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1
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.
2
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.
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3
Al-Sahhaf, Habeeb. "Human resources management in Kuwait." Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.
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4
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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5
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.
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6
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.
7
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.
8
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.
9
Соборайчук, Тетяна Юріївна. "Modern approaches to management of human resources." Thesis, Національний авіаційний університет, 2017. http://er.nau.edu.ua:8080/handle/NAU/33032.
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10
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.
11
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.
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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.
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13
Ornatowski, Gregory K. "The End of Japanese-Style Human Resource Management?" MIT-Japan Program, 1996. http://hdl.handle.net/1721.1/7575.
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14
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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15
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.
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16
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.
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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
18
Arkhаnhelskа, Yelyzaveta, Oksana Ovsak, Єлизавета Архангельська, and Оксана Овсак. "Virtual and augmented reality technologies in human resources management." Thesis, National aviation university, 2021. https://er.nau.edu.ua/handle/NAU/53436.
Повний текст джерелаАнотація:
Архангельська Є., Овсак О. Технології віртуальної і доповненої реальності в управлінні людськими ресурсами// Сучасні проблеми менеджменту: матеріали XVII Міжнародної науково-практичної конференції. – Національний авіаційний університет. – Київ, 2021. - С. 13-15Technology аnd IT аre the most rаpidly developing industries in the modern world. Whether we like it or not, whether we аre аfrаid of it or looking forwаrd to it, if technology is neglected, the business cаn fаll fаr behind its competitors. Nowadays, virtual (VR) and augmented (AR) technologies are widely used in marketing, advertisement, and PR (VR/AR represents a new technology that provokes new emotions from clients and makes them interested in the company or/and product, make them more engaged), retail (for example, virtual fitting rooms that help customers to decide on the size and the color of the good they want to purchase - it increases sales and attract new clients), production and engineering (for example, a 3D model of the projected construction/item in VR, the designer can see the project at a 1: 1 scale and better assess the design quality, as well as the ergonomic characteristics of the object, which cannot be done by looking at the 3D model on the monitor screen) and any other sphere of human life.
Технології та інформаційні технології є найбільш швидко розвиваються галузями в сучасному світі. Подобається нам це чи ні, боїмося ми цього або з нетерпінням чекаємо, але якщо нехтувати технологіями, бізнес може сильно відстати від своїх конкурентів. В даний час віртуальні (VR) і доповнені (AR) технології широко використовуються в маркетингу, рекламі та PR (VR/AR являє собою нову технологію, яка викликає у клієнтів нові емоції і змушує їх цікавитися компанією або/і продуктом, робить їх більш зацікавленими), роздрібної торгівлі (наприклад, віртуальні примірочні, які допомагають клієнтам визначитися з розміром і кольором товару, який вони хочуть придбати - це збільшує продажі і приваблює нових клієнтів), Виробництво та інжиніринг (наприклад, 3D-модель проектованої споруди/вироби у віртуальній реальності, дизайнер може побачити проект в масштабі 1:1 і краще оцінити якість дизайну, а також ергономічні характеристики об'єкта, чого не можна зробити, дивлячись на 3D-модель на екрані монітора) і будь-яку іншу сферу життя людини.
19
Tittozzi, Marta <1995>. "Human resources management in China : The case of Huawei." Master's Degree Thesis, Università Ca' Foscari Venezia, 2019. http://hdl.handle.net/10579/15990.
Повний текст джерелаАнотація:
The present research seeks to provide a complete analysis about the main aspects of HRM that characterize the operation of an organization. To achieve this purpose, the discussion of this research focuses on the framework of HRM in order to provide a whole understanding of its role within an organization, and on the aspects that characterize HR in Chinese companies. The research is based on books, articles and essays that analyse HR and the factors that affect it , as for example the studies of Hofstede about the classification of cultures.
HRM in Chinese companies shows to have its own characteristics that derive from culture and from other factors that influence the behaviour of the people and the resulting management inside an organization. The company on which is focused this research is Huawei since it has become an important reality in the global market and well represents an example of Chinese HRM .
The research is structured in two chapters preceded by a general introduction. The first chapter provides essential information about the framework of HRM and the HR in Chinese companies. In addition, there is also a a brief analysis of the Italian situation. The second chapter is focused on the HRM of Huawei and includes a comparison between Huawei and other two Chinese companies, Tencent and Haier, and an Italian one, the Loccioni Group, in order to make clear those aspects that distinguish Chinese HRM.
After the analysis provided by this paper, we can affirm that HRM is extremely important for an organization and answer to the main question of this paper. In fact, it is possible to say that HRM in Chinese companies has its own characteristics and that it is one of reasons why Chinese firms succeed.
20
Knopff, Anton. "Finansialisering och Human Resource Management : En HR-verksamhet i förändring." Thesis, Stockholms universitet, Sociologiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-111288.
Повний текст джерелаАнотація:
Syftet med detta arbete är att studera finansialiseringens spridning och kopplingen mellan processer och strukturer inom finansialiserings-teori och Human Resource Management (HRM). Detta genom att studera en organisation och dess HR-praktik i jämförelse med ovan nämnda teorier. De två teoretiska perspektiven används för att illustrera vilka konsekvenser som kan tydliggöras för arbetstagare och organisation. I studien undersöks en HR-verksamhet på den svenska arbetsmarknaden där det empiriska materialet består av kvalitativa intervjuer med representanter från organisationens HR-funktioner. Studien har ett abduktivt förhållningssätt där underlaget bygger på en teoretisk förförståelse samtidigt som en lägre grad av standardisering i intervjuerna används för att låta det studerade fältet styra den empiriska bilden. I resultatet presenteras en organisation som genomfört förändringar med ekonomisk inriktning och som i större utsträckning än tidigare premierar resultatdriven personalhantering. Detta kan tyda på en spridning av processer definierade av finansialiserings-teori utanför traditionellt sett finansialiserade marknader. De likheterna med HRM-teori uppmärksammas i den studerade praktiken anses vara mer ideologiskt än praktiskt grundade men visar också på en tydligare ekonomisk styrning. Vidare lyfts strävan efter att legitimera HR gentemot företagsledning som en möjlig bidragande faktor i finansialiseringen av arbetsmarknaden.
21
Baum, Thomas George. "Human resources in tourism : a study of the position of human resource issues in national tourism policy development and implementation." Thesis, University of Strathclyde, 1992. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21580.
Повний текст джерелаАнотація:
This thesis is concerned with the relationship between tourism policy, its formulation and implementation, at a national and regional level, and human resource concerns within tourism. The thesis includes detailed literature reviews in two main areas, i) tourism policy formulation and implementation and ii) human resource issues in relation to the tourism/hospitality industries. Through the execution of two surveys of national tourism organisations, the study considers a) the extent to which employment and related human resource determinants shape wider tourism policies; b) how human resource policy, planning and implementation are managed within tourism; c) the specific role of national tourism organisations within the development of policy and implementation strategies for human resource matters within tourism, and changes that have occurred in the role since a previous WTO study in 1975; and d) mechanisms that can be implemented to integrate human resource concerns more closely with mainstream tourism policy development. The study reports considerable fragmentation in the management of human resources, within tourism, both in terms of policy and the implementation functions. As a result, the area is seen as peripheral to the mainstream concerns of most tourism industries, is accorded low status and does not receive the same attention or support as related product and marketing concerns. A conceptual framework is proposed, which is designed to assist in the creation of an integrated approach to policy development and planning for human resources within tourism. The framework is developed in the context of a case study, based on Malaysia.
22
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.
23
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.
24
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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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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Fanzutti, Arianna <1992>. "Danieli & c: management and development of international human resources." Master's Degree Thesis, Università Ca' Foscari Venezia, 2018. http://hdl.handle.net/10579/12469.
Повний текст джерелаАнотація:
The purpose of this dissertation is to analyse how a company can deal with international human resources. The first part explains internationalization, from its meaning to the illustration of the process itself. We will then disclose how the environment and resources available influence the results. The second part, so, will illustrate how differences affect human resources management, analysing, for example, cultural factors and economic factors. Successively, the elaborate will take into account how international human resources are treated. The last part will present the company Danieli & c, considering its first steps towards internationalization, explaining then the changes they made to improve their international presence. It is then presented how they deal with international human capital, through their Academy and the projects they put in practice.
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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.
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Öster, Hedvig, and Johanna Jonze. "Employer Branding in Human Resource Management : The Importance of Recruiting and Retaining Employees." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-193993.
Повний текст джерелаАнотація:
Problem: Companies are facing problems concerning the attraction and retention of talented employees, due to the shortage of individuals with competence. Employer Branding is a relatively new concept that can function as an instrument for firms to position themselves as an employer, in order to attract and retain wanted employees. Purpose: The purpose of this thesis is to examine the field of Employer Branding in the context of recruitment and retaining. The study examines the questions of how and why Employer Branding is implemented in firms and what role such implementation plays in Human Resource Management, in the context of recruitment and retaining processes. Methodology: This study has been made with a qualitative approach, with a descriptive and exploratory purpose a case study approach. Data has primarily been collected through interviews at five different companies with knowledge within the area of Employer Branding. Findings: Employer Branding can be utilized both externally to attract potential employees, and internally to increase commitment and loyalty among current employees. In the context of recruitment, Employer Branding can make the process more effective. For the Employer Brand to be trustworthy and successful the consistency between the internal values and the external image is vital.
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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.
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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.
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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.
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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.
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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.
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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.
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A, Raji Jawvad. "Economic principles formation of a human resources management in Industry 4.0." Master's thesis, Sumy State University, 2020. https://essuir.sumdu.edu.ua/handle/123456789/81775.
Повний текст джерелаАнотація:
Коли ми говоримо про промисловість 4.0, ми маємо на увазі четверту промислову революцію. Подібно до кваліфікованих робітників першої промислової революції, сьогоднішні працівники фабрики та бек-офісу бачать завдання, колись керовані людьми, передані роботам та роботам зі штучним інтелектом. Вони чують про фабрику майбутнього. І вони задаються питанням, яку роль вони будуть грати в новій операційній моделі. В результаті цього дослідження очікується, що перетворення галузі Industrial 4.0 на галузь глибоко вплине на процеси управління людськими ресурсами завдяки її бізнес-середовищу. На кожному етапі передбачається, що інтегровані технологією бізнес-процеси спричинять втрату роботи деяких некваліфікованих службовців, тоді як висококваліфікованим працівникам буде потрібно більше, але знайти цих працівників і утримати їх на роботі буде складно.When we talk about industry 4.0, we mean the Fourth Industrial Revolution. Like the skilled workers of the first industrial revolution, today’s factory and back office workers are seeing tasks once managed by humans handed over to robots and Artificial Intelligence bots. They are hearing about the factory of the future. And they are wondering what role they will play in the new operating model. As a result of this research, the expectation is that the Industrial 4.0 transformation of the industry will deeply affect human resources management processes due to its business environment. At each stage, it is foreseen that technology-integrated business processes will cause some of the unskilled employees to lose their jobs, while the higher qualified employees will be needed more, but it will be difficult to find these employees and keep them at work.
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Sapinski, Aleksander, and Agnieszka Knap-Stefaniuk. "Sustainable development and contemporary challenges in human resources management – selected aspects." Thesis, Sumy State University, 2015. http://essuir.sumdu.edu.ua/handle/123456789/43787.
Повний текст джерелаАнотація:
Enterprises that follow the path of sustainable development are called sustainable
enterprises. Their activities are determined by sustainable management, an essential part of which
is human resources management. Human resources have a vital role in the process of
transforming enterprises into sustainable organizations. The most valuable part of that is
sustainable personnel, that is highly qualified employees who understand and implement the rules
of sustainable growth in the development of their work.
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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.
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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.
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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.
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Dass, Ted K. "Human resource processes and the role of the human resources function during mergers and acquisitions in the electricity industry." Cincinnati, Ohio : University of Cincinnati, 2008. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1227303612.
Повний текст джерелаАнотація:
Thesis (Ph.D.)--University of Cincinnati, 2008.Advisor: Ralph Katerberg PhD (Committee Chair), Paula Dubeck PhD (Committee Member), Gail Fairhurst PhD (Committee Member), Joseph Gallo PhD (Committee Member), Suzanne Masterson PhD (Committee Member), Philip Way PhD (Committee Member). Title from electronic thesis title page (viewed Jan. 17, 2009). Keywords: mergers and acquisitions; HR; HR processes; case study; HR function. Includes abstract. Includes bibliographical references.
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Saqib, Syed Imran. "Human capital resources, human resource management policies, and employee perceptions : an investigation of young professionals in the banking sector of Pakistan." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/human-capital-resources-human-resource-management-policies-and-employee-perceptions-an-investigation-of-young-professionals-in-the-banking-sector-of-pakistan(4961f666-91ae-4baf-a924-8dad3f811839).html.
Повний текст джерелаАнотація:
Situated within the human resource management and performance (HRM-P) link literature, this thesis explores the 'black box' of the mechanisms that link HRM practices and performance. By doing so, it sheds light on how and why HRM practices can lead to superior firm performance. Heeding calls for more nuanced and contextual work on understanding this link, this study uses qualitative responses from 79 industry experts, HR/senior managers, and young professionals, as well as artefacts and documents, to analyse the causal mechanisms that connect HRM policies, aimed at human capital resource (HCR) accumulation, to employee outcomes in five banking organizations in Pakistan. Using the strength of HR process conceptualization and the process model of HR, the thesis looks at the entire chain that connects intended, actual, and perceived HR policies to understand why HR managers' and young professionals' perceptions of both the content and the process of HR implementation varies, and how this is connected with the employee outcomes of turnover intentions and job satisfaction. The first set of findings reveals that there is considerable difference in how the quality of the content of HR systems is perceived from the point of view of young professionals in comparison with HR practitioners. Young professionals have strong negative perceptions of HR policies related to their long-term career development, which is explained in part by the incongruence and the lack of focus of HR on the goal of HCR accumulation. The second set of findings show that there are several processual factors that help to explain these varying perceptions, which dilute the implementation of HR practices. The analysis reveals that the competency of HR departments, the role of line managers, elements of the Pakistani culture, and the role of top management shape the quality of the HR system that is implemented. Connecting this to employee outcomes, the analysis reveals that the link between HR and performance is not straightforward; this helps to explain the moderate statistical effects noted in the extant HRM-P link research. Employee reactions are more related to their personal circumstances and other organizational factors rather than HR factors. The third set of findings expands the analysis to individual contexts of the five banks, further revealing that the mission of the organization, the presence of a strong HR leader, external economic factors, and the historical legacy of the organisation also shapes employee perceptions and, thus the effectiveness of HR policies and their implementation. The thesis makes a theoretical contribution to the HRM-P link literature by revealing that the competitive advantage that stems, in part, from the actions of HR departments derives from how well they navigate the various processual factors that can impede HR system implementation. It makes a methodological contribution by responding to calls for more in-depth qualitative research on the phenomenon, by using a specific segment of employees within the under-represented context of Pakistan. It makes a practical contribution by highlighting that many western prescriptions, such as talent management and bell curves, may be less effective if prevailing cultural constraints are not accounted for, especially in developing countries like Pakistan. Existing HRM-P link studies have not adequately considered these contextual and cultural factors in their analyses.
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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.
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Vargas, Roslyn. "Adoption Factors Impacting Human Resource Analytics Among Human Resource Professionals." NSUWorks, 2015. http://nsuworks.nova.edu/hsbe_etd/5.
Повний текст джерелаАнотація:
In today’s fast paced, ever-changing world, one cannot help hearing the terms Big Data and analytics. The Internet holds vast amounts of data and this data, for example in retail, is being used to predict shopping habits, current needs, trends, and more. Why should this be limited to the retail side of an organization? Today, there is a more significant push for Human Resource (HR) professionals to be strategic business partners, and, therefore, HR professionals need to work on leading, not lagging, in the area of measurements and analytics. Some organizations that have adopted the use of analytics in their HR departments have been extremely successful. If this is the case, why are not more HR professionals adopting the use of human resource analytics (HRA)?
The purpose of this study is to gain insight as to the reasons why more HR professionals are not using HRA to improve organizational performance and to gain and maintain a competitive advantage. An exploration of prior research was performed and resulted in the development of a model representing factors that impact the adoption of HRA. The model was then tested for content validity and reliability using Partial Least Squares of Path Modeling. Results of the study of 302 HR professionals, currently working in the field of HR, suggest the hypotheses testing social influence, tool availability, effort expectancy, performance expectancy, and quantitative self-efficacy as factors impacting the adoption of HRA were all significant. Conversely, the factors data availability, fear appeals, and general self-efficacy were not significant. Findings indicate that the factors impacting the adoption of HRA are not only in the hands of the HR professional but, to some extent, the organization as well. If organizations truly want to adopt HRA, they must make available to the HR professionals the tools, data, resources, and support necessary. This study contributes to the literature on individual-level adoption, specifically of HRA. Implications for theory and practice are discussed, as well as further research.