challenges associated with the devolvement of HRM processes and practices. Secondly, equity among Saudis and foreign-born nationals through the lens of how human resource development (HRD) opportunities are administered. Thirdly, the link between HRM practices and research performance. This research contributed to the literature on strategic HRM and Saudi higher education policy.

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Dlamini, Khulekani Enock. "Impact of data quality on utilisation and usefulness of integrated Human Resources Information Systems (HRIS)". Thesis, University of Western Cape, 2012. http://hdl.handle.net/11394/3375.

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Magister Commercii - MCom
Impact of data quality on utilisation and perceived usefulness of integrated Human Resources Information Systems (HRIS). Integrated HR Information systems have become prevalent in modern organisations. These systems promise operational efficiencies and competitive advantage. In order to deliver these benefits, the systems should be effectively utilised and perceived as a useful business tools. The utilisation and perceived usefulness of the HRIS could be influenced by quality of data it produces. The objective of this study was to investigate the impact of data quality on the utilisation and usefulness of the HRIS. The aim was to ensure that organisations realise their investments in HRIS. This would be achieved by improving qualities that ensures effective utilisation of HRIS. Moreover, the study sought to enhance the body of academic knowledge in HRIS as far data quality is concerned. Mixed research method was used to meet the objectives of the study. Survey research and qualitative interviews techniques were employed. Statistical and deductive analysis was applied to raw data in order to draw conclusions. The study found that data quality positively influence utilisation and usefulness of HRIS. Moreover, findings revealed that the HRIS was predominantly used for operational, rather than strategic tasks. HRIS data is also not generally perceived to be of poor quality. HR practitioners emphasise accuracy over other quality dimensions. Organisations that seek to maximise their investment in HRIS should implement data quality improvement initiatives. This will ensure that the system is effectively utilised and produces high quality information for decision-making. This could lead to competitive advantage. Further research could be undertaken to understand; success factors for HRIS data quality initiatives, determinants of HRIS user satisfaction, drivers for dedicated HRIS management roles and the impact of having HRIS manager among others.

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Ekelöf, Sofie, Caroline Holmström i Nathalie Lindberg. "Talang inom Strategisk Human Resource Management". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85384.

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Although Talent Management (TM) is a well-known concept, there are certain limitations in the area. Primarily it is about talent being an ambiguous concept and that there is currently no clear definition. Furthermore, previous research shows that there are no actual routines on how TM-activities should be designed. The specific contribution from the current study is therefore about identifying the challenges that exists for TM from an employer perspective. The findings we have noticed in the study are mainly derived from the structure of an organisation where there is a certain dynamic between the central management and local units. This makes it difficult to work strategically with TM as the division of responsibility is locally based. Another finding was that the definition of talent should be mutual in order for organisations to be able to handle talents effectively and to design activities that facilitates the work towards the organisation's goals. Thus, this study should be able to support future research in the field of TM by identifying the challenges organisations might face and therefore creating opportunities for better managing or strategically developing the work with TM.

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Johnston, Louise C. "The relevance of strategic human resource management (SHRM) for the growing small business". University of Western Australia. Graduate School of Management, 2008. http://theses.library.uwa.edu.au/adt-WU2008.0111.

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[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.

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Sakuma, Masaru. "Strategic human resource management in Japan : a comparative study of information sharing systems". Thesis, London School of Economics and Political Science (University of London), 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.242028.

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Bae, Youngsoo S. M. Sloan School of Management. "Strategic human resource management framework for Korean small and medium enterprises' sustainable growth". Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/104547.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 52-54).
As Small and Medium Enterprises in Korea play a pivotal role in Korean economy, their sustainable growth is critical for Korea's development. One of drivers that enable SMEs to pursue sustainable growth is Human Resource Management. Since "People" is one of the most valuable assets in a company, its survival could depend upon strategic utilization of human resource. Korean economy has a Chaebol conglomerates centric business structure where Small and Medium Enterprises are difficult to compete with them for their survival. Especially, the human resource-related issues are the most significant and urgent for them to solve. Therefore, I would like to suggest possible and feasible strategic Human Resource Management framework for Korean Small and Medium Enterprises for their sustainable growth. In this thesis, the points that I will be focusing on are: i) Analyzing on Korean SME's problems on HRM ii) Deriving lessons from successful HRM cases iii) Coming up with Strategic HRM Framework that Korean SMEs can apply. 1. Do successful corporations have their unique Human Resource Management strategy? 2. How can Korean Small and Medium Enterprises acquire human resource-related core competency within Chaebol conglomerates-centered economy in Korea? To find answers to these questions and to develop a proper Human Resource Management Framework for Small and Medium Enterprises, case studies on Talent Management Wheel, Hidden Champions, and Yuhan-Kimberly were used as examples of successful Human Resource Management. In this case studies, it became clear that one of the key drivers for successful companies is a well-organized Human Resource Management system. Lastly, I conclude by suggesting a strategic Human Resource Management framework that Korean Small and Medium Enterprises can adopt for their sustainable growth and the significance of successful Human Resource Management system that creates invaluable virtuous circles in the society.
by Youngsoo Bae.
S.M. in Management Studies

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Elm, Dana, i Rebecca Grindeland. "Strategic Human Resource Management : en kvalitativ studie om organisationens förmåga att behålla nyckelmedarbetare". Thesis, Högskolan Väst, Avd för företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-11146.

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Under de senaste decennierna har HRs roll förändrats inom organisationerna. Från att vara enlägre administrativ funktion har HR ökat i betydelse och anses idag vara en strategisk resurs,vilket har lett till att begreppet SHRM myntats. Inom SHRM återfinns rekrytering, hanteringav humankapitalet och bevarande aktiviteter. Fokus bör ligga på bevarandet av nyckelmedarbetaresom är viktiga för organisationens konkurrenskraft på arbetsmarknaden när det idag tillstor del är arbetstagarens marknad. Syftet med vår studie är att undersöka hur organisationeranvänder HR-funktionen för att locka nyckelmedarbetare att stanna kvar, med fokus på framgångsfaktorer för ett lyckat strategiskt HR-arbete, samt dess påverkan på det psykologiska kontraktet. Vi har använt oss utav kvalitativa intervjuer med tre informanter som ingår i en organisations ledningsgrupp. Materialet har sammanställts och analyserats genom en tolkande ansats där vi med stöd av tidigare forskning identifierat relevanta begrepp som undersökts empiriskt. De slutsatser som vi kan dra om SHRM som arbetssätt är att det krävs kunskap och insikt hos ledningen om vad för potential HR-funktionen har att bidra med till organisationen för att kunna implementera SHRM som arbetssätt. Angående bevarande åtgärder för att behålla nyckelmedarbetare bör organisationer först och främst tillkännage att nyckelmedarbetare finns för att de ska kunna motiveras till att vilja arbeta med bevarande aktiviteter för att behålla dessa. Vi kan även dra slutsatsen att det psykologiska kontraktet bortprioriteras när personalomsättning har blivit en naturlig del av organisationens vardag.
Great changes have occurred in HR over the last few decades. From being a lower, administrativefunction, HR has developed to a strategic resource in, operating in the higher levels of the organization, which has lead to the development of SHRM. Within the field of SHRM we can find recruitment, management of human capital and activities to decrease turnover. Attention should be paid to retain key employees whom are of great importance for creating a competitive advantage for the organization on the labor market. The purpose of this study is to investigate how organizations use the HR-function to increase retention among key employees; focusing on success factors for a strategic HR-work and its effect on the psychological contract. We've used qualitative interviews containing three informants that represent an organizations operational management team. The material has been assembled and analyzed through an interpreting approach where we, supported by theories and previous research, have identified relevant terms that have been investigated empirically. A conclusion regarding SHRM, as a practice, is that it demands a high level of knowledge and insight within the operational management team regarding the diversity of HR and how it can contribute to the organization in order to be implemented within the organization. Regarding activities to decrease turnover to keep key employees, organizations primarily need to signify the existence of key employees to even consider wanting to work with these kinds of activities. Furthermore, we have identified the lack of priority that the psychological contract gets if turnover has become a natural part of the everyday life within the organization.

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Hartono, Arif. "An investigation into strategic human resource management in Indonesia: a grounded research approach". Thesis, Hartono, Arif (2010) An investigation into strategic human resource management in Indonesia: a grounded research approach. PhD thesis, Murdoch University, 2010. https://researchrepository.murdoch.edu.au/id/eprint/4068/.

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This thesis reports on a study investigating the role of strategic human resource management (SHRM) within the Indonesian context. This study is significant for two important reasons. The first is that the link between strategy and HR management in Indonesia appears to have excited little interest from researchers, despite that SHRM has a great deal to offer in assisting organizations manage one of their most valuable assets. The second is that greater understanding of this relationship will enable more strategic formulation and implementation of SHRM. The research has three main foci. The first is to examine how Indonesian organizations align their human resource management (HRM) practices to the business or organizational strategies. Second is to explore the factors that link the HR department to the strategic decision process. The third is to identify key determinants of successful implementation of HR strategy. No apparent studies so far provide a clear picture of how strategic HR management is implemented in Indonesian organizations; therefore, a grounded theory methodology was used. Data was collected by interviewing sixty-three HR managers from the industry sectors of hotels, hospitals, agriculture and textile manufacturing. Participants were drawn from eight states across Indonesia. Consistent with grounded research principles, data was analyzed using five stages of coding procedure; –open coding, axial coding, selective coding, conditional matrix, theoretical proposition, as described by Strauss & Corbin (1998). The findings of the study fall into three themes. First, is the approach Indonesian organizations use to align HRM to business or organizational strategies, which usually follows one of two approaches; a best practice or universalistic approach, or a best fit or contingency approach. The best practice perspective confirms a general pattern for managing Indonesian employees and this relates to organizations working within the three following conditions: the organizational process is simple; they have a captive market; and the organization is in a mature life stage. The best fit or contingency domain is adopted by organizations when business or competitive strategy is the major variable for determining the HR strategy. Other factors influencing HR strategy include internal (organizational) and external (environmental) factors such as the organization’s size, structure, life cycle, access to capital, market competition, technological changes, government rules, global changes, economic condition, culture, and the unions. The interactions among these influence HR strategy, either directly or indirectly by influencing the business strategy. In addition, SHRM occurs through an integrative or two-way linkage. The integrative linkage is where the HR department is involved throughout the whole process and included in formulating strategy, decision-making and implementing strategy. In twoway linkage, the HR department participates in formulating and implementing strategy but is not involved in the decision making process. The choice for each approach depends on the fit with the organizational mindset, the organizational structure, and informal strategic decision process. Finally the determinants of HR strategy implementation match the central determinants of credibility, organizational support and the role and skills of the HR professional, as found in Western or international organizations. Understanding which factors are being utilized or adapted offers not only a significant contribution to our knowledge of the strategy – HR link, but will also have significant implications for practice in Indonesia and ample opportunity for further testing of this link.

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Grabrovaz, Meaghan. "An investigation into the forecasting of skills in nuclear decommissioning". Thesis, University of Central Lancashire, 2017. http://clok.uclan.ac.uk/23759/.

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This study explores the nature of skills forecasting in nuclear decommissioning and that which makes skills forecasting information useful. The study adopts a pragmatic approach using an interpretative, qualitative case study research design and draws on aspects of a critical realist approach to uncover, deconstruct and challenge some ‘norms’ in skills forecasting. The study makes an original contribution to knowledge through the identification of nineteen factors that influence skills forecasting in the nuclear industry. It also generates a baseline of knowledge on the theory and practice of skills forecasting and management through a review of the literature on skills, forecasting, skills forecasting and workforce planning and relevant aspects of public sector management and HRM. The study documents and compares current skills forecasting practice amongst UK site licensed companies and selected supply chain companies. Such research has not previously been conducted in the nuclear decommissioning industry. This answers research questions about why, and how, different groups in the sector perform skills forecasting and how variations in approaches affect the information produced. It also answers research questions about who uses skills forecasting information, and how. Together with a review of current problems with skills information, this contributes to an understanding of what makes skills information useful. The research evidences that while the industry has some common features with other High Reliability Organisations, there are unique dimensions which make this research significant. Some ‘norms’ operating in skills forecasting were challenged including how it is being used, eg as an agent for change by some groups, and assumptions about the potential availability of skills from the supply chain. The literature review was used to construct a practical-ideal type, an approach derived from classical pragmatism offering a version of a nearly ideal process, on the understanding that this is socially constructed and subject to continual change. Existing practice is evaluated against this practical-ideal type in a unique application of this methodology in the nuclear decommissioning context.

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Darwish, Tamer Khalil. "Strategic human resource management and organisational performance : an investigation in the country of Jordan". Thesis, Brunel University, 2012. http://bura.brunel.ac.uk/handle/2438/17221.

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The purpose of this research is to contribute to the understanding of the debate surrounding strategic human resource management (SHRM) and organisational performance. The relationship between SHRM and organisational performance has been a heavily deliberated issue over the last decade. A survey of literature on SHRM and its impacts in terms of performance reveals that empirical results on this topic are, as yet, inconclusive. Whilst some studies have found the impact to be positive, the results from several other studies cast doubts concerning the overall efficacy of (positive) HR practices on firms' performance. Moreover, researchers have argued that there is a need for additional studies on the HRM-performance link, and that further investigations in different contexts are required. This study responds to the call of researchers, and is conducted in a new non-Western context in the country of Jordan. The work contributes to our understanding of HR practices' impacts on employee turnover rate as well as on the actual and perceived financial performance of organisations. The empirical analysis is based on theoretical propositions which state that motivated employees, through good HR practices, remain in their positions longer and contribute positively to the overall financial performance of organisations. Rigorous statistical testing of the data on the population of financial firms shows that careful recruitment and selection, training, and internal career opportunities all have a positive impact in terms of reducing employee turnover. Training, in particular, is found to have a strong positive impact on actual and perceived financial performance. The findings do not support the indirect HRM-performance relationship mediated by employee turnover. The study provides strong support for the universalistic approach that a group of best HR practices will continuously and directly generate superior performance for the companies. We also find no evidence to support the notion that bundles or complementarities of HR practices impact better on financial performance than individual HR practices. We test the impact of strategic HR involvement (involving HR functions in the overall strategic process of the company) and HR devolvement (delegating the day-to-day HR issues to line managers) on organisational performance. Our results show that financial performance can be enhanced and employee turnover rate decreased by involving HR directors in the overall strategic decision-making process of the companies. The results indicate that the alignment of HRM with organisational strategy would improve the financial performance of the companies; however, our results suggest that the devolvement of routine HR issues to line managers may not be positively related to the financial performance of the companies or negatively related to employee turnover.

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Ashiedu, Jennifer Ayebaye. "The Application of Strategic Human Resource Management in Improving Attraction and Retention of Teachers". Thesis, Ashiedu, Jennifer Ayebaye (2009) The Application of Strategic Human Resource Management in Improving Attraction and Retention of Teachers. PhD thesis, Murdoch University, 2009. https://researchrepository.murdoch.edu.au/id/eprint/2340/.

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Many industries have successfully linked human resource functions and strategic management processes to provide competitive advantage, improved performance and quality of work life (Lansbury 2003; Cascio 2006). This thesis investigates the uptake of Strategic Human Resources Management (SHRM) and whether SHRM practices can improve the attraction and retention of teachers within the school sector in Western Australia (WA). The State, like other areas worldwide, has an ageing teacher workforce and faces the threat of longer-term teacher shortages (Department of Education, Science and Training 2003) and implementing SHRM might be one way of addressing these shortages. Aligning a strategic planning process, a clear mission, strategic objectives and a dedicated Human Resources (HR) department to vertically and horizontally integrate HR functions (Tompkins, 2002) as suggested by the SHRM model, should improve teacher attraction and retention outcomes. This multi-method qualitative research used an exploratory Delphi study and two case studies. The Delphi study drew on eight participants from school agencies and academia. One case study involved principals or HR staff from the private and public school sectors; the other case study included serving and retired teachers. Currently SHRM uptake is variable, with the strongest evidence from the larger private schools and the public sector centrally, though this was poorly devolved at the school level. The smaller private schools had the weakest evidence of SHRM uptake. Respondents agreed that SHRM could improve teacher attraction / retention by enhancing working conditions, such as appraisal and performance management, professional development, recruitment and selection, and reward. SHRM could also foster important influences on teacher attraction and retention, such as personal characteristics and a supportive culture and in addition, respondents recommended implementation of further specific SHRM strategies. The study generalisability may be limited by the unique characteristics of WA or there could be some respondent bias. Nonetheless, this study is one of the first to investigate the level of implementation and role of SHRM in improving attraction and retention of teachers. A model of SHRM in education would not only benefit WA schools, but also could broadly apply to or add insights for other education systems.

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Simpson, Beverley, i n/a. "Strategic human resource management : matching the reality to the rhetoric in the Australian Public Service". University of Canberra. Administrative Studies, 2000. http://erl.canberra.edu.au./public/adt-AUC20061108.155751.

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This paper focuses on three main themes. Firstly, what is Strategic Human Resource Management (SHRM) and the rhetoric surrounding it? Secondly, does the reality match the rhetoric? Thirdly, is the model that has been adopted by the private sector an appropriate model for the Australian public sector to be using? HR has been criticised for being an administrative function that is regulatory and compliance based, adding little value to an organisation. SHRM provides a strategic focus, involving the partnering of HR and line areas to provide value added people services. SHRM has been described by some theorists (Ulrich, Rothwell et al) as the only way of the future for the HR function. The model/s of SHRM that have been adopted by the private sector are now being promoted by the Public Service and Merit Protection Commission as the way forward for HR in the Australian Public Service. This paper discusses the appropriateness of the SHRM model/s for the public sector by examining what is happening in the HR area in three Commonwealth Government departments: Health and Aged Care, Transport and Regional Services and Family and Community Services. It examines the dilemmas for the HR functions as they try to move to an SHRM approach in these organisations, and suggests models that are appropriate to the public sector context.

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Hoppas, Costas A. "Strategic human resource management and oganisational performance : a study of the university administrators in Cyprus". Thesis, University of Wolverhampton, 2013. http://hdl.handle.net/2436/322367.

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Nowadays, organisations are seeking to understand how one of the last truly competitive resources, their human resources, can be managed for competitive advantage (Allen and Wright, 2006). As Wright and McMahan (2011) state, today an organisation’s human resources have become more important than ever to their success. Consequently, a better understanding is needed of the role of HRM in creating better organisational performance. Although, human resource management practices have continued to be the focus of strategic HRM research (Combs et al., 2006), human capital has received little attention (Takeuchi et al., 2007), and human resource behaviours have received even less (Sun et al., 2007). This study theoretically develops and empirically tests a conceptual model that describes how the system of HRM practices is likely to have an impact on organisational performance. Drawing on the Resource Based View, the Behavioural Perspective and the Social Exchange Theory, the study provides a conceptual framework consisting of five constructs through which the underlying mechanisms linking the system of HRM practices and organisational performance are examined. It is proposed that HRM systems improve organisational performance by strengthening human capital and employee attitudes and behaviours (employee commitment). Primary data was collected from public and private universities in the Republic of Cyprus. The empirical analysis investigates the interrelationships between multiple independent and dependent variables that exist in the relationship between the perceived system of HRM practices and organisational performance. The study also intends to test the Resource Based View (RBV) and Social Exchange Theory at the higher education sector, by examining the level of human capital and employee commitment as mediating mechanisms through which a system of HRM practices affects university performance. To analyse the data and test the proposed hypotheses, Multivariate Analysis of Variance (MANOVA) and Structural Equation Modelling (SEM) were employed. Goodness-of-fit measures were utilised to assess the structural fit of the overall model. As the aim of the study was to test and investigate the structural model that explains the relationship between the five constructs, standardised path coefficients and the significance of the hypothesised relationships were utilised to test the postulated hypotheses in a causal diagrammatic form. The results of the analyses revealed that the perceived system of HRM practices has significant positive effects on both, the level of human capital and employee commitment. In addition, the analysis indicated that the level of human capital has significant positive effects on employee performance, while at the same time employee commitment has also significant positive effect on employee performance. Moreover, the impact of employee performance on organisational performance was found to be positive and statistically significant. The analysis also revealed that the perceived system of HRM practices has a significant positive and direct impact on organisational performance. Finally, the relationship between employee commitment and organisational performance is significant and direct. Interestingly, the model indicates no significant direct impact between the level of human capital and organisational performance. The current research can be considered as pioneering in the area of strategic HRM in higher education, since it demonstrates that the simultaneous use of the Resource Based View and the Social Exchange Theory can provide empirical evidence for examining the mediating role of organisational resources (the level of human capital) and employee attitude and behaviour (employee commitment) as well as employee performance at university-level education. In addition, the results of this thesis contribute to the existing body of research and knowledge and provide recommendations regarding the role of the perceived system of HRM practices as an organisational mechanism that may help universities to configure valuable bundles of committed administrative employees who are equipped with high level of knowledge, skills and abilities (KSA’s).

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Laforet, Anna, i 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.

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Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen.
This 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.

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Prytz, Liza, i 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.

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Syftet med denna uppsats är att undersöka vad HRM arbetar med inom den social och miljömässig hållbarheten i organisationer samt vilka utmaningar som finns inom hållbarhetsområdet. Uppsatsen vill även undersöka om det finns konkurrensfördelar som HRM kan generera. Det empiriska materialet har samlats in genom tre stycken fysiska semistrukturerade intervjuer och två telefonintervjuer från två olika organisationer. De fem intervjuerna följde samma intervjuschema. Genom uppsatsen har det visat sig att HRM i större utsträckning arbetar med den social hållbarhet i jämförelse med den miljömässiga hållbarheten. Detta i relation till HRMs kompetenser, kunskaper samt humana resurser. I och med HRMs kompetenser inom den sociala hållbarheten kan de skapa konkurrensfördelar gentemot andra organisationer då de anses värdefulla och sällsynta. De slutsatser som identifierats är att HRM i dagsläget bör arbeta med den sociala hållbarheten och hållbart ledarskap. I framtiden kommer det krävas mer kompetenser och kunskaper för HRM för att kunna arbeta med den miljömässiga hållbarheten, vilket kan ses som en utmaning. En ytterligare utmaning inom HRM är tillgången till fler humana resurser. Fler humana skulle kunna öka möjligheterna för ett ännu bättre arbete med både den sociala hållbarheten samt hållbart ledarskap, men skulle även öppna upp möjligheterna för ett miljömässigt hållbarhetsarbete.
The 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.

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Erkander, Malin, i Astrid Sjunnesson. "Employer Branding : A faddish way of labeling operations or a valuable contribution to HRM?" Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-199514.

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Employer branding has become an increasingly popular subject among practitioners. In order to gain competitive advantage it is claimed that companies should hold the best employees. However, in this thesis it is argued that the purposes of employer branding and HRM are strikingly alike, since they both aim to attract and retain employees. Earlier research lacks to explain how companies work with employer branding. Therefore, it is reasonable to wonder how employer branding is practiced and whether employer branding contributes something of value to the company, especially to HRM. Thus, the purpose of this study is to investigate whether employer branding contributes to HRM regarding attraction and retention of employees. A qualitative case study was conduced and the findings show that employer branding can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of employees; potential, current as well as former employees, (2) facilitating the maintenance of the corporate culture and (3) enabling a way for HRM to take a strategic approach.

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Crawley, Eugene. "The strategy process and human resource management in local government : a study in theory and practice". Thesis, Manchester Metropolitan University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.312226.

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Hettiarachchi, Akash Brinly. "Role of green human resource management (GHRM) to achieve sustainable construction industry". Thesis, Queensland University of Technology, 2021. https://eprints.qut.edu.au/207281/1/Akash%20Brinly_Hettiarachchi_Thesis.pdf.

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This research study created new knowledge relating to implementation of the Green Human Resource Management (GHRM) concept in the construction industry in developing countries. A conceptual model of GHRM was built based on the state-of-the-art-knowledge of strategic human resource management and environmental sustainability. The model was refined and validated to address employee-centric challenges in sustainable construction, using extensive surveys and interviews conducted in Sri Lanka. The outcomes of this research study will facilitate construction companies to achieving sustainable construction goals and triple bottom line, and in turn minimising or eliminating impacts of construction industry on the natural environment.

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Kupka, Bernd, i n/a. "Creation of an instrument to assess intercultural communication competence for strategic international human resource management". University of Otago. Department of Management, 2008. http://adt.otago.ac.nz./public/adt-NZDU20080312.134104.

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The first research objective of this dissertation is to extend existing conceptualizations of intercultural communication competence to create a new theoretically grounded construct, the Rainbow Model of Intercultural Communication Competence. The second research objective of this dissertation is to utilize this foundation and assemble a new instrument, the 127-item Intercultural Communication Competence Inventory (ICCI). The ICCI consists of sub-scales to measure foreign language competence, non-verbal communication competence, perceptions of cultural distance, intercultural self-awareness, intercultural communication knowledge, intercultural communication skills, intercultural communication motivation, intercultural communication appropriateness, intercultural communication effectiveness, intercultural contextual relationships, and intercultural affinity. This tool is designed assist strategic international human resource management practitioners to find, select, and/or train the best possible candidates for international assignments in an efficient manner. To accomplish these goals, a quantitative research design has been adopted. In a pilot study and three subsequent studies data was collected between 2005 and 2006 when the ICCI was administered to students in 19 courses with clear intercultural education elements at eleven universities in four countries (New Zealand, Germany, United Arab Emirates, USA) to build four samples of students: self tests (N = 1014) and retests (N = 587), peer tests (N = 613) and retests (N = 529). The ICCI was used as a paper-pencil and an online questionnaire. Using this method is appropriate as it provides intercultural communication trainers with quantifiable results to differentiate candidates and to measure training effectiveness. This dissertation has produced several research findings. Each of the ICCI sub-scales is psychometrically scrutinized and results described in detail. In exploratory factor analyses most scales have supported their theoretical framework as described in the Rainbow Model of ICC. Most sub-scales show independence from a variety of biases, and demonstrate sensitivity to competence changes over time and differences between evaluators. Various hypothesized links between the scales could be verified. The entire ICCI demonstrated that, despite currently still insufficient sample sizes, its conceptual roots, the Rainbow Model of Intercultural Communication Competence, is recognizable in self and peer tests and retests. The implications of the findings of this dissertation are threefold: First, the Rainbow Model of Intercultural Communication Competence has received preliminary confirmation. Second, the ICCI has initially shown a tendency to be a practical and reliable tool for recruiting, selecting of, and conducting training needs assessments that facilitate intercultural communication training effectiveness evaluations for suitable candidates for international assignments. Third, ICCI sub-scales have demonstrated the potential to enhance selection and training efforts in a speedy and specific way to support resource-cognizant intercultural training. The reader, however, is cautioned that a variety of limitations of this study need to be acknowledged. Finally, numerous areas of future research are identified.

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Gunnarsson, Eric, Josefine Gustafsson, Ilda Mujkic i Wilhelm Purbe. "Ett nytt perspektiv på Strategic Human Resource Management : En komparativ studie om tillverknings- och tjänstebranschen". Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-32359.

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Bao, Chanzi. "Senior management perception of strategic international human resource management effectiveness : the case of multinational companies performance in China". Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4437.

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The intense competition arising from globalisation requires MNCs to manage their HRs globally and strategically to become a source of competitive advantage. Hence, SIHRM acknowledges the need to balance global integration and local responsiveness, together with emphasising the importance of seeking strategic fit between HR policies and business strategy, which in turn leads to superior firm performance. Furthermore, this development also increased awareness and recognition of the role of senior managers and cultural traditions. Therefore, the primary purpose of this research was to explore the relationship between SIHRM effectiveness and firm performance as perceived by senior management coupled with the influence from MNCs' headquarters and Chinese cultural values. Consequently, the researcher selected a case study approach with a triangulation data collection method through questionnaires and semi-structured interviews undertaken in four selected subsidiaries of MNCs. The research findings strengthened the theoretical foundations of several HRM models, together with supporting Analoui's eight-parameter approach (1999) as a functional, coherent and interlinked framework regarding the effectiveness of senior managers. In particular, this research found that quality enhancement of products and service was the preferred and adopted key business strategy amongst the studied MNCs. Whilst they are also seeking to balance globalisation and localisation through reconciling control and adaptation rather than satisfying one at the expense of the other, such that the trend is for Western HR policies to be gradually accepted and internalised by the younger generation of the Chinese managers. Finally, this research made several recommendations to foreign MNCs operating in China.

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Etukudo, Rosaline Uduak. "Strategies for Using Analytics to Improve Human Resource Management". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6557.

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The use of analytics in human resource (HR) management has proven successful in improving company performance by reducing workforce costs, improving the quality of recruitment, improving talent management and employee engagement, and generally improving productivity. The purpose of this qualitative, multiple-case study was to explore how HR managers use analytics to improve company performance using the contextually based human resource theory as the conceptual framework. The target population comprised a purposeful sample of 5 HR managers in Washington DC; the United States; and Lagos, Nigeria, who had experience using analytics for HR management. Data were collected through semistructured interviews using face-to-face, telephone, and Internet communications and a review of company documents and websites. Data analysis included content and thematic analysis. Four themes emerged from data analysis: the need for HR analytics to align with organizational strategy, the need for understanding HR metrics and how insights derived from HR analytics improve company performance, influencers of HR analytics adoption, and the barriers to HR analytics adoption. The findings and recommendations of this study can assist HR managers in implementing HR analytics successfully. The implications for positive social change include the potential for increased employee satisfaction, improved productivity, and enhanced prosperity in local communities, leading to positive socioeconomic indicators.

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Quan, Rose. "Strategic market entry choices : experience of Chinese SME managers". Thesis, Northumbria University, 2007. http://nrl.northumbria.ac.uk/2704/.

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There is intensive research in international business studies exploring strategic decisions relating to the choice of entry mode. As a frontier issue the choice of entry mode has been widely recognised as being one of the critical decisions in a firm's internationalisation. However, most of the research primarily focuses upon Western multi-national enterprises (MNEs) rather than small-medium sized enterprises (SMEs). Recently, interest in the international business activities of SMEs has been increasing. Nevertheless, little has been done in light of the choice of entry mode in the SME sector, especially for SMEs from developing countries. This study explored how Chinese SME managers make their strategic market entry choices when entering the UK to address the issue of whether Western MNEs' foreign investment theories are applicable to Asian SMEs. The decision making of entry mode choices involves complicated social processes such as social relationships both in and outside the firm. This research takes a social constructionist paradigm, trying to understand and interpret the Chinese SMEs decision maker's unique experiences, perceived values and embedded Chinese culture that can have great impact on their choice of entry modes. Cohering with this philosophical stance, 10 Chinese SMEs managers in the North East of the England were involved in qualitative interviews and data was analysed through template analysis. The findings of this thesis offer a more holistic picture of SME managers' decision making in terms of their entry mode choices. This study is inconsistent with the more classic motives of firms' internationalisation, such as securing raw materials and seeking low-cost labour as it reveals 2 previously unrecognised motives of Chinese SMEs' internationalisation, namely `seeking entrepreneurial freedom' and 'building their own international teams'. Moreover, 4 entry modes were used by the Chinese SMEs' entering the North East of England markets, including direct exporting, joint venture and wholly-owned subsidiary and internet entry mode. Interestingly, the joint venture mode used by Chinese SMEs in this study is operationally different from traditional joint ventures. Furthermore, a number of influencing factors emerged from the Chinese SME managers' accounts: firm-specific factors, strategy-factors, product-specific factors, networks and social culture factors and the decision maker's personal characteristics. In drawing upon their motives, influencing factors, and entry modes a 3-stage decision making process was discovered which combined rational and cybernetic strategic approaches that have been adopted by Chinese SMEs managers at different levels. Contributively, this study offers alternative understandings of the choice of entry mode. By drawing upon experiences of Chinese SME managers it extends the foreign investment theories based on Western-MNEs and offers a contribution to practice grounded in an Asian-SME context. Significantly, this thesis develops a practice-based framework by integrating factors into the whole decision making process, providing practical guidance for SME managers to inform their entry mode choices.

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

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

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Fung, Leung Pik-wah, i 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.

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Fung, 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.

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Olsson, Ida, i Kimmy P. Strömberg. "Motivation i organisationer : Kan Strategisk Human Resource Management användas för att säkerställa motivation hos medarbetare?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-16590.

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Under de senaste decennierna har kraven på organisationer att snabbt kunna anpassa sig till kunderna på sina respektive marknader ökat. Anpassningsförmågan är en avgörande faktor för att en organisation ska kunna behålla sin konkurrenskraftighet. I detta balansarbete mellan kortsiktigt kostnadssparande och långsiktigt intäktsgenererande är det av vikt för organisationer att verka för att behålla sina medarbetare samt att hålla dem motiverade till arbetet. Detta kan ses som att använda sin personalresurs på bästa sätt vilket är syftet med SHRM. Vårt syfte med rapporten var att undersöka motivationsfaktorer i organisationer samt hur SHRM kan användas för att främja dessa Efter genomgång av befintlig forskning har en kvalitativ forskningsstrategi använts där empiriinsamling har skett med skriftliga intervjuer av nio respondenter, från tre olika arbetspositioner i två olika organisationer. Den insamlade empirin har sedan sammanställts och diskuterats motbefintlig forskning. Befintlig forskning delar in motivation i inre och yttre motivation där den inre är kopplad till en individs psykologiska behov och egna vilja. Den yttre motivationen är kopplad till att individen får belöningar, ofta ekonomiska, utifrån sina prestationer. Befintlig forskning påvisar att effekten av yttre motivation är kortsiktig och snabbt avtar. Istället menar forskningen att den inre motivationen är avgörande för att få resultat på lång sikt. Befintlig forskning har även belyst vikten av SHRM utifrån att på bästa sätt koppla personalresurser till organisationsmål. Samt att organisationer, när de tillämpar SHRM, bör fokusera på medarbetarnas motivation för att säkerställa konkurrenskraftighet. Rapporten har i empirin kunnat bekräfta befintlig forskning kopplat till vikten av inre motivation samt att SHRM dessutom kan främja denna genom att vara en HR-strategi som utgår ifrån att se medarbetarna som resurs för att uppnå målen vilket medför att målen blir både tydligare och enklare att uppnå vilket i sin tur leder till mer motiverad personal. Rapporten har även belyst att en viktig del i främjandet av motivation är ett väl fungerande samarbete mellan HR-avdelning och ledning. Rapportens resultat är begränsat till de respondenter och de organisationer som undersökts och kan inte användas för att dra generella slutsatser.
In recent decades, the demands on organizations to be able to quickly adapt to customers in their respective markets have increased. Adaptability is a crucial factor for the organizations ability to maintain its competitiveness. In this balancing act between shortterm cost-saving and long-term increase of revenue it is important for organizations to retain their employees and to keep them motivated. This could be seen as an organizations effort to use its human resources in the best way, which is the purpose of SHRM. The purpose of the report was to investigate motivational factors in organizations and how organizations can promote these with their SHRM-work. After reviewing existing research, a qualitative research strategy has been used where empirical data collection has taken place with written interviews of nine respondents, from three different work positions in two different organizations. The collected empirical data has then been compiled and discussed against existing research. Existing research divides motivation into inner and external motivation where the inner is linked to an individual's psychological needs and own will. The external motivation is linked to the individual receiving rewards, often financial, based on their achievements. Existing research shows that the effect of external motivation is short-term and rapid lydiminishes. Instead, research believes that inner motivation is crucial to achieving long term results. Existing research has also highlighted the importance of SHRM based on the best way to link personnel resources to organizational goals. And that organizations, when applying SHRM, should focus on employee motivation to ensure competitiveness. In the empirical data, the report has been able to confirm existing research linked to the importance of inner motivation and that SHRM can promote this by being an HR strategybased on seeing employees as a resource to achieve the goals, which means that the goals are both clearer and easier to achieve which in turn leads to more motivated employees. The report has also highlighted that an important part of promoting motivation is a well functioning collaboration between the HR department and management. The results of the report are limited to the respondents and the organizations surveyed and cannot be used to draw general conclusions.

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Ojikutu, Rasheed Babajide. "An exploration of the Nigerian skilled workers' 'lived experiences' under the strategic human resource management model". Thesis, Heriot-Watt University, 2017. http://hdl.handle.net/10399/3357.

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The nature of Human Resource Management in Nigeria has been studied previously, but knowledge is lacking on the lived experiences of Nigerian workers under the Strategic HRM (SHRM) model (Anakwe, 2002; Muogbo, 2013; Badejo, 2015). To address the gap in the knowledge, this study focuses on Nigerian workers’ lived experiences under the SHRM model using a phenomenological paradigm. The phenomenological paradigm informs about both the method design itself and a theoretical framework which states that humans know and perceive the world through their lived experiences. The research method design involved recruiting fifty-three skilled Nigerian bank workers using purposive sampling. Purposive sampling selection units were framed around the workers’ lived experiences. The data was then gathered using mainly semi-structured telephone interviews. The interviews collected were recorded and transcribed for analysis and interpretation using Smith et al’s (2009) Interpretive Phenomenological Analysis (IPA) framework. In summary, the participants believed that the HRM and SHRM models in Nigerian banks had elements of both Western and indigenous practices which influenced their lived experiences and agency. Discussions with the participants raised key themes such as; the trans-vergence approach, work-life conflicts, gender issues, the incompatibility of some Western policies and the role of the agency of Nigerian workers in shaping their SHRM model. The participants argued that there are gaps between the SHRM rhetoric and reality, partly because the implementation of SHRM policies is the responsibility of managers who have deeply rooted socio-cultural beliefs. Furthermore, the participants suggested that their ‘work-world’ has been influenced by Western practices while their ‘personal lifeworld’ is influenced by enduring indigenous beliefs. The implication for management is that this study advances our understanding of the nature of HRM, and the role that the agency of Nigerian workers has in shaping the SHRM model. Lastly, the research limitations have been discussed and suggestions offered with regard to future studies and the benefit from cross- industry and longitudinal studies.

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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.

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Includes abstract.
Includes 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.

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Nkosi, Sizwe Victor. "Strategic change in the public service : differential roles of human resource and line managers". Diss., University of Pretoria, 2016. http://hdl.handle.net/2263/63645.

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Introduction Change is theorised as being inevitable and constant, yet it can be managed either proactively or reactively. It can occur incrementally as a process, or drastically and radically; this invariably affects the systems and sub-system. Most managers in the Public Service (PS), officials, consultants and practitioners conceptualise change management with minimal strategies of how to deal with it, especially when it occurs in an organisation. Change management needs key role players with respective roles to manage change within an organisation. Change management in this study is in the context of organisational strategic change, where human resource (HR) and line managers are regarded as key stakeholders in dealing with change, particularly strategic change, in the PS. Failed change efforts are due to inadequate change management competence, which ultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is not managed in an organisation, it creates resistance that is associated with negative emotions where individuals and collectives experience fear, anxiety, insecurity, loss of control, constant routines, traditions, lack of support, confidence and trust. At an organisational level it can result in inadequate performance due to unclear goals and affected employees not being involved in the planning of change, as well as poor management style and political dynamics within the organisation. The PS is in flux and is affected by the rapid pace of social, political and technological change. Change should be managed by HR and line managers in the PS. Research Purpose The aim of this study was to determine the different roles that HR and line managers play during various phases of strategic change in the context of the PS and to further explore if they actually fulfil those theoretically determined roles. Motivation for the Study The PS has undergone tremendous change, mainly to adapt its service delivery machinery to government’s broadened mandate to serve all of the people of South Africa. Therefore, the motivation of this study is based on the lack of success in the PS in delivering services as required. This necessitates change efforts to improve service delivery. The failure of change efforts due to insufficient change solutions by management in the PS creates a gap in knowledge about change management solutions in the PS. This knowledge gap exists as result of the fact that there has been no research that has explored, in any detail, specifically how HR and line managers go about managing change on a day-to-day basis. This indicates that there is a scarcity of prior empirical studies exploring how change should be managed in organisations, including the PS. Leaders and managers in the PS do not understand the complexities they are facing when dealing with change due to the lack of capacity in terms of roles in leading and managing the change process. Hence the motivation of the study seeks to determine change management solutions through key stakeholders, by exploring the roles of HR and line managers in managing and leading change in the Public Service.
Dissertation (MPhil)--University of Pretoria, 2016.
Human Resource Management
MPhil
Unrestricted

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Hellmér, Maria, i Lisa Lind. "A diversity approach for managing talent in MNCs : A multiple case study of the consultancy industry". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-227527.

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Globalization and demographic changes are posing new challenges for firms that compete for superior human capital resources, and this ‘war for talent’ is especially fierce among MNCs whose main asset is knowledge, like the consultancy industry. As the demand for future leaders increases, it is essential for such firms to ensure an efficient flow of diverse talent through the whole organization. Previous research has mainly treated diversity management and talent management separately, despite the fact that the two concepts are interrelated. This thesis aims to close this gap by exploring how global consultancies incorporate diversity into their talent management practices. By combining in-depth interviews and secondary data from three case companies, conclusions were drawn regarding the views and outcomes of diversity and through which practices the concept was integrated with the management of talents. Some interesting findings were that the main diversity focus was concentrated on gender issues and that global talent management was not highly prioritized in the participating case firms. With regards to talent management, the most highlighted strategy for achieving diversity was by focusing on attracting employees from different diverse groups.

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Pietersen, 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.

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Thesis (MA) -- University of Stellenbosch, 2004.
ENGLISH 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.

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Stříteský, Marek. "Audit řízení lidských zdrojů". Doctoral thesis, Vysoká škola ekonomická v Praze, 2005. http://www.nusl.cz/ntk/nusl-76988.

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Dissertation deals with the human resource audit. It is aimed at creation of the concept for human resource audit and verification of its various aspects by analyzing the primary data obtained by empirical research.

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Freitag, Bárbara Beatriz. "Talentos em gestão e gestão de talentos: análise da literatura acadêmica e de práticas corporativas". Universidade de São Paulo, 2012. http://www.teses.usp.br/teses/disponiveis/12/12139/tde-15042013-205613/.

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O mercado atual reflete um ambiente global, complexo, altamente competitivo e volátil para as organizações, o que, no campo da gestão de pessoas, se traduz em desafios relacionados à escassez de profissonais bem qualificados e especializados. Pesquisas internacionais e nacionais do final da década de 1990 e dos anos 2000, dedicadas à área da gestão de pessoas, apontam frequentemente que, para se manter nessa realidade de aumento da concorrência global pelo emprego e a busca por Talentos, as organizações teriam que investir em atrair, desenvolver e reter os melhores profissionais. As empresas deixaram de ser as únicas protagonistas na oferta de emprego e passaram a investir na gestão destes Talentos. Diante desse contexto, essa dissertação buscou contribuir para a literatura de RH e de Gestão de Talentos, analisando a diversidade conceitual sobre talento, sua gestão e as abordagens teóricas sobre o tema. No objetivo central deste estudo foi proposto analisar a relação entre a produção acadêmica e a utilização no meio corporativo das práticas de gestão e conceitos de Talento em Administração. Para isso, realizou-se um estudo em caráter exploratório e descritivo. Na análise dos dados empíricos foram empregadas técnicas de estatística descritiva e análise de conteúdo com suporte do software NVivo. Procedeu-se a uma revisão de literatura sobre Talentos em diversos campos do conhecimento e em Administração, bem como a uma contextualização da produção acadêmica sobre Gestão Estratégica de Recursos Humanos. Contatou-se que o termo Talento é fluido e particular ao meio em que está inserido e que a Gestão de Talentos consiste em uma configuração de práticas para gerir os talentos na organização. Na fase empírica, foram analisadas, por meio de uma survey, 471 empresas atuantes no Brasil. Estas foram categorizadas quanto à prática formal de Gestão de Talentos e às abordagens inclusiva (todos são talentos) e exclusiva (nem todos são talentos). As empresas que declararam ter um programa formal de Gestão de Talentos representaram 75% do total da amostra e é maioria no que se refere à formalização das diretrizes estratégicas organizacionais e de recursos humanos. A população empregada nessas empresas tem maior escolaridade, são mais jovens e tem menos tempo de casa do que a das empresas sem o programa formal da Gestão de Talentos. A prática de abordagem exclusiva ou diferenciadora deste programa se mostrou emergente e estratégica no cenário nacional. Foram analisadas as definições de talento declaradas pelas empresas em relação à literatura deste tema, verificou-se que para cada empresa há uma definição de talento, mas que nestas há termos que se repetem nestas definições. Assim, foi gerada uma listagem com as palavras mais frequentes por categoria de empresa. A análise agregada dessa lista em relação à literatura de talentos e a de GT, possibilitou consolidar os termos principais em duas categorias de atributos de Talento, sendo eles: os identificadores e os qualificadores. Diante dos resultados obtidos, percebeu-se que as organizações têm intenção em praticar a Gestão de Talentos, sendo o seu desenvolvimento um desafio para o meio corporativo e para a academia. Ficou evidente o crescimento das publicações relacionadas a esse assunto no campo da Administração e a sua prática emergente e formal por organizações atuantes no país. Este estudo se limitou ao estilo descritivo o que não permitiu análises em profundidade e se restringiu à utilização de dados secundários. Sugerem-se para estudos futuros, técnicas de estudo de caso longitudinais e pesquisas que busquem apontar como as empresas podem operacionalizar a GT de modo estratégico e a possibilidade de identificar precocemente os Talentos em gestão.
The current market reflects a global environment that is complex, highly competitive and volatile to organizations. These organizations thrive trough modern challenges that are related to the lack of well qualified and specialized professionals. These organizations left the role of job offering and start to invest on attraction, development and retention of talents. International and national research, from the late years of the decade of 1990 and years 2000, dedicated to people management sector frequently point that to remain on this reality of increase on global competition for jobs and search for talent, the organizations would have to invest to attract, develop and retain the best professionals. On that context, this dissertation aim to contribute to the literature of Human Resources and Talent Management, regarding conceptual diversity on talent, its management and theoretical approaches. The main goal of this study was the analysis of the relation between academic production and its use on organizations, its management practices and concepts of talent on Administration. This study can be classified as exploratory and descriptive. For empiric data analysis, statistical descriptive analysis was employed as well as content analysis; both supported with the use of the software NVivo. Part of the study comprehend a literature review on Talent trough diverse fields of knowledge and Administration, with that, it was possible to put on context the academic production on Strategic Human Resources Management. It was possible to conclude that the term Talent is fluid and particular to the medium were it is presented and that Talent Management consist of a configuration of practices to manage the talents on the organization. At the empiric fase, 471 companies that have operations on Brazil were analyzed trough a survey. These were categorized due to its practices on formal Talent Management and its inclusive (everybody is a talent) and exclusive (not everybody is a talent) approaches. The companies that declared to have a formal program of Talent Management represent 75% of sample total and are the majority in what concern the formalization of strategic guidelines to human and organizational resources. People employed on these companies have higher education, are younger and have been on the company longer than those on companies without a formal program to Talent Management. The practice of exclusive or differentiation of this program show itself as emergent and strategic on the national scenario. Considering the literature on this theme, the analysis of the definitions of Talent declared by the companies revealed that there is a talent definition to each company, but there are terms that are common on these different definitions. From that, was generated a list with the most frequent words by company category. The joint analysis of this list with the literature on Talent and Talent Management has made possible to consolidate two Talent attribute categories: Identifiers and Qualifiers. With this results, it was possible to notice the organizational intention in practice Talent Management, been its development a challenge to both academic and corporative fields. The growth of publications related to the subject on the field of Administration and the emerging of formal practice by organizations with operations on Brazil has become clear. This study is limited to descriptive analysis and the use of secondary data; therefore it was not possible to proceed with in depth analysis. It is suggested to future studies the use of techniques such as longitudinal case study and the pursue of themes such as the identification of how companies can operate the Talent Management in a strategic way and the possibility to early identification of Talent in Management.

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