Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: 350201 Human Resources Management.
Дисертації з теми "350201 Human Resources Management"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 дисертацій для дослідження на тему "350201 Human Resources Management".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Переглядайте дисертації для різних дисциплін та оформлюйте правильно вашу бібліографію.
1
黃祐榮 and 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.
Повний текст джерела
2
Al-Sahhaf, Habeeb. "Human resources management in Kuwait." Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.
Повний текст джерела
3
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.
Повний текст джерела
4
Ibragimova, Yuliya. "New Methods in Human Resources Management." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-193004.
Повний текст джерелаАнотація:
This diploma thesis concentrates on relationship between employee satisfaction and usage of new methods in Human Resources Management, particularly coaching and talent management. As employee satisfaction becomes one of the most important sources of influence on company's performance, it is also discussed in the theoretical background the relationship between employee satisfaction and company performance. The goal of the thesis is to find relationship between usage of new HRM methods (coaching and talent management) and employee satisfaction. The thesis has four chapters. First two chapters "Measurement Systems in an Organization" and "Methods in HR Management" set a theoretical background for the research. The third chapter concentrates on the research itself: employees of five Russian companies both with and without coaching and talent management, are tested. In the last chapter are compared research outcomes and theoretical approach, as well as, recommendations are given.
5
Khan, Khalid. "The violation of psychological contract : possible causes for the failure of organizational incentive systems to motivate knowledge sharing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management in Human Resource Management, Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1223.
Повний текст джерелаАнотація:
Researchers and practitioners have linked the survivability of organization to their ability to manage their knowledge resource. This ability of the organizations depends on providing the technological support for the creation of knowledge, organizational structures (such as the organization reward systems) and the willingness of their employees to share their knowledge. Developments in information and communication technologies have facilitated organizations in developing the infrastructures that are required for the dissemination of knowledge. Organizations are thus left with the challenge of developing organizational structures that will motivate knowledge sharing among its employees. The knowledge sharing problem, which was once seen as an issue of capturing can codifying information, is now seen as a challenge of motivating individuals, the true owner of knowledge, to share their valuable resource. Behavioural scientists have taken interest in knowledge sharing as a form of helping behaviour which is directed at the organizations or member within the organizations. Although organizations have great desire that their managers engage in this behaviour, it is the discretion of their employees whether they want to share or withhold their knowledge. Organizational structural control mechanisms (such as the performance evaluation systems) have limited success in enforcing such behaviour as there are no means of measuring its outputs. Organizations depend on their incentive systems to motivate knowledge sharing. Research into motivation indicates that there is no easy fix to achieve this. Organizations have to balance the use extrinsic and intrinsic motivators, considering the specific motivational requirements of their employees. Motivational interventions, such as the use of incentives, are dependent on the level of trust the employees have in their managers and the organization in whole to deliver on those incentives in a fair and equitable manner. Where trust levels are not sufficient, employees tend to ignore such incentives and tend to further disinvest discretionary efforts. The current study used the psychological contract theory as a frame work for understanding the dynamics of the employee-employer exchange. The central premise of the theory is that employees tend to lose trust in the organization or the agent of the organization, when they perceive that their expectations have not been met. In addition to the lost of trust, psychological contract violation is also negatively associated with desirable organization behaviours and attitudes – such as commitment, in-role and extra-role effort – and is positively associated with undesirable organization behaviours and attitudes such as intention of turnover. The current study used a qualitative research design to investigate how the violation of the psychological contract can add to the ineffectiveness of the organization incentive system to motivate knowledge sharing. Using semistructured interviews the participants were provided with short scenarios (vignettes) which simulated occurrences of psychological contract violation. The participants, acting as informants, responded to question with regards to how the situations depicted in the vignettes would affect the vignette characters’ work behaviours, specifically their desire to share knowledge.
6
Cheung, Wing-yee Kelly, and 張詠. "Human resources management of joint ventures in China." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1994. http://hub.hku.hk/bib/B42574249.
Повний текст джерела
7
Cheung, Wing-yee Kelly. "Human resources management of joint ventures in China." Click to view the E-thesis via HKUTO, 1994. http://sunzi.lib.hku.hk/hkuto/record/B42574249.
Повний текст джерела
8
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.
Повний текст джерелаАнотація:
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.
9
Kamenistá, Michaela. "Návrh změn konceptu řízení lidských zdrojů v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402057.
Повний текст джерелаАнотація:
This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.
10
Boyte, Karen-Ann. "Job design and wellness in New Zealand Contact Centres: a paradigm shift or same old management? : a thesis presented in partial fulfillment of the requirements for the postgraduate degree of Master of Business Studies, Human Resource Management at Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1042.
Повний текст джерелаАнотація:
The impact of the Contact Centre workplace upon employee satisfaction or wellness is attracting the attention of researchers across the globe. Over 10 years of research has resulted in recommendations about how Contact Centres should be managed and how the jobs of Contact Centre agents should be designed. There is growing concern that the current practices result in significant psychosocial risk factors which are ultimately harming the Contact Agents and less obviously the bottom line of their organisations through emotional exhaustion, stress, employee absenteeism and turnover. The aim of this study was to explore whether Contact Centre managers were aware of these recommendations, in particular those relating to the design of motivating, satisfying and “healthy” jobs. Using an expanded Job Characteristic Model, this descriptive study explored the level of awareness of New Zealand Contact Centre managers (n=20) regarding the recommendations about the design of jobs, and what changes, if any, have occurred as a result. Where changes have not been forthcoming, the study explored the constraints which were preventing or limiting change. The results of this study indicated that there is a low level of awareness of the research recommendations, that approaches to improving the management and design of Contact Centre agents roles are ad hoc, and that there is a level of resistance in providing agents with autonomy to manage their day to day roles. Some efforts to increase task and skill variety have been made but these are also ad hoc rather than built into the job. As a result of this study, it appears that Contact Centres in New Zealand are still adopting a mass production model of management. This study has implications for Contact Centre managers and senior organisational managers, these are discussed. Limitations of the research, implications for Contact Centre Managements are highlighted and areas for further research are highlighted
11
Ornatowski, Gregory K. "The End of Japanese-Style Human Resource Management?" MIT-Japan Program, 1996. http://hdl.handle.net/1721.1/7575.
Повний текст джерела
12
吳貴權 and Kwai-kuen Eric Ng. "Human resources strategies for China operations." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31266769.
Повний текст джерела
13
HASSAN, ABDULLAHI NUR, and JAMES RAD ANAMAN. "THE IMPACT OF HUMAN RESOURCES MANAGEMENT ON CUSTOMER SATISFACTION." Thesis, Mälardalen University, School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6404.
Повний текст джерела
14
Estanislau, João Carlos Martins dos Santos. "Human resources performance management system applied to a SME." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/19122.
Повний текст джерелаАнотація:
Mestrado em Gestão/MBAO Sistema de Gestão de Desempenho de Recursos Humanos é reconhecido, nos dias de hoje, como um fator determinante para a criação contínua de valor na empresa e alcance de todo o seu potencial. O seu principal propósito é combinar e alinhar os objetivos da organização com o desempenho e o desenvolvimento do funcionário por meio de um processo de feedback integrado, permitindo uma gestão mais eficiente dos recursos humanos. As pequenas empresas, devido à sua natureza, não entendem a necessidade de medir e gerir de uma forma estruturada o desempenho dos seus recursos humanos ou são incapazes de encontrar um sistema adequado e aplicável ao seu contexto. Essa realidade tem um impacto negativo no desempenho e na motivação de seus funcionários e nos resultados da organização. A falta de um sistema estruturado de gestão de desempenho de recursos humanos deve ser considerada um risco, que, em situações extremas, poderá comprometer a existência da organização. Devido à importância económica e social deste tipo de empresa e à sua operação num mercado altamente competitivo, qualquer medida no sentido de melhorar desempenho e resultados deve ser suportada e tida como uma oportunidade de diferenciação e alavancagem. O objetivo deste trabalho é apresentar vantagens, requisitos e importância da implementação de um sistema de gestão de desempenho de recursos humanos em pequenas e médias empresas e fornecer uma sugestão aplicável para implementação prática na Empresa X, uma pequena empresa de EPC contribuindo assim para um eventual aumento e melhoria do seu desempenho e resultados.
The human resource performance management system is recognized as one of today’s significant factors towards the enterprise’s continuous creation of value and achievement of its full potential. Its main goal is to combine the organization’s objectives with the employee’s individual performance and development through an integrated feedback process and to allow a more efficient human resources’ management. Small enterprises, due to their nature and restrictions, either do not understand the need to structurally measure and manage their human resource performance or are unable to find a suitable management system applicable to their context. This reality has a negative impact on their employee’s performance and motivation, and ultimately in the organization’s results. Therefore, the lack of a structured human resource performance management system should be considered a business risk, which, in more extreme situations, is capable to jeopardize de organization’s existence. Due to the economic and social importance of these organizations and the highly competitive market in which they operate, any measure to raise performance and results must be nurtured and seized as an opportunity for positive differentiation and business leverage, therefore, the aim of this work is to present the advantages, requisites and importance of a human resource performance management system implementation in small enterprises and provide an applicable suggestion for a practical implementation through a case study approach in Company X, a small EPC company and, hopefully with that contribute, increase its performance and results.
info:eu-repo/semantics/publishedVersion
15
Sritharakumar, Sinnathamby. "Human resources information system (HRIS)-enabled human resource management (HRM) performance : a business process management (BPM) perspective." Thesis, University of Salford, 2016. http://usir.salford.ac.uk/38034/.
Повний текст джерелаАнотація:
It is widely accepted that business process management (BPM), a contemporary management approach that focuses on managing overall business processes within an organization to accomplish the organizational goal, relies on modern information and communication technology (ICT) systems. Although there are plenty of academic discussions available on BPM and the firm performance relationship, the literature does not provide constructive information on how the adoption of ICT impacts the BPM performance. Therefore, this study creates an awareness of the contribution of ICT to BPM by analyzing the linkage between impacts of human resource information systems (HRIS) on human resource management (HRM) performance. A conceptual model was developed with strong theoretical background by incorporating the works informed by Lee et al. (2012) and Paauwe and Richardson (1997) to test several hypotheses. In this research, the target population is human resources professionals who have access to HRIS within their organizations in a Canadian context. Since this study has a wide range of data distribution that tries to measure the strength of relationship between a HRIS-enabled HR practices and the HRM performance, this study adopts Kendall’s tau-b correlation, one of the best approaches to measure the strength of the relationship. The important findings of this study are that HRIS-enabled HR transactional, traditional and transformational practices, when implemented appropriately, significantly impact the HRM performance. Specifically, this study confirms that HRIS-enabled HR traditional management practices such as performance management, rewards, career development and communication predominantly significantly impact the HRM performance. In other words, this study specifically encourages an organization to adopt comprehensive performance management systems (PMS), an important component of HRIS, to manage their employees effectively.
16
Ramcharan, Aneel. "Managing human resources in education : applying organisational communication in educational management." Thesis, University of Zululand, 2004. http://hdl.handle.net/10530/321.
Повний текст джерелаАнотація:
A thesis submitted in fulfilment of the requirements for the Degree of D.Litt in Communication Science, University of Zululand, 2004.Human Resource Management has become one of the most discussed approaches to the practice and analysis of employment relationship in our modern society. In this thesis I present my recommendations that organisations will function more effectively and efficiently if the people who work in them are encouraged to develop professionally and to use that approach to undertake organisational tasks. Increasingly human resource management is being recognised as crucial, not only to the individual but also to the promotion of effective and efficient organisations. In this thesis I will focus on educational management in two ways — from the perspective of the individual and from the perspective of the organisation. Educational management is a diverse and complex range of activities calling on the exercise of considerable knowledge, skill and judgement by individuals, but its practice is dependent on the culture of particular organisational settings. I focus on this constant interplay between individual capability and organisational requirements, which make human resource management for educational managers both challenging and exciting. In this thesis I will examine how the concepts, skills and insights gained through professional development can be applied by educational managers to specific organisational tasks and systems. At best this thesis encourages school managers to ask questions about their own organisations and to develop their own solutions appropriate to their organisations. My research involves a mixture of theory and practical examples, which it is envisaged will spur students of learning and educational managers to apply and refine in the future. In the final phase of my research I reveal how the concepts, skills and insights gained through professional development can be applied bv educational managers to specific organisational tasks and systems in the effective use of human resources.
17
Guebuza, Anchia Nhaca. "Civil service reform and human resources management priorities in Mozambique." Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_6831_1264385573.
Повний текст джерелаАнотація:
This study focused on the developments of Civil Service Reform (CSR) in Mozambique, and the priority issues pertaining to human resources management in the country. This research investigation performed an assessment of the human resources management priorities and its effectiveness in civil service reform in the Government of Mozambique.
18
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.
Повний текст джерелаАнотація:
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.
19
Blackburn, Alan. "The knowledge-based resources built through human resource management practice." Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.
Повний текст джерела
20
Ubani-Ukoma, Onyenma Emerole. "Improving human resources management in the City Hall, Atlanta Georiga." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 1986. http://digitalcommons.auctr.edu/dissertations/1133.
Повний текст джерелаАнотація:
The objective of this degree paper, is to discuss and recommend solutions to some of the human resources management, problems confronting the City or Atlanta.
It is necessary to improve human resources management at the City Hall because the city is a service oriented bureaucracy. Service delivery depends on the efficiency and effectiveness of the city's local government labor force. Enormous staffing costs are being incurred by the city in meeting its personnel policy obligations. However, these cross could be minimized by a rational application of result-oriented management principles.
This paper discusses why personnel costs have soared and what could be done to minimize them. The paper examines the issue of training and career development and how it could affect productivity. Other essential problem areas at the personnel bureau - the sole personnel administrative unit of the city government such as, discipline, civil service board, affirmative action and employee turnover was discussed.
The sources of information in the course of this research were derived from questionnaires, telephone contacts and actual internship experiences. Further references in the course of research were made from data reviews of I relevant city government documents, including the Civil Service Rules and Regulations (which the writer revised) and numerous government papers, periodicals and other published sources.
21
Fung, Leung Pik-wah, and 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.
Повний текст джерела
22
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.
Повний текст джерела
23
Okada, Tomohiko M. B. A. Massachusetts Institute of Technology. "Human resources management in Japan : before and after the 1990s." Thesis, Massachusetts Institute of Technology, 2012. http://hdl.handle.net/1721.1/72939.
Повний текст джерелаАнотація:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2012.Cataloged from PDF version of thesis.
Includes bibliographical references (p. 83-84).
In this thesis, I examine the impact on human resources (HR) caused by the lengthy recession in Japan. I discuss earlier systems of human resources management, then turn my focus to human resources since 1990. Japanese companies have a unique HR management system, with associated subsystems. I believe this system has contributed to fair and equal treatment of employees, while also allowing strong collaboration among employees, encouraging teamwork, and supporting high efficiency in operations. This system was once respected worldwide. At present, however, Japanese companies face many challenges such as declining domestic demand because of a shrinking population and an aging society, and cost pressures due to tough domestic and global competition. My research question is this: Have these challenges changed Japan's traditional HR management system? If so, what were these changes? In Chapter 1, I briefly trace the external environment surrounding HR management, and the characteristics of the traditional Japanese HR management system and subsystems. I find that a "Potential Abilities-Based Ranking System" has functioned as a core platform in the traditional HR system in Japan. In Chapter 2, I introduce the major characteristics of the Potential Abilities-Based Ranking System, developed by Kyu Kusuda. In Chapter 3, I look at changes in the external and internal environments surrounding today's HR management system. Assuming that the Potential Abilities- Based Ranking System is a core platform in Japanese HR management, the changes occurring in Japan may be influencing this core platform. I examine these influences to determine whether Japanese HR systems will be transformed or replaced by a global HR management system, similar to the American HR management system. In Chapter 4, I introduce a case study of HR management changes at Kirin Holdings Company (my employer). In Chapter 5, I discuss changes and challenges facing HR management in Japan.
by Tomohiko Okada.
M.B.A.
24
Pinet-Eve, Alexander. "Employee-share-ownership : Human Resources Management and employees behavioural outcomes." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-182865.
Повний текст джерелаАнотація:
Employee share ownership (ESO) is widely defended as a competitive organisational structure to increase organisational productivity through higher labour performance. Research on the relationship between ESO and labour performance produced mixed results when looking at the commitment and labour turnover. With more than 50% of all companies in Europe providing ownership to their employee, this research studies how ESO influence the labour performance building from previous research on Human Resource Management and employees’ behavioural outcomes. This study uses a quantitative design to analyse French workers' labour performance and compare the results between employees' owners and non-owners. Extrinsic and instrumental satisfaction resulting from HRM policies were considered to influence employees’behavioural outcomes. Finally, these satisfaction indicators were tested for moderation between ESO and the behavioural outcomes.This research finds a significant relationship between ESO and commitment. Moreover, extrinsic, and instrumental satisfaction predicted commitment. Only extrinsic satisfaction resulted in a decrease in employee's intention to turnover. Results show that instrumental satisfaction moderates the relationship between ESO and commitment, such as employees in an organisation with ESOwill exhibit more significant commitment as their employers increase their ability to be autonomous and participate in decision-making. However, the results defend that extrinsic satisfaction is a more significant predictor for turnover and instrumental satisfaction for commitment than ESO. These results suggest that ESO cannot systematically explain increased commitment and lower intention to turnover, as the behavioural outcomes change depending on how the organisation supports their employee’s satisfaction and that the employees' values and beliefs are different in ESO compared to employees in traditional organisations.
25
Uotila, Aliisa. "Sustainable human resources management : Constructed and negotiated by HR professionals." Thesis, Umeå universitet, Sociologiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173160.
Повний текст джерелаАнотація:
This present paper analyses how HR professionals construct and negotiate sustainable human resources management (HRM). The empirical data is collected through five interviews with six informants and in the Swedish working context. A Foucauldian inspired qualitative discourse analysis reveals how sustainability is seen as an important part of HR, and moreover, societal sustainability is seen as the main focus of HR. Contrary to most of the prior sustainability HR research, the discourse of ecological sustainability was not activated to the same extent as the other societal discourses. Instead, the study showed that in the Swedish work context, the matters of health promotion, equality and diversity are seen as more essential.
26
Phosa, Lekgolo Lazarus. "Human resources management : the function of the public sector manager." Diss., University of Pretoria, 1998. http://hdl.handle.net/2263/27464.
Повний текст джерелаАнотація:
In this dissertation a study was undertaken of the function of the public sector manager at the central level of government and of the role which the public manager plays in the human resources management. South Africa is a three-tier state, which consists of the central, provincial and local levels of government. The central government is the supreme body of government entrusted with the responsibility of making policies, rules and giving direction to the entire citizenry. The central government is manned by politicians from different political parties who have to decide on behalf of their electorates. It is a given fact and a reality that politicians alone cannot deliver the services to the communities. So public officials are appointed to implement the policies enacted by Parliament. Public managers have to interpret policies and give direction to the various structures of government. Among the activities of government, public managers have also to give direction as to the management of human resources in the public sector. This study investigated the function of the public manager at the central government with a reference to the management of human resources. This research was necessitated by the fact that since the new constitutional dispensation in South Africa, many changes have taken place most of which implied that the management of human resources in the public sector would have to reflect such changes. Public managers perform various functions, including generic administrative functions, auxiliary functions and functional activities. These functions are performed at senior management level. Furthermore, these functions performed by public managers will be viewed from the human resource management. Particular, attention is focused on the staffing in the public sector and how public managers can best perform their function in absorbing proper personnel in the public sector. AFRIKAANS : 'n Studie is onderneem om die funksie van die openbare sektor bestuurder op sentrale regeringsvlak te ondersoek asook die rol wat die openbare bestuurder speel in menslike hulpbronbestuur. Die verantwoordelikheid van die openbare sektor is om dienste te verskaf aan die landsburgers en om dit suksesvol te bereik meet die openbare sektor oor goed opgeleide personeel beskik. Ten einde personeel te kan bestuur behoort openbare bestuurders kennis te dra van die behoeftes, vrese en verwagtinge van die publiek. Een van die vernaamste funksies van die openbare bestuurder is om leiding te gee aan andere. Suid Afrika is 'n driedelige staat, wat bestaan uit die sentrale, provinsiale en plaaslike vlakke van regering. Die sentrale regering is die hoogste regeringsliggaam verantwoordelik vir beleidmaking, die daarsteling van reëls en om rigting te gee aan alle landsburgers. Die sentrale regering word gevorm deur politici van verskillende politieke partye wat namens hul ondersteuners besluite moet neem. Dit is 'n onomstootlike feit en werklikheid dat politici nie alleen die dienste aan die gemeenskap kan verskaf nie. Daarom word openbare amptenare aangestel om die beleid wat deur die Parlement aanvaar is, te implementeer. Openbare bestuurders moet beleid interpreteer en leiding gee binne die verskillende strukture van die regering. Die aktiwiteite van die regering bring mee dat openbare bestuurders leiding moet gee rakende die bestuur van menslike hulpbronne in die openbare sektor. Hierdie studie het die funksie van die openbare bestuurder in die sentrale regering ondersoek met verwysing na die bestuur van menslike hulpbronne. Die navorsing was genoodsaak deur die feit dat sedert die nuwe grondwetlike bedeling in Suid Afrika baie veranderinge plaasgevind het waarvan meeste impliseer dat die bestuur van menslike hulpbronne in die openbare sektor sodanige veranderinge sal reflekteer. Openbare bestuurders voer verskeie funksies uit insluitende generiese administratiewe funksies, hulpfunksies en funksionele aktiwiteite. Hierdie funksies word op senior bestuursvlak uitgevoer. Verder word hierdie funksies wat deur openbare bestuurders uitgevoer word beskou vanuit 'n menslike hulpbron oogpunt. Spesifieke aandag is gegee aan die personeel in die openbare sektor en hoe openbare bestuurders hulle funksies tot die beste van hul vermoë kan uitvoer deur bekwame personeel in diens te neem in die openbare sektor. Die studie toon aan dat daar tydens die transformasie van die Suid-Afrikaanse staatdiens politieke oorweging geskenk sal moet word aan die vervanging van wit persone met swartes, vrouens en gestremdes. In partypolitieke terme beteken dit geensins 'n balans tussen diegene wat die waardes van die ou orde aanhang en diegene wat die waardes van die nuwe orde bevorder nie. Die Grondwet van die Republiek van Suid-Afrika, 1996 volg 'n humanistiese benadering, wat beteken dat die armes, werkloses, verwaarloosde en wanhopige mense gehelp moet word wat in sigself nie 'n partypolitieke kwessie is nie. Verder toon internasionale onderving dat die radikale transformasie van grondwette dikwels vrees, onsekerheid en paniek onder inwoners veroorsaak. Hierdie gevoelens word dikwels op verskillende wyses deur verskillende gemeenskappe tot uiting gebring. S.A. is daarom geen uitsondering nie. Die vermoë van die staatsdiens om dienste te lewer sal nie net afhang van die politieke leierskap en bestuursvaardighede van die politieke ampsbekleders nie, maar ook van die professionalisme van staatsamptenare. CopyrightDissertation (MAdmin)--University of Pretoria, 2012.
School of Public Management and Administration (SPMA)
Unrestricted
27
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.
Повний текст джерелаАнотація:
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.
28
Laforet, Anna, and 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.
Повний текст джерелаАнотація:
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.
29
Bourke, Josephine Emily. "Elder care, self-employed women and work-family balance: an exploration using work-family border theory : a thesis presented in partial fulfilment of the requirements for the degree of Master of Business Studies in Human Resource Management at Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1066.
Повний текст джерелаАнотація:
Despite work-life balance being an area of interest to many researchers, there is little reference to any effects related specifically to elder care. Current demographics indicate that the proportion of elderly in the community is increasing, and with greater workforce participation (particularly among women workers) the availability of family caregivers is less guaranteed. Women are more likely to be responsible for elder care, and as they seek to manage their work and life, are also more likely to seek workplace flexibility, sometimes through self-employment. The effect that elder care may be having on the work-life balance of self-employed women is the focus of this research project. Using work-family border theory as a lens, this research documented the effect that elder care had on the lives of a group of self-employed women who also had elder care responsibilities. Eight women from the Wellington region participated in this research, which was carried out from a broadly phenomenological perspective. Each participant shared information, using a case study approach, about their business and elder care responsibilities. The results of this research indicate the profound effect of emotions in the elder care situation, and also the effect of expectations from others whose influences affected the ability of the participants to achieve work-life balance.
30
Io, Choi Leng. "The human resources management practices in Macau government : an exploratory study." Thesis, University of Macau, 1997. http://umaclib3.umac.mo/record=b1636724.
Повний текст джерела
31
Makarand, Tare, and tmakarand@swin edu au. "A future for human resources: A Specialised role in knowledge management." Swinburne University of Technology. School of Business, 2003. http://adt.lib.swin.edu.au./public/adt-VSWT20040311.093956.
Повний текст джерелаАнотація:
This thesis is broadly concerned with the future of the Human Resources function within organisations. The nature of these concerns is two-fold: first, how can Human Resources deal effectively with the challenges of organisational life today; second, how can Human Resources convince senior management that it is both relevant, and necessary, to the economic success of the enterprise, and so assure its future as an internal organisational function. This thesis posits that not only does an involvement in the knowledge management process hold considerable benefits for an organisation through a direct and positive influence on the �bottom-line�, but that such an involvement takes on a specialised set of aims and objectives within the human resource perspective that should not be ignored.
The argument is that Human Resources, with its own knowledge-awareness and overview of the structures, manpower, performance and reward systems, and training and development programs, is uniquely placed to be instrumental in creating the open, unselfish culture required to make a success of Knowledge Management, and secure its own future as a trusted and valued strategic partner, fully contributing to the enhancement of organisational performance, and ultimately, the organisation�s place in the world.
The thesis commences with an overview of how Human Resources has defined its role within organisations since the 1980s. The challenges and concerns of human resources professionals are discussed, and the opportunity for them to take the lead in developing the social networks that are vital to the capture and transfer of knowledge is foreshadowed. An examination of knowledge and knowledge management concepts and principles, and a discussion of the specialised aims and objectives that a knowledge management system can be argued to have within a human resources management perspective in the 21st century is discussed next. As learning from experience with the aim of improving business performance is one of the uses of knowledge management, a discussion of �learning� and the concepts of the �learning organisation� follows.
The chapters in the first part of the thesis contain the theoretical material concerning knowledge and knowledge management, learning and the Learning Organisation, and the argument that Human Resources is in a position to play a major role in moving the organisation's culture to one of value creation and valuable strategic decision-making capability, through its awareness of the concept of knowledge and its implementation of knowledge systems, policies, and practices.
The second part of the thesis is more empirically based, and reports the results of recent research by the author into the levels of awareness of the knowledge concept, and the degree to which knowledge management systems, policies, and practices are being implemented. The purpose of the study was to test a number of hypotheses about knowledge and knowledge management and the role of the Human Resources function vis-a-vis these issues. The results and their implications are subsequently discussed.
The thesis concludes with some reflections on the concepts of knowledge and learning, and the specialised role that the Human Resources professional can play in knowledge work.
32
Yaghi, Abdulfattah. "Training transfer in human resources management a field study on supervisors /." Diss., Mississippi State : Mississippi State University, 2006. http://library.msstate.edu/etd/show.asp?etd=etd-11292005-235221.
Повний текст джерела
33
Isaac, Dominic Ugochukwu. "Human Resources Management Professionals' Experience with Online Degree Holders in Recruitment." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7231.
Повний текст джерелаАнотація:
Online degree holders in Nigeria have poor acceptability during recruitment and promotion decisions because of reliability and legality perceptions of online degrees. There is little knowledge about how human resource (HR) managers identify employability skills in online degree holders. Guided by Bills's screening conceptual framework, the purpose of this case study was to explore how Nigerian recruiters identify employability skills in online degree holders. The participants for this study consisted of 2 participants from each of 10 sectors covering the government and nongovernmental organizations; participants had at least 5 years' experience in working with online degree holders. Data were collected through semistructured interviews with 20 participants. Yin's 5-step data analysis process was used with triangulation and member checking to analyze the findings. The findings of this research indicate that, contrary to earlier suggestions of low rating and poor acceptability of online degrees, HR experts in Nigeria have a high regard for the employability skills in online degree holders. The study produced 4 major findings: the possession of relevant skills by online degree holders, degree type does not form the determinant factor in recruitment, discovery strategies, and going beyond mere perception. The findings of this study may bring about positive social change toward policy changes in Nigeria regarding the adoption of online education. The results of the study can lead to positive recommendations for online degree holders, seekers of online degrees, online higher institutions, employers, and public policy makers.
34
Hoang, Dee Thi Thuy. "Strategies for the Effective Management of Human Resources Outsourcing and Performance." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6217.
Повний текст джерелаАнотація:
Human resources (HR) outsourcing has become a norm that organizational leaders leverage as a strategic tool to achieve various business objectives. However, the outsourcing of specific HR functions generates unintended consequences and impacts the performance of internal staff. The purpose of this qualitative, descriptive multiple case study was to explore the strategies used by HR managers to mitigate the negative effects outsourcing has on HR staff performance. The conceptual framework underpinning this research was transaction cost theory. Data were collected from 6 HR executives with experience leading HR outsourcing initiatives in the financial services industry in the United States. Primary data were gathered by conducting semistructured interviews with a set of 8 consistent, open-ended interview questions. Data analysis involved coding of the interview transcripts and analysis of company documents provided by the participants to identify themes. Member checking and methodological triangulation enhanced the credibility of the study. Three themes emerged from the interviews with HR executives as key strategies for managing HR performance: training, communication, and performance management. The findings of this study may contribute to positive social change by providing best practices and strategies to increase the effectiveness of HR outsourcing by mitigating its impact on the performance of HR staff. Furthermore, the effective management of HR outsourcing decisions may increase employment stability, positively affecting the lives of HR staff, increasing the profitability of U.S. businesses, and contributing to a stable U.S. economy.
35
Southern, Craig E. "Decision-Making Models in Human Resources Management| A Qualitative Research Study." Thesis, Northcentral University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10244984.
Повний текст джерелаАнотація:
Decision making is among the chief liabilities and risks recurring foremost on a daily basis for human resources professionals in today’s workplace. Therefore, human resources professionals as decision makers are often required to be aware of, and comply with, a variety of subject matters, trends, concepts, issues, practices, and laws. For human resources professionals, decision making a core job function. The problem addressed in this study is how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are above not only costly for organizations, but can increase their own personal liability and risk. The purpose of this qualitative research via multiple case study was to investigate how the absence of formal decision-making criteria specifically designed for the management of human resources can cause human resources professionals to make decisions that are often financially and perceptually costly for the organizations in which they work, and can also increase their own personal liability and risk. Additionally, the focus of this research study was to contribute new knowledge for the process of decision making as it pertained to the occupational field of human resources management. This qualitative multiple case study examined the perceptions and experiences of human resources professionals working within the public sector in state government in Georgia. The human resources professionals as participants represented varying levels of decision-making responsibility, inclusive of tax-based and revenue-generated entities from small, medium, and large organizational structures. Results from this research study provided insight for use to inform human resources professionals regarding the mostly negative impacts, effects, and outcomes as perceived and experienced by human resources professionals resulting from the absence of formal decision-making criteria specifically designed for the management of human resources. Examination of the data collected from participants regarding the actual decisions made resulting from the absence of decision-making criteria for the management of human resources highlighted evidence connecting the absence of formal decision-making criteria leading to mostly negative impacts, effects, and outcomes based upon perceptions or experiences. Such evidence via the claims by participants featured personal and organizational results that could be further studied against the backdrop of existing literature, albeit limited, to develop a formal decision-making process (i.e., model) inclusive of criteria specifically designed for the management of human resources to achieve results that lessen cost, mitigate liability, and avoid risk.
36
Sommai, Prijasilpa Baker Paul J. "Perceptions of human resources development by accelerated rural development administrators." Normal, Ill. Illinois State University, 1994. http://wwwlib.umi.com/cr/ilstu/fullcit?p9510430.
Повний текст джерелаАнотація:
Thesis (Ph. D.)--Illinois State University, 1994.Title from title page screen, viewed March 30, 2006. Dissertation Committee: Paul J. Baker (chair), John R. McCarthy, Larry D. Kennedy, Kenneth H. Strand. Includes bibliographical references (leaves 127-131) and abstract. Also available in print.
37
Dalrymple, Beverly F. "Working adult students' perspectives on persisting in college." FIU Digital Commons, 2000. http://digitalcommons.fiu.edu/etd/2709.
Повний текст джерелаАнотація:
The purpose of this study was to describe and explain working adult undergraduate students' perspectives on persistence in college in order to address the applicability of retention theory to a specific group of college students. Retention of college students is a major concern in higher education where persistence rates have continued to decline for the last 16 years and changing student demographics have influenced enrollment patterns.
A qualitative research design was used. Data were collected through in-depth semi-structured interviews with nine working adult undergraduate students. The participants were selected to include diversity in age, race/ethnicity, family roles, career/work levels, college majors, and educational histories.
Triangulation was performed on data from the interviews, participant data forms, and a research journal. Open and axial coding were used to generate emerging themes. Member checking was used to verify the interpretation of the participants' perspectives. A peer reviewer corroborated the data analysis. Three major themes emerged from the data which explained how the students stayed motivated, engaged in learning, and managed the institutional aspects of college.
Five conclusions were drawn from the findings of this study. First, working adult students described their core experience of college as both positive and negative, creating tensions and often conflicts that influenced their persistence. Second, persistence factors associated with working adult students included personal aspects, such as having clear career/life goals, self management skills, and supportive relationships; learning aspects, such as interactive teaching methods, connections to prior learning, and relevance to career/life goals; and institutional aspects, such as customer service orientation of staff, flexibility of policies and procedures, and convenient access to information. Third, current retention theory was applicable to working adult students. However, working adult students described their experience of academic and social integration differently from that of traditional college students found in the literature. Fourth, findings from this study supported the developmental components of the Adult Persistence in Learning model (MacKinnon- Slaney, 1994). Finally, the study findings indicated a clearly active role required of the institution in the persistence of working adult students by providing flexibility and accessibility in procedures and services.
38
Valentim, João Andrade e. Sousa Brito. "People management in the Portuguese nonprofits." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/9859.
Повний текст джерелаАнотація:
A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and EconomicsThis study is focused on the People Management – Human Resources – in the Portuguese nonprofit organizations. The objective of this research is to contribute to the understanding of the nonprofit sector in terms of the human factor, and at the same time intends to cast light on the factors that compensate and motivate employees. Through a qualitative approach, after conducting a number of interviews to assorted nonprofit organizations, we reach the result that more often than not these organizations have fragile procedures in what concerns staffing, performance evaluation and training & development. On the other hand, these organizations have an abundant human acumen in what concerns compensation and motivation. The experience of volunteer work supports this finding. Given this, there is a vast array of knowledge that the social sector can transmit to the private sector.
39
Chan, Chi-ping Eliza, and 陳志萍. "Hong Kong competitiveness: human resources infinancial industry." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31267841.
Повний текст джерела
40
Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
Повний текст джерелаАнотація:
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.
41
Brossault, Romain, and Rémi Jaussoin. "Interim Management." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5815.
Повний текст джерелаАнотація:
The economic context changes, companies adapt and recruitment evolves. As future managers and leaders, or simply new actors in the working environment, this is our duty to be aware of the demand of the market. The economic situation has a huge impact on the recruitment and this more so in a crisis period (Aswegen, 2009). In order to respond of the need of flexibility, facing crisis situation or simply facing the need of change, Interim Management seems to correspond to this request or is at least one of the tools that companies can take into consideration.
During the previous phase of our thesis, we realized that only a few people were aware of this promising concept of management. It became a challenge for us, we wanted to know more about this topic and to write a paper in order to share the knowledge that we would gather through the process of depicting this emerging phenomenon called „Interim Management‟ while remaining objective.
During our research and interviews, we met recruitment consultants, Interim Managers, and corporate human resources directors; all of these meetings helped us to understand companies' needs and what they expect when hiring Interim Managers. Our thesis aims at explaining and depicting the emerging concept of Interim Management in order to give our vision of the reality.
42
Yung, Yee Lee. "Human resources development in Macau hotel industry : a case study." Thesis, University of Macau, 1996. http://umaclib3.umac.mo/record=b1636793.
Повний текст джерела
43
Songpo, Li, and Zhang Dong. "Human Resources Management Practices in a Cross Cultural Environment : Bank of China." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-15477.
Повний текст джерелаАнотація:
Aim: With the tendency of globalization, the field of the human resource management (HRM) in multinational companies (MNC) becomes a heated topic. Being interested in this field, we choose Bank of China (BOC) to investigate what factors influence the process of transfer and adaptation of HRM practices for a Chinese bank in a cross cultural environment. Method: This work has been adopted qualitative method as the primary data by interviewed six respondents of managers and employees from BOC in China and Sweden by means of the face-to-face interview, e-mail, Skype and the online instant messaging software (QQ). Extant literature, books and online resources are the secondary data. Result & Conclusions: The result reveals that when transferring and adapting the HRM practices in a foreign country, MNCs are influenced by national and company level factors. At the national level, national culture and laws and regulations in the targeted country are the primary aspects while corporate culture of the targeted company and the strategic goals of the branches are the main factors at the company level. Suggestions for future research: This study only focuses on four main factors affecting the process of transfer and adaption of HRM process, which may not contain all factors. Besides, it is based on a case study with qualitative data, thus the research areas can be expanded to a broader domain and the research methods can be used in both qualitative and quantitative approaches. Last but not least, staffing performance can be a very interesting field to be investigated. Contribution of the thesis: We contribute with a model based on four factors to identify the process of transfer and adaptation of HRM practices in a MNC. We also make a unique contribution to empirical study of the process of HRM practices of a Chinese bank entering to Sweden. Finally, this model can be utilized as a tool of other MNCs when implementing HRM practices from the home country to the host country.
44
Yeung, Ming-keung Barry, and 楊銘強. "Study of human resources management practices in local China-funded construction companies." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31269497.
Повний текст джерела
45
Yeung, Ming-keung Barry. "Study of human resources management practices in local China-funded construction companies /." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B19872161.
Повний текст джерела
46
Odoardi, Gianluca. "The relationship of perceived human resources management practices and innovative work behavior." Thesis, Bordeaux, 2016. http://www.theses.fr/2016BORD0040/document.
Повний текст джерелаАнотація:
Dans l'économie mondiale actuelle l'innovation est largement reconnue comme l'un des processus clés qui peuvent permettre le développement d'organisations. Cette thèse concentre l'attention sur le comportement innovateur des employés (IWB) et ses liens avec la perception de la gestion des ressources humaines (HRM). Plus précisément, les modèles de recherche explorent deux pratiques de HRM correspondant à l'apprentissage individuel et collectif et la participation à la prise de décision (PDM). Le choix de mettre l'accent sur deux pratiques est en lien avec les efforts des chercheurs dédiés à la perspective contingente. Par conséquent, l'expérimentation de plusieurs variables médiatrices a permis une meilleure compréhension de la relation entre les processus examinés. Cette thèse est également orientée à comprendre les facteurs psychosociaux mentionnés dans un contexte organisationnel assez inexplorés correspondant aux petites et moyennes entreprises. La première recherche explore la relation entre la perception des pratiques de HRM de l'apprentissage individuel et collectif, l'IWB et le rôle médiateur des normes et le climat propice à l'innovation. La seconde étude suppose que la perception de la pratique décisionnelle, conjointement avec le leadership participatif, est liée à l'IWB ; la relation indirecte est testée à travers le rôle de médiateur du climat psychologique pour l'innovation et le soutien de ses collègues. Ces résultats aident les chercheurs à diriger de nouveaux efforts dans la recherche sur le HRM. En plus, ils soutiennent l'optimisation des ressources investies dans l'innovation à travers la promotion de l'apprentissage et la PDMIn the globalized economies the innovation is widely recognized as one of the key processes that can allow the development of organizations. This thesis focuses the attention on the Innovative Work Behavior (IWB) and its links with the perception of Human Resources Management (HRM). More specifically, the research models explore two HRM practices corresponding to individual and team learning and the participation to decision-making (PDM). The choice to emphasize only two practices is in line with scholars’ efforts dedicated to contingent perspective. Therefore, the experimentation of multiple mediating variables has allowed the better understanding of the relationship among the examined processes. This thesis is also oriented to understand the mentioned psychosocial factors in a quite unexplored organizational contexts corresponding to the small and medium enterprises. The first research explores the relationship among the perception of individual and team learning HRM practices, IWB and the mediating role of norms and supportive climate for innovation. The second study assumes that the perception of decision-making practice, conjointly with participative leadership, is related to IWB; moreover also the indirect relationship is tested through the mediating role of psychological climate for innovation and co-workers’ support. These findings help scholars to direct new endeavors in HRM research. Moreover they support managers to optimize resources invested in innovation through the promotion of learning and PDM
47
Benson, Victoria L. "Improving Employee Engagement through Strategic Planning by Human Resources Professionals." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4501.
Повний текст джерелаАнотація:
Turnover rates are climbing every year, with a lack of engagement cited as a top reason, costing employers money in lost productivity. Slightly over one-third of workers worldwide consider themselves engaged. Employers are at risk of losing top talent due to a lack of engagement. Business leaders need to adapt to changing engagement practices invoking human resources (HR) as a strategic business partner. This study focused on strategic planning tools HR leaders in used to increase employee engagement. Interviews with leaders in a small-sized cloud-based data storage company in the Southeast region of the United States, were analyzed to identify themes. The inclusion of Bandura's social cognitive theory to increase self-efficacy was evident in the research as an important technique to increase success. Face-to-face interviews were conducted with the top 2 leaders from a small-sized cloud-based data management company in Orlando, Florida. Data collected from interviews were transcribed and coded to analyze emerging themes. Three themes discovered as strategic planning tools were feedback, timeframe, and leadership. The results of this study could contribute to social change by assisting employers in understanding the value of a successful strategic plan for employee engagement in lowering turnover. Lowering turnover in the immediate Orlando, FL area leads to lowering unemployment throughout and outside of the state. When employers understand the relationship between engagement, leadership, and human capital can shift employee self-efficacy and increase job satisfaction. Involving HR at the ground floor of an organization can provide much-needed balance and personnel management to increase overall engagement, reduce turnover, and impact municipal and regional businesses.
48
Chen, Shaohui 1966. "Human resource management in Chinese-western joint ventures." 2004. http://hdl.handle.net/2292/2277.
Повний текст джерелаАнотація:
Whole document restricted, see Access Instructions file below for details of how to access the print copy.The international human resource management models developed in the last decade pursue a contextual analysis of the standardisation (global integration) of multinational parent companies’ human resource management policies and practices and localisation (local differentiation) of host countries' practices. However, as a popular but unique international alliance, the process by which international joint ventures determined HRM policies and practices remained unclear. This research utilizes a resource dependency perspective to explore the company-specific determinants of Chinese-western joint ventures' HRM formation, by investigating JV parent companies HRM decision drivers in terms of contractual and non-contractual resources, expertise, consistency requirements, and internationalization experience. Through five in-depth case studies, this research demonstrated that HRM standardisation or localisation is a function of the IJV parents’ HR decision drivers. Additional variables, contextual factors and future research directions are discussed. Contributions of this research include a balanced consideration of both partners in the international joint venture to counter the ethnocentric lens of MNC-subsidiary relationships. The research recasts standardisation and localisation as a continuum that should express the interests of multiple partners, rather than the interests of one in a host country context.
49
Ramsey, Philip L. "The learning cultures of organisations : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Palmerston North, New Zealand." 2003. http://hdl.handle.net/10179/1387.
Повний текст джерелаАнотація:
While there is significant interest in the area of learning organisations, research in this field has been fragmented. There is a need for an holistic model of learning organisations and a measurement system that can be used by both researchers and practitioners. This thesis applies Dilemma Theory as a means of meeting this need. An holistic model was developed based on a definition of learning organisations as ones that consciously seek to balance capacities with demands. In seeking this balance, an organisation will undertake a learning journey in which it encounters a variety of learning dilemmas: points where it must choose between alternative approaches to learning, each of which is attractive. In making these choices, learning-related values are established in the organisation. These values are the basis for a "learning culture" which shapes the way learning is understood and approached by the organisational community. Presenting people within an organisation with learning-related dilemmas allows learning cultures to be charted, thus providing the basis for a measurement system. Fifteen learning-related dilemmas were identified using three processes. Firstly, literature on learning organisations was reviewed to identify conflicts between metaphors used to explain the learning organisation. Secondly, a group of New Zealand consultants took part in a Delphi Technique process, in which they established criteria for identifying learning organisations and surfaced dilemmas embedded in the criteria. Finally, 'Culture Exploration Workshops' were conducted in three organisations to surface dilemmas experienced by business practitioners engaged in learning journeys. The 15 dilemmas identified were used to chart differences between 5 organisations. The measurement system was successful in identifying differences between organisations. Results were also consistent with values that might be expected from sub-cultures represented in the sample. The study concluded by outlining a programme of research aimed at refining the measurement system and applying it to the study of learning organisations.
50
Nhung, Pham Thi, and Pham Thi Nhung. "Attracting human resources through Human Resources Management: Case of Petro Vietnam University." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/atfj92.
Повний текст джерелаАнотація:
碩士龍華科技大學
商學與管理研究所
100
I am currently working at Personnel and Administration Department of PetroVietnam University, a newly established university, where everything is being settled up. I therefore understand the difficulties the Petro Vietnam are facing with. One of the issues is how to attract highly qualified human resources in a competitive and scarce context. To find solution for the issue, I have chosen the topic of Attracting Human Resources through HRM – the Case of PetroVietnam University as my research topic. By researching basic theories in HR, HRM in general and HRM in tertiary education in particular, the research model has been formulated as followings: analyzing external and internal factors which effect HR in tertiary education, analyzing the influence of HRM functions to an organization, evaluating current situation of HRM at PVU. With research methodology of qualitative analyses through primary and secondary data resources to point out the shortcomings in PVU’s HRM system, the thesis gives PVU recommendations for a complete HRM strategy to attract high quality human resources. With the primary data source, I have interviewed 28 people within and outside the organization through prepared questionnaires to acquire comments of interviewees on related matters of PVU’s HRM strategy, and then used collective, statistical, and in-depth analysis method. Research results prove that PVU has not got a complete HRM system. There is not an overall HRM strategy at PVU, and HRM functions such as recruitment, training, compensation, benefits, performance appraisal, and organization culture are not completed and not implemented effectively. Finally, the thesis worked out the synchronic and feasible solutions, from general strategic to specific solutions to improve and adjust the HRM activities of PVU in order to attract high quality human resources, as well as to enhance PVU’s competitiveness. Those are specific recommendations on almost activities of HRM functions at PVU and strategic recommendations such as continuing on supplementing and completing solutions to realize organizational strategies, mobilizing all resources, keeping track and executing at the right speed on the right roadmap as proposed, having suitable adjustment to correct strategies and to have accurate and firm steps, and identifying strategic goals of setting up and developing human resources.