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Zisiadis, Miltiadis. "Human Resource Management with Information Technology: A Systematic Literature Review." Thesis, Umeå universitet, Institutionen för informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105023.
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Information Technology (IT) systems have greatly impacted organizations and HumanResource Management (HRM) is no exception. In this context, IT is often introduced withthe rationale that it could offer benefits such as cost reduction, time savings and strategictransformation. Many organizations have invested in e-HRM systems in hope oftransforming the Human Resource department (HR) into a strategic ally. Extant research,however, shows that many organizations fail to achieve intended effects from their ITinvestments and as result beliefs around the strategic value of e-HRM vary. This thesisaims to critically examine the link between e-HRM investments and strategic value. To thisend, we ask the following research question: “why does E-HRM systems fail to effectuate astrategic transformation of the HR department given their perceived capabilities to thecontrary? “. To answer this question we conducted a systematic literature review of e-HRMresearch published between 2009-2014. The review focused on perceptions about e-HRMsystems within organizations and sought to unearth how perceptions shape the route of ITimplementation towards a strategy outcome. Our findings indicate that the majority of thestudies are not guided by a leading theoretical paradigm. Furthermore strategic barrierssuch as implementation problems and limited use of the system that does not reflect itspotential are identified and discussed. By examining some common factors that have beenidentified to shape the translation of e-HRM systems from initial perception to actualizeduse we lay the foundation for more nuanced theorizing of HRM use within contemporaryorganizations.
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Mayrhofer, Wolfgang, Paul N. Gooderham, and Chris Brewster. "Context and HRM: Theory, Evidence, and Proposals." Taylor & Francis, 2019. http://dx.doi.org/10.1080/00208825.2019.1646486.
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Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.
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MUGERWA, EDWARD. "HRM to E-HRM : Change in Human Resource Management; effect to social sustainability." Thesis, Umeå universitet, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-174681.
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Problem:Many businesses today, based on the stakeholder’s theory, suggest thatsustainability can only be achieved through the fulfillment of the stakeholder’s in-terests. These interests are centered around adding value to the stakeholders forexample; shareholders in terms of increased dividends. The value in form of profitmaximization, which suppresses the need for other pillars of sustainability to prevail.In this thesis, an argument is presented that a balance should be achieved in all threepillars of. The economic, social and environmental sustainability. It further arguesthat the shift fromH.R.Mtoe−H.R.Mis crucial for innovations and inventions,focused on the development of such technologies, that bolster social sustainability.However, any change may have to put into consideration the company or organiza-tion’s size, this is because somee−H.R.Mtools might not be efficient and effectivefor small-size companies as defined in the report. Purpose:The purpose of this study is to add insight to the concept ofe−H.R.M, and further explore to which extent ise−H.R.Ma driver towards social sus-tainability, reflecting onthe downside of the change which such sustainability mightcreate. Method:Data collection was through interviews. Three managers, two C.E.Os anda former employee from three companies were involved. The interviews were con-ducted via telephone that lasted between30to40minutes. However, a face-to-facefollow up interview was conducted for one of the participants. All interviews wererecorded with the consent of the participants and later transcribed and analysed. Results:The interviewees agreed thate−H.R.Mtools and strategies helped tocreate harmony at work and simplified communication, training and aided the per-formance and appraisal process of employees, which is used during the incentivesprocess, a form of motivation in the organisation. Conclusion:The conclusion from this study is that,e−H.R.Mis a good changefromH.R.Mand that it plays a big role in organizational social sustainability. Abalance should, however, be gained to also put into consideration other pillars. Thestudy contradicts the stakeholders’ theory that only focuses on the economic part ofsustainability through profit maximization, favorable for functional markets alone.
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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/.
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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.
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Channa, Khalil Ahmed. "Exploration of the influence of social position on HRM adoption : a case of HRM in Pakistan." Thesis, University of Edinburgh, 2016. http://hdl.handle.net/1842/22022.
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This thesis explores human resource management (HRM) adoption by investigating the influence of multiple HRM actors’ social position, capital resource(s) exchange mechanism, dispositions, social classes, habitus, social expectation, and national and global environmental factors. The objectives of this thesis were achieved through systematically conducting three different studies for the thesis. The first study was carried out to gain insight into the influence of social position on HRM academics’ adoption. The major contribution of this study was a theorising model on HRM academics’ adoption. It shows which capital resource is very sought after and how it plays a role in developing HRM academics’ dispositions, which in turn provides them with the drive and motivation to adopt western HRM ideas and knowledge. The second study was carried out to gain insight into the mechanism and formation of capital resource(s) exchange that influences HRM practitioners to adopt western HRM ideas, knowledge, and practices. The main contribution of this study comprised empirical insights into the importance and role of social class (élite and emerging class); habitus and socialisation (primary and secondary socialisation) as developers and controllers of the mechanism of capital resource(s) exchange; and formation of social position. The third study investigated a gap between accepted (adopted) HRM ideas and knowledge, and actual HRM practices. The major contribution of this study was its theorising on the factors that influence this gap. It explored the influences of conflicting factors such as actors’ professional and occupational orientation and position, social position, and social expectation, which develop the gap. This thesis adopted a qualitative abductive research approach. It conducted qualitative indepth interviews with 19 HRM academics, 15 MBA-Alumni HRM practitioners, and 10 non-MBA-Alumni HRM practitioners. Qualitative observation in two business schools and five business organisations in multiple industries was carried out to enrich the data collection. This thesis contributes to the existing body of knowledge by providing insights into individual actors’ level HRM adoption, which is an underexplored area in Pakistan and similar developing countries. By employing theoretical and analytical tools based on Bourdieu’s theory of practices and social position, Rogers’s and Tarde’s theorising of adoption, and findings of empirical studies of macro institutions, cultural sensitive views, and institutional factors’ framework in the diffusion of HRM, this thesis explored, examined, and theorised HRM adoption at different individual actors’ level in business organisations and business schools in Pakistan. In that respect, this thesis theoretically contributes to Bourdieu’s theory and its unique use in international HRM, organisation studies, and management research. This thesis empirically contributes to the understanding of management and think tanks in business schools, business organisations, educators, HRM practitioners, and relevant government and regulatory bodies who can benefit from the findings of this research by understanding the different factors and social structures affecting western HRM’s effectiveness and its applications. It also suggests to these stakeholders the factors that affect individuals’ and employees’ adoption of western HRM and western management ideas, knowledge, and practices; any change in strategies, policies, and procedures; and problems in their implementation.
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Dear, Brian. "The management of people at work strategy, HRM, discourse /." Thesis, Online version, 1997. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.388143.
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Erras, Michael. "HRM and organisational performance : an attempt to open the black box." Thesis, University of Strathclyde, 2002. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=25327.
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Over the last decade, much research has been conducted in the field of HRM and its association with organisational performance. Encouraged by substantial positive evidence for statistical associations between sophisticated HRM practices and enhanced organisational performance, HRM researchers have become more assertive in their claims that HRM contributes to performance. However, most of the research is based on questionnaire surveys and still leaves key questions unanswered, in particular by which processes HRM contributes to performance. This lack of knowledge about the processes involved in the HRM-performance relationship is referred to as 'black box'. It is the focus of this thesis to attempt to open this 'black box'. A qualitative case study methodology was adopted and the Glasgow four-star hotel sector chosen as a field of enquiry. This choice allowed for a standardisation of factors that might influence the degree of sophistication of HRM and its impact on performance, i.e. regional differences in terms of product and labour markets, capital intensity and unionisation. Four out of seven eligible hotels participated in the research. The cognitions of managerial respondents from different levels (i.e. general managers, HR managers and line managers) formed the basis of the research. Interviews with these respondents were analysed using a causal mapping method. Detailed quantitative secondary data enabled an investigation of the economic context and demonstrated that organisational performance is influenced by the economic context. It is argued that the appropriate level of analysis is the operational departments where HRM is applied by line managers in a way not necessarily in accordance with formal policy. On this level, HRM has demonstrated both direct effects on the achievement of departmental performance indicators and indirect effects through employee outcomes.
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Jonsson, Emilia, and Zant Christopher Van. "Att Dela på HRM : Human Resource Management mellan Bemanningsföretag, Kundorganisation och Konsult." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-85798.
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Background and Problem definition: Atypical employment is something that has becomeincreasingly common in recent decades, these are defined as positions where no relationship is of thetraditional type in which the employee has a long term relationship with the employer and where hecarries out his work at the premises of the employer. These atypical employments can take variousforms, it can be fixed term contracts, project work or jobs in employment agencies and so on. Thestaffing sector in Sweden has grown rapidly since the 90s, and since international research shows thatthe three-way relationship arising from the use of staffing agencies may lead to challenges in differentparts of HRM, we have chosen to study this topic. Aim: The purpose of this paper is to describe and understand how HRM is handled in atypicalemployment relationships.Method: The epistemological starting point for this work is hermeneutics, as a result of this theresearch approach is qualitative and inspired by abduction. The authors have chosen to carry out thework as a case study of three primary cases, each one consisting of an employment agency, a clientorganization and an employee. The analysis is based on the hermeneutics principles of interpretationand concentration of meaning. Results: What emerged as central to how HRM is handled are the interdependencies that existbetween the business environment and the strategies of the firm, how they affect different parts ofHRM and how participation and liminality have an impact on the three-way relationship.Keywords: HRM, atypical employment, staffing agencies, three-way relationship and strategy.Bakgrund och Problematisering: Atypiska anställningsförhållanden är något som har blivit meroch mer vanligt förekommande de senaste decennierna, dessa definieras som anställningar där interelationen är av den traditionella typen där den anställde har en långsiktig relation med arbetsgivarenoch där denne utför sitt arbete på plats hos arbetsgivaren. Dessa atypiska anställningsförhållanden kanta sig olika uttryck, det kan vara olika visstidsanställningar, arbete i projektform eller anställningar ibemanningsföretag och så vidare. Bemanningsbranschen i Sverige har vuxit i snabb takt sedan 90-talet, och då internationell forskning visar på att det trepartsförhållande som uppstår vid användandetav bemanningsföretag kan leda till utmaningar när det gäller olika delar av HRM har vi valt dettaämne att studera. Syfte: Syftet med detta arbete är att beskriva och förstå hur HRM hanteras i atypiskaanställningsförhållanden.Metod: Den epistemologiska utgångspunkten för detta arbete är hermeneutiken, som en följd avdetta är forskningsansatsen kvalitativ och inspirerad av abduktion. Författarna har valt att genomföraarbetet som en fallstudie bestående av tre primärfall som var och ett består av ett bemanningsföretag,en kundorganisation och en anställd. Analysen bygger på hermeneutikens tolkningsprinciper ochmeningskoncentrering. Resultat: Det som framkommit som centralt för hur HRM hanteras är de ömsesidigaberoendeförhållanden som föreligger mellan företagens förutsättningar och strategier, hur dessapåverkar olika delar av HRM och hur delaktighet och liminalitet har inverkan på trepartsförhållandet.Sökord: HRM, atypiska anställningsförhållanden, bemanningsföretag, trepartsförhållande och strategi.
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Hur, Yongbeom. "ORGANIZATIONAL PERFORMANCE, TURNOVER, AND HUMAN RESOURCE MANAGEMENT: FOCUSING ON MUNICIPAL POLICE SERVICES." Lexington, Ky. : [University of Kentucky Libraries], 2007. http://lib.uky.edu/ETD/ukypaud2007d00576/ETD.pdf.
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Thesis (Ph. D.)--University of Kentucky, 2007.Title from document title page (viewed on June 12, 2007). Document formatted into pages; contains: viii, 222 p. : ill. Includes abstract and vita. Includes bibliographical references (p. 205-219).
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Sozer, Seray. "An Evaluation Of Current Human Resource Management Practices In The Turkish Private Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/12605640/index.pdf.
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This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.
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Dickmann, Michael Frank. "Balancing global, parent and local influences : international human resource management of German multinational companies." Thesis, Birkbeck (University of London), 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.340491.
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Li, Shaoheng. "Human resource management in privately-owned SMEs in China : determinants, HRM practices and employee outcomes." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/human-resource-management-in-privatelyowned-smes-in-china-determinants-hrm-practices-and-employee-outcomes(99ed3e6b-a9cf-4e67-9a84-974cd1a1e916).html.
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The role of small and medium-sized enterprises (SMEs) in stimulating economy, promoting employment and enhancing social stability is increasingly recognised, especially in developing countries. Given SMEs' considerable contribution, it is necessary to facilitate their healthy growth. Human resource management (HRM) is highlighted for SMEs as 'people' are the key factors in determining the future of these organisations. Given that the existing HRM literature is largely centred upon western contexts and large-sized enterprises, the main aim of this research is to develop an understanding of how HRM practices function in privately-owned SMEs in the mainland of China by exploring the current situation regarding the adoption of HRM practices, the influential factors in shaping HRM practices, and how HRM practices impact on employee outcomes. A conceptual framework is constructed by drawing on concepts found within existent HRM frameworks and theories. The resulting research framework sheds light on the connections among three types of influential factors, five groups of HRM practices by function, and two HR outcomes at the individual level in the chosen context. This research adopts a mixed methodology approach to answering the set of research questions emerging from the literature review. The data were collected by 227 valid self-completed questionnaires (Cronbach's alpha=0.923) and 48 semi-structured interviews in 24 privately-owned SMEs located in Jiangsu and Shaanxi provinces in China. The research findings reveal a number of similarities and differences in HRM practices in the SME sector in China. More importantly, they suggest that SMEs have tended to adopt increasingly formal HRM practices over time though informalities remain in some aspects, providing a positive indication that SMEs are moving forward in formalising the practices. The findings also reveal that different HRM practices exist in different locations in China, suggesting distinct HRM patterns might exist across or even within provinces in China. The findings further reveal that institutional factors force SMEs to improve the practices in order to better cope with the emerging problems and conflicts embedded in the labour market and the changes in legislation. Given the market orientation of SMEs and the younger generations' characteristics, the impacts of cultural values of respect for hierarchy and seniority appear to have become increasingly weakened in the sector. The examination of relationship between HRM practices and HR outcomes demonstrates that all five groups of HRM practices are predictors for affective commitment, normative commitment and turnover intention, among which training and development and reward management practices have the strongest predictive power. It is noted that continuance commitment is not found applicable to the Chinese sample, indicating the partial transferability of the western three-component model of organisational commitment into the Chinese context. Therefore, theoretically, the findings extend the knowledge in the field of HRM in SMEs by developing the framework of determinants-HRM practices-outcomes and revealing the causality of HRM practices-employee outcomes in the SME sector in China. Practically, the findings are likely to be helpful to SME owners and practitioners in formulating effective HRM policies and practices to achieve desirable outcomes. The findings in relation to the impacts of institutional factors offer a potential contribution to national policy development for the purpose of assisting the growth of SMEs.
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Drack, Silja Franziska. "Führungsförderndes Human-Resource-Management ein HRM-Instrumentarium zur Förderung von Führung in Unternehmen." Wiesbaden Gabler, 2010. http://d-nb.info/999463500/04.
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Nik, Mat Nik Hazimah. "The HRM role of line managers: A Malaysian case study." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2014. https://ro.ecu.edu.au/theses/1087.
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While HRM has long been part of the line manager’s role, it has now become a crucial component. Unfortunately, for many line managers, their HRM role is uncertain, in terms of their coverage and depth of involvement in HRM activities. It is therefore difficult to measure whether their involvement affects HRM effectiveness or contributes to organisational achievement. The purpose of this study is to explore the development of the line managers’ HRM role, based on the perceptions of key members of selected organisations. This exploration may lead to the understanding of the effect of line managers’ HRM role performance on HRM effectiveness. A critical realist approach is used as a research philosophy to guide the process of gathering data for answering the research questions. A critical realist paradigm provides a platform for answering “how” and “why” questions that can illuminate the LMs’ HRM role. Case studies are conducted at three Malaysian airports. A case study approach enables gathering in-depth data about LMs’ HRM role. A cross case analysis is conducted to identify similarities and differences in LMs’ HRM roles. Drawing on role theory concepts, 36 interviews are conducted with line managers, senior managers and HR representatives. In this study, line managers are the role holders, while senior managers and HR representatives are the role evaluators. Document analysis is also conducted to obtain general information about the airports and to compare findings from the interviews. All data are analysed using content analysis. Based on role theory concepts and Conner and Ulrich’s (1996) HRM typology, findings indicate a mismatch between the perceptions of role holders and role evaluators regarding the HRM role of line managers. A significant gap is found in the understanding of the change agent role. While performing as change agent is the most important requirement for HRM effectiveness, in these airports, the line managers’ HRM role performance did not affect HRM effectiveness
Adding to the understanding of how the HRM role of line managers is defined and enacted, this study provides insights into the refinement of role theory concepts in understanding the role development process. Further, emphasis should be given to developing role expectations, as these reflect what is required of the role holder. Findings clearly indicate the need for improvement in the implementation of HRM policy and practices to increase the accuracy of messages sent to line managers regarding expectations of their HRM role. Additionally, findings enhance the theoretical understanding of line managers’ involvement in HRM; an area dominated by studies in a Western context. The line managers in this study are predominantly Malay Muslims, and Malay culture and Islamic values are seen to influence the managers’ perceptions and actions in HRM role enactment. The culture of high power distance in the Malaysian society affects LMs’ understanding as they require authority to perform their HRM role. There is also a strong belief amongst Muslim LMs that performing their “responsibility” at work is one way of worshiping God. Although undertaking the HRM role meant LMs had additional roles to play, they did not view this role as a burden but took it as part of their responsibility. These unique identities are likely to differentiate the factors underpinning the HRM role enactment of line managers in Malaysia as compared to those in a Western context. Implications arise for aligning HRM strategy and organisational outcomes through a contextual-based understanding of line management’s contribution.
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Erkander, Malin, and Astrid Sjunnesson. "Employer Branding : A faddish way of labeling operations or a valuable contribution to HRM?" Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-199514.
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Employer branding has become an increasingly popular subject among practitioners. In order to gain competitive advantage it is claimed that companies should hold the best employees. However, in this thesis it is argued that the purposes of employer branding and HRM are strikingly alike, since they both aim to attract and retain employees. Earlier research lacks to explain how companies work with employer branding. Therefore, it is reasonable to wonder how employer branding is practiced and whether employer branding contributes something of value to the company, especially to HRM. Thus, the purpose of this study is to investigate whether employer branding contributes to HRM regarding attraction and retention of employees. A qualitative case study was conduced and the findings show that employer branding can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of employees; potential, current as well as former employees, (2) facilitating the maintenance of the corporate culture and (3) enabling a way for HRM to take a strategic approach.
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Boyd, Carol. "Managing 'our most important asset' : the rhetoric and reality of HRM in the airline industry." Thesis, University of Strathclyde, 2001. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=20358.
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On the surface, airlines appear to embrace a 'soft', people-centred approach to HRM, demonstrated by the deployment of a range of HR strategies aimed at the 'soft' ideals of cooperation, commitment and trust. However, within the context of tight profit margins and competitive markets, a range of 'hard', cost-centred HR strategies, may dominate. In other words, the deregulated, competitive environment of the airline industry may find airline companies shifting from a 'soft', people-centred approach to a 'hard', cost-centred approach, where cost considerations take priority over all other concerns, including those relating to employee health and safety. In an industry that claims 'people are our most important asset', one might expect 'good practice' in terms of occupational health and safety (OHS). However, the present research finds that cabin crew OHS is being overshadowed by airline companies' profit imperatives. Based on a cabin crew perspective, the research examines developments in OHS, in terms of the range and extent of OHS risks that are experienced by cabin crews. These developments in turn, provide an insight into the case study airlines' approach to people management. The research identifies a high prevalence of a range of illnesses and OHS risks, which can be linked to airline companies' people management policies. Overall, the thesis challenges the rhetoric of airlines' 'people-centred' approach, as well as current notions of the range and extent of OHS risks relating to the cabin crew labour process. In addition, the thesis offers an innovative review and analysis of HRM taken from an OHS perspective.
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Van, Heerden Jeanne-Marie. "The impact of the implementation of E-HRM on the human resource management function." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1021239.
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The purpose of the research was to improve the use of electronic human resource management in South African businesses by investigating that there is a positive impact when implementing e-HRM on the human resource management function. The research was carried out within a South African business, whose parent business concern is based overseas and has branches operating within South Africa The research was significant as it shaped the researcher’s concern as to whether electronic human resource would be beneficial to a South African business if the business superiors decide to implement e-HRM within their business opinion and what impact it would have. The methodological components that guided the research were a structured questionnaire that was distributed by using a combination of convenience, snowball, and judgemental sampling techniques. Certain aspects highlighted in the literature review were used as the framework for the development of a questionnaire to assess how people perceive the implementation of e-HR on their working environment and if e-HR has helped the business run more efficiently and effectively. Six hypotheses were tested and all were accepted. The potential for generalisations of the findings are that given the potential that e-HRM has for the transformation of human resource, it is reasonable to expect that the sizeable changes required, both in organisation and mindset, are likely to provoke resistance from various end users. What was learned was that HR is often hindered by a multitude of manual, paper based processes and transactions, such as tax, payroll and benefits information, that are costly, prone to errors and time-consuming to manage. This makes it difficult for HR organisations to focus on higher value business in initiatives that may help to drive the profitability and efficiency of the organisations. The implication of the findings about the impact of the implementation of e-HR on the Human Resource Management function was that firms need to figure out how to make technology feasible and industrious, as managers and Human Resource professionals are responsible for redefining how work at their firms or business flow as they need to keep ahead of the information curve and therefore learn how to influence information for business results to be more efficient and effective. The theoretical and practical implications of the findings are discussed and recommendations based on these findings are provided.
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Skinner, Denise Olwyn. "Barriers to the evaluation of human resource management initiatives : three public sector case studies." Thesis, Open University, 2001. http://oro.open.ac.uk/19914/.
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In the context of Human Resource Management (HRM), organisations have been increasingly encouraged to implement a range of practices which, it is argued, will improve their competitiveness in the global market place. Thus, change initiatives within organisations follow one after the other. Yet, although there is apparent acceptance among practitioners and academics that evaluation is a crucial step in any process of continual improvement the reality is often that little has been done to assess the impact and degree of success of each initiative before organisations progress to the next. However, despite wide acknowledgement within the literature that is a significant problem there are few explanations offered and little evidence of any in-depth empirical exploration of the issues involved. This thesis reports on a study which sought to identify and explain the factors which created barriers to evaluation. Using a case study approach the research explored the reality of the evaluation process as it occurred in three UK public sector organisations, each of which was seeking to evaluate a Human Resource Management (HRM) change initiative. Two distinct types of barrier were found to exist which were labelled primary and secondary. As anticipated, there were barriers (secondary) that arose during an evaluation process that related to the choices made about purpose, process and responsibility and which made it difficult for 'good' (thorough, unbiased, relevant) evaluation to occur. However, of greater significance was the discovery in all three organisations of other factors (primary barriers) which, in combination, created a context in which the failure to undertake formal evaluation could be justified as a reasoned, and reasonable, action on the part of managers thereby offering an explanation for why such evaluations are rare. These primary barriers relate to the organisational and individual value placed on the act of evaluating and the learning that occurs as a result of any findings, including the way that it informs the change. Among those responsible for the initiation and implementation of the initiative (normally those who have control of the resources necessary to enable formal evaluation to take place), informal evaluation of the initiative and the context in which it occurred determined the perceived degree of need for formal evaluation to take place. Past experience, observation and shared perceptions suggested that formal evaluation activity was neither valued nor required by the organisation and was likely to have negative personal consequences. Matters are further clouded by an academic and practitioner literature which actively promotes the benefits of HRM strategies, supported by simplistic prescriptions for success, while the majority of empirical studies offer examples which substantiate these claims. In each of the cases reported here the nature of the chosen HRM initiative was assumed to be inherently good, something which would inevitably benefit the organisation in some way, by those responsible for its adoption and implementation thus making formal assessment unnecessary. The research clearly identifies the complexity of the barriers; each type having its roots in different factors that need to be addressed in a variety of ways if they are to be overcome and thus enable the organisation is to achieve the collective, and productive, learning from experience increasingly called for by the management literature. Until evaluation is valued at senior levels and accompanied by the necessary incentives, responsibilities, resources and rewards, wider perception of it as an important and valued activity is unlikely to become an active reality. Thus, the failure to learn from experience, to share understanding and to achieve both continuous improvement and greater levels of success in the management of change will continue. It is also clear that the same academic literature which is currently advocating a key role for HR and evaluation in the context of change needs to offer more in the way of information, guidance and support to make a positive contribution to the changes in perception that are required.
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Mahesar, Hakim Ali. "The impact of HRM bundles and organisational commitment on managers' turnover intentions." Thesis, University of Bedfordshire, 2015. http://hdl.handle.net/10547/584266.
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Despite the significance of understanding the reasons under which talented individuals are more likely or less likely to quit, the nature of the relationship between Human Resource Management Practices (HRMPs) and turnover intentions has proven to be unclear. Prior studies suggest that talented employees’ turnover imposes significant negative impact on organisational performance, e.g. decrease in productivity, profitability, innovation, serviceability and morale of remaining employees. Likewise, a serious talented Frontline Managers (FLMs) turnover is observed in the private banks of Pakistan. The corresponding reason identified is their dissatisfaction with existing conventional HRMPs, which are typically bureaucratic in nature with no provision of training and development, and lack appreciation, seniority-based pay and promotions. Owing to these factors, FLMs are switching towards reputable government and multinational organisations. In fact, FLMs play an important role in the development and success of banks. To investigate this issue, the present study elaborates an examination of the use of synergistic HRMPs in an on-going effort to control the talented FLMs’ turnover intentions. Precisely, it examines the impact of two formative bundles, namely, skills-enhancing practices (SEPs, i.e. training and development) and motivation-enhancing practices (MEPs, i.e. pay, promotion, recognition and job security) on FLMs’ turnover intentions through organisational commitment. The research methodology employs a positivist philosophy, deductive approach and a quantitative method followed by a survey-based research design. A total of 500 questionnaires were distributed through random sampling technique; 344 questionnaires were finalised for analysis. PLS-SEM was used to test the research hypotheses. Contrary to conventional wisdom, the findings of this study indicate that both SEPs and MEPs demonstrate no significant direct impact on talented FLMs’ turnover intentions. However, organisational commitment (OC) has been found to fully mediate the relationships between both HRM bundles and FLMs’ turnover intentions. This research contributes to HRM literature particularly in the area of HRMPs—Turnover relationships. Furthermore, this study reveals that socio-economic relationships can be used to influence FLMs’ OC and turnover intentions. The findings further suggest that adoption of effective SEPs and MEPs in local banks enhance talented FLMs’ skills and motivation which eventually reduce their turnover intentions. Additionally, this study highlights the important and critical role of OC in HRMPs—turnover relationships, particularly in the Pakistani banking sector and further recommends management to review their HRMPs, which not only tend to reduce turnover but also lead to FLMs’ enhanced enthusiasm to serve.
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López-Cotarelo, Pérez Juan Pablo. "HRM in practice : an application of actor-network theory to human resource management in retail." Thesis, University of Warwick, 2012. http://wrap.warwick.ac.uk/57619/.
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HRM practices have predominantly been seen as means put in place by top management to achieve certain ends. This thesis argues that approaching the HRM phenomenon in this way is limiting because it establishes a divide in HRM activities between those aspects that conform to top management intentions, contribute to consistency of HRM practices, and produce desired effects; and those that are not part of top management design, are a source of variability in HRM practices, and are at best irrelevant, at worst detrimental to the efficacy of HRM practices. Variability in HRM practices within organisations has become an important focus for debate in the strategic human resource management (SHRM) literature. This thesis argues that an alternative view of HRM is required for the field to move forward. Practice perspectives in organisation and management studies provide the basis for an alternative approach to studying HRM. Actor-network theory is particularly well suited for examining patterns of repetitive activity across time and space, and thus constitutes a useful framework for understanding consistency and variability in HRM practices. This thesis presents empirical research that applies actor-network theory to provide a ‘flat’ description of HRM activities in a large UK-based fashion retailer. Through an innovative research design that uses participant narratives of HRM episodes (n=112), HRM activity in the company is characterised as distributed, emergent and patterned. It is distributed in the sense that employment outcomes were produced through assemblies of heterogeneous –human and nonhuman– elements. It is emergent in the sense that the set of associations that were made in order to produce an employment outcome was not predictable, nor was the outcome itself. Both were the result of the associations that became stabilised during the flow of activity. Finally HRM activities were patterned through the standardising actions of central actors and their associated artefacts. In particular members of the HR department found ways to retrieve information from the field, transform it into standards, and deploy these standards back to the field in order to produce repetitive patterns. This alternative view of HRM implies a novel understanding of the nature of HRM practices, the role of variability and consistency, and the ways in which the effects of HRM may be produced. Such understanding acknowledges that effects of HRM are produced as much through variability as through consistency, and that these must not be understood as opposite, mutually exclusive features of HRM systems. The implications for research and practice are wide-ranging. This thesis strongly advocates a case study research programme that provides rich descriptions of HRM activities in diverse settings, as the best way to advance the field and produce practitioner relevant knowledge and advice. Practitioners are advised to pay attention to the processes through which HRM outcomes are produced in their organisation, and to the means by which they themselves deploy their agency to create patterns in those processes.
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Al, Wahshi Adnan S. "Human resource planning practices in the Omani Public Sector: An exploratory study in the Ministry of Education in the Sultanate of Oman." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2016. https://ro.ecu.edu.au/theses/1915.
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Human resource planning (HRP) is the management process that helps organisations prepare for the number of employees and the types of skills needed to achieve organisational goals and objectives. In short, the aim of HRP is to have the right people in the right place at the right time. However, unlike the private sector, HRP practices are not widespread in the public sector. Literature on the ways in which HRP is conducted in public sector organisations has been limited to date. While the process of moving from traditional models of public management to New Public Management (NPM), and the Resource-Based View (RBV) approach implies the need for emphasising the central role of the Human Resource Management (HRM) function, the question of how public-sector organisations implement HRP remains largely unanswered in the existing management literature.
The focus of this study was to explore the current practices of HRP in the Ministry of Education (MoE) in Oman, an unexplored context, in order to gain an understanding of good practice, and recommend further improvements. An interpretive case study methodology was adopted for this study which enabled the researcher to gain access to the tacit knowledge held by experienced practitioners who are involved in HRP processes in the MoE.
The analysis of data collected through interviews with key informants revealed that despite the implementation of some strategies, the MoE did not formulate or implement a comprehensive HRP approach. The focus for the MoE remains on operational and annual requirements with only few attempts made to incorporate HRP into strategic planning efforts or to involve HRP professionals in strategic planning processes. Strategic and operational HRP practices in the MoE have lagged the good practices highlighted in the literature. The results from this study also indicate that HRP professionals lack the ability, knowledge, and skills necessary to develop and implement effective HRP practices. The study found that HRP in the MoE is influenced by both external and internal factors. The external factors were government policies, the legal context, the labour market and the economy, while the internal factors included organisational structure and culture.
Through cross-comparison and alignment of MoE practices with those best practices identified in the literature, the key characteristics of good HRP practices in Oman’s MoE were identified. This study begins to address this issue by attempting to use RBV and NPM theories to explain how HRP practices are currently recognised and used in publicsector organisations. The implications of the study suggest that having HRP in place is conducive to improving the competitiveness of the organisation. Moreover, under the principles of NPM, the study has been able to show how people at both strategic and operational levels of public organisations adopt, develop and manage the new concept of strategic HRP to continually improve organisational performance. This calls for researchers and those interested in the theory to give particular attention to the development of the skills and competencies of HRP professionals, including the skills needed to explore the ways that HRP is used to achieve competitive advantage. Further, in order to facilitate the effective adoption and application of NPM reforms, efforts should be made to prepare public-sector organisations well in terms of their culture, policies, rules and regulations.
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Орловский, Дмитрий Леонидович, and Мухамед Файсал Авада. "Формирование кадрового резерва предприятия при поддержке HRM-системы." Thesis, НТУ "ХПИ", 2017. http://repository.kpi.kharkov.ua/handle/KhPI-Press/38099.
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PAN, Shumin. "Do Cultures Really Matter? : A Case Study of Human Resource Management Strategies." Thesis, Uppsala University, Department of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-106314.
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The purpose of this research study is to explore the relationship between cultures and Human Resource Management Strategies in Swedish Multinational Corporations. In order to achieve this purpose, a multiple-methods research design is adopted. The study consists of two steps. The first step is a pilot study which aims to give a general picture and the direction for the further case study. A case study is the second step; here, three companies are studied by conducting interviews: ArtsNordica, TeliaSonera and Company A, with the intention of highlighting the important issues of cultures and HRM strategies.
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Venos, Taki. "HRM och Personalarbete : Bemanningsarbetets implementering i en medelstor kommun." Thesis, Mälardalens högskola, Akademin för hälsa, vård och välfärd, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-39055.
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HRM innefattas av bemanningsarbete och hur man tillämpar detta genom strategiska arbetssätt (SHRM). Syftet med studien var att se hur åtta olika enheter arbetar med bemanningsfrågor och frågeställning var hur enheterna lyckas implementera bemanningsarbetet i linje med deras visioner, strategiska och praktiska arbetssätt. Resultatet visade två centrala delar, kvalité och internt samarbete som enheterna har som vision. Strategiskt och praktiskt sett finns där likheter och skillnader i bemanningsarbetet. Däremot om man lyckas implementera enhetliga definitioner av vad bemanningsarbete är samt att enheterna samarbetar mellan varandra och nyttjar varandras erfarenhet och kompetens, kan detta skapa godare förutsättningar för att nå upp till kommunens vision om ett bemanningsarbete som är garanterad, kostnadseffektiv och som lever upp till kundens behov.
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Beh, Soo Hian. "Human resource management competencies : implications for health service managers in the hospital system." Thesis, Queensland University of Technology, 2003.
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Modin, Klas, and Pettersson Christin. "Ledarskap och personalomsättning inom mäklarföretag med franchisestruktur : kan HRM bidra till minskad personalomsättning?" Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-11483.
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Syfte Vi vill undersöka om och beskriva hur Human Resource Management kan bidra till minskad personalomsättning inom franchisedrivna fastighetsmäklarorganisationer. Huvudfrågor: Hur upplever anställda och före detta anställda fastighetsmäklare att personalomsättning påverkar branschen och deras arbetssituation? Hur skulle en mer omfattande organisationsstyrning med inriktning på HRM kunna minska personalomsättning inom fastighetsmäklarorganisationer styrda enligt franchisestruktur? Metod I arbetet hålls ett Hermeneutiskt synsätt. Ämnet personalomsättning och dess orsaker har tidigare behandlats i uppsatser som berör fastighetsmäklarbranschen och vi ser vårt arbete som en vidareutveckling i denna fråga. För att få en uppfattning om hur medarbetare ser på ledarskap och personalomsättning, används den kvalitativa intervjumetoden. Resultat & Slutsats De svar som framkom av intervjuerna med anställda och före detta anställda, visar att det finns en stark oro för personalomsättningen inom fastighetsmäklarbranschen. Detta påverkar anställda mäklares redan höga arbetsbelastning. Mäklarna känner även en oro över att personalomsättningen kan komma att urholka förtroendet för branschen om detta fortsätter. Ett exempel på detta är att kunder drabbas då det byts personal under pågående försäljningsuppdrag. Huvudmotivet för användande av HRM i franchisestyrda fastighetsmäklarorganisationer bedömer vi vara möjligheten att bevara organisationens anseende både som attraktiv för anställda samt att de fortfarande har kvar kundernas förtroende. Förslag till fortsatt forskning För att få en bredare syn inom berört område kan fortsatt forskning ur ledarens perspektiv kring ledarskap och personalomsättning undersökas. Även en studie på just lämpligheten av franchiseformen inom denna bransch, där humankapital är enda tillgången, skulle vara intressant att forska vidare kring. Ett annat ämne som organisationer bör uppmärksamma är hur fastighetsmäklarrollen kan anpassas för att kunna behålla personal som blir äldre och skaffar barn? Varför har anställda synen att de inte kan vara kvar inom yrket när de bildar familj? Uppsatsens bidrag Uppsatsen bidrar till att påvisa de faktorer mäklare upplever som hinder för att stanna kvar inom branschen. Genom dessa ges organisationerna ett verktyg för att arbeta fram personalpolitik och strategier för att minska personalomsättningen utifrån ett HRM-perspektiv.Aim We want to examine if and describe how Human Resource Management can contribute to lowered employee turnover within franchise based real estate organizations. Main questions: How do real estate agents and former real estate agents experience the impact of employee turnover in the sector and in their work situation? How would a more extensive organizational steering with a focus on HRM lower employee turnover within franchised based real estate organizations? Method In the thesis a Hermeneutic approach is used. The subject of employee turnover and its impact has been discussed earlier in other thesis that covers the real estate sector and therefore we view our assignment as a further study on this subject. To get an understanding on how the view of the sector’s employees are regarding leadership and employee turnover, qualitative interviews are used. The main motive to use HRM in franchise based real estate organizations we assess that the possibility should be to maintain the reputation, both as attractive for employees as well as keeping the client’s trust. Result & Conclusions The answers from the questions in the interviews with employees and former employees show that there is a strong concern regarding employee turnover within the real estate sector. It affects the employed real estate agent’s already heavy workload. The real estate agents feel that the employee turnover can weaken the trust for the real estate sector should it continue. One example of this is that clients are affected when employees are exchanged during a sales process. We assess the main motiv for the usage of HRM in franchise controlled real estate organizations to be the possibility to preserve the organizations’ reputation as attracttive for employees as well as keeping the clients’ trust. Suggestions for further research To get a broader view within the chosen subject, further research from a leader’s perspective on leadership and staff turnover can be made. A study regarding the suitability of franchise as organizational form within the sector, where human capital is the only asset, would be interesting to explore. One important subject that should be observed by organizations is that how the role of the real estate agent can adapt to keep older employees and employees starting families. Why have employees the view that they can’t stay within the profession when they start having families? Contribution of the thesis The contribution of the thesis shows the factors the real estate agent experiences as obstacles to stay within the sector. Through this the organization is given tools to work up an employee policy and strategies to lower the staff turnover by the use of a HRM.
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Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges and Changes." Licentiate thesis, Linköping : Department of Management and Economics, Linköping University, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7662.
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Crawley, Eugene. "The strategy process and human resource management in local government : a study in theory and practice." Thesis, Manchester Metropolitan University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.312226.
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Lorge, Malin, and Julia Storm. "Mångfaldsarbete i en kommun : en kvalitativ stuide utifrån ett ledningsperspektiv." Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35761.
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Utgångspunkten för denna studie är att mångfald i arbetslivet är ett komplext område som är i ständig utveckling. Syftet med studien är att belysa en kommuns interna mångfaldsarbete utifrån ett ledningsperspektiv. Detta undersöks utifrån kommunens styrdokument, användningen av dessa och respondenternas uppfattning kring mångfaldsområdet. Empiri har inhämtats genom fem semistrukturerade intervjuer och analyserats med inspiration från hermeneutiken. Resultatet påvisar att styrdokumenten, dess implementering samt uppfattningen kring mångfaldsarbetet och mångfaldsområdet är oförenade. Det råder en enhetlighet kring vilka styrdokument som är kopplade till mångfald och hur dessa ska användas. Den faktiska användningen av dessa är dock sparsam och det råder bristande överensstämmande kring vad mångfaldsarbete och mångfaldsområdet innebär. Baserat på detta diskuteras utmaningarna kring mångfaldsarbetet i kommunen utifrån bristen av kontextualisering och utifrån mångfaldsarbetet som en förändringsprocess. Avslutningsvis redogörs en slutsats utifrån studien och förslag på vidare forskning inom ämnet.The approach for this study is that diversity in working life is a complex area which is constantly evolving. The purpose of the study is to investigate a municipality's inhouse diversity work from a management perspective. This is examined by viewing the municipality's governing documents, the use of these and the respondents' perception of diversity. Empirical data has been gathered through five semi-structured interviews and analyzed with inspiration from hermeneutics. The result shows that the governing documents, its implementation and the perception of diversity and diversity work are disconnected. There is uniformity around which governance documents that are linked to diversity and how these should be used. However, the actual use of these documents is sparse and there is insufficient consistency about diversity work and the respondent’s perception of diversity. Based on this, the challenges of diversity work in the municipality are discussed based on the lack of contextualization and by viewing diversity work as a change process. Finally, a conclusion for the study is presented and proposals for further research on the subject is offered.
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Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges, Changes, and Capabilities." Doctoral thesis, Linköping : Department of Management and Engineering, Linköping University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11533.
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Yue, Xiaofeng, and Pei Liang. "Workspace Optimization for Human Resource Management in Project-Based Organizations from a Managerial Perspective." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71159.
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The importance of office physical layout has never been studied by scholars andentrepreneurs from the perspective of managing human resources in project-basedorganizations (PBOs) from a managerial perspective. This paper believes that officephysical layout has great influence on organizations’ working efficiency in PBOs. Withthe increase of PBOs, it requires a new context for human resource management (HRM).The paper mainly focuses on the impact of office physical layout on communication andinnovation in PBOs. In the literature review part, the paper collects together relevantresearches, experiments, and theoretical studies on physical layout, PBOs,communication and innovation, and finds out the gaps between the empirical situationsand current theoretical studies. Moreover, the relations between office physical layout,communications, innovation and organizational competitive advantage will be explored.The discussions and analysis are based on the premise that if people can maximize theopportunity of communication in PBOs through office physical layout, the possibility ofknowledge transfer and knowledge integration, creativity and innovation will also belargely improved. To testify this premise, we spent five months research time andfocused on four companies in Sweden and took interviews with their senior managers.The paper also does comparisons with the office physical layout in PBOs and in otherorganizations to find out whether organization’s natures will influence its working waysand their office physical layout. The implications of the work for both future researchand practice are taken into our considerations. The result of this research shows officephysical layout indeed has great impact on employees’ communication, innovation andworking efficiency. However, different organizations should take into their empiricalconditions into consideration when designing their office physical layout.
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Löfgren, Jonna. "Human Resource Management i ett litet företag : Strukturerad som organisation eller familj?" Thesis, Stockholms universitet, Sociologiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-117554.
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Begreppet Human Resource Management, d.v.s. ledning av de mänskliga resurserna, har de senaste åren vuxit sig större. Detta beror bl.a. på att medvetenheten kring organisationer och hur man får anställda att öka produktiviteten har blivit större. Idag vet vi att de psykosociala faktorerna på en arbetsplats är av stor vikt för att få en ökad produktivitet och effektivitet. Före och under 30-talet ansåg forskare att människan drevs och motiverades av ackordslöner och andra belöningar. Idag vet vi bättre och företag som har ett HR-perspektiv arbetar aktivt för att skapa delaktighet, motivation, engagemang, socialt stöd, kompetensutveckling etc. Detta för att personalen ska må bra och bidra till organisationen med sin kunskap och kreativitet. På så sätt blir organisationen mer effektiv och de anställda mer produktiva. Denna studie syftar till att undersöka hur HRM-arbetet ser ut på ett mindre företag där det inte finns någon specifik HR-funktion. Lyckas företaget skapa delaktighet, motivation, engagemang, kompetensutveckling, goda relationer och socialt stöd och hur påverkas de anställda av dessa komponenter? Med en kvalitativ metod undersöks dessa frågor. Datamaterialet besår av åtta semistrukturerade intervjuer. Utifrån den såkallade Harvardmodellen studeras komponenterna delaktighet, motivation, engagemang, kompetensutveckling och goda relationer. Vidare studeras även komponenten socialt stöd då detta spelar en avgörande roll enligt Krav-kontroll-stödmodellen. Resultatet visar att det finns en del brister på arbetsplatsen gällande delaktighet, tydlighet, dokumentation och delvis socialt stöd. Företaget har dock lyckats skapa trivsel, engagemang och motivation trots avsaknaden av en specifik HR-funktion. Studien visar att goda relationer och de sociala stöd som erbjuds verkar ha fungerat som en buffert som kompenserar bristerna i delaktighet.
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Hoppas, Costas A. "Strategic human resource management and oganisational performance : a study of the university administrators in Cyprus." Thesis, University of Wolverhampton, 2013. http://hdl.handle.net/2436/322367.
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Nowadays, organisations are seeking to understand how one of the last truly competitive resources, their human resources, can be managed for competitive advantage (Allen and Wright, 2006). As Wright and McMahan (2011) state, today an organisation’s human resources have become more important than ever to their success. Consequently, a better understanding is needed of the role of HRM in creating better organisational performance. Although, human resource management practices have continued to be the focus of strategic HRM research (Combs et al., 2006), human capital has received little attention (Takeuchi et al., 2007), and human resource behaviours have received even less (Sun et al., 2007). This study theoretically develops and empirically tests a conceptual model that describes how the system of HRM practices is likely to have an impact on organisational performance. Drawing on the Resource Based View, the Behavioural Perspective and the Social Exchange Theory, the study provides a conceptual framework consisting of five constructs through which the underlying mechanisms linking the system of HRM practices and organisational performance are examined. It is proposed that HRM systems improve organisational performance by strengthening human capital and employee attitudes and behaviours (employee commitment). Primary data was collected from public and private universities in the Republic of Cyprus. The empirical analysis investigates the interrelationships between multiple independent and dependent variables that exist in the relationship between the perceived system of HRM practices and organisational performance. The study also intends to test the Resource Based View (RBV) and Social Exchange Theory at the higher education sector, by examining the level of human capital and employee commitment as mediating mechanisms through which a system of HRM practices affects university performance. To analyse the data and test the proposed hypotheses, Multivariate Analysis of Variance (MANOVA) and Structural Equation Modelling (SEM) were employed. Goodness-of-fit measures were utilised to assess the structural fit of the overall model. As the aim of the study was to test and investigate the structural model that explains the relationship between the five constructs, standardised path coefficients and the significance of the hypothesised relationships were utilised to test the postulated hypotheses in a causal diagrammatic form. The results of the analyses revealed that the perceived system of HRM practices has significant positive effects on both, the level of human capital and employee commitment. In addition, the analysis indicated that the level of human capital has significant positive effects on employee performance, while at the same time employee commitment has also significant positive effect on employee performance. Moreover, the impact of employee performance on organisational performance was found to be positive and statistically significant. The analysis also revealed that the perceived system of HRM practices has a significant positive and direct impact on organisational performance. Finally, the relationship between employee commitment and organisational performance is significant and direct. Interestingly, the model indicates no significant direct impact between the level of human capital and organisational performance. The current research can be considered as pioneering in the area of strategic HRM in higher education, since it demonstrates that the simultaneous use of the Resource Based View and the Social Exchange Theory can provide empirical evidence for examining the mediating role of organisational resources (the level of human capital) and employee attitude and behaviour (employee commitment) as well as employee performance at university-level education. In addition, the results of this thesis contribute to the existing body of research and knowledge and provide recommendations regarding the role of the perceived system of HRM practices as an organisational mechanism that may help universities to configure valuable bundles of committed administrative employees who are equipped with high level of knowledge, skills and abilities (KSA’s).
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Cloete, Annemarie. "Living organisational values in a multi-cultural environment : a South African case study." Diss., University of Pretoria, 2013. http://hdl.handle.net/2263/33421.
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Organisational values consist of enduring and indispensable tenets which underpin organisational culture and form the foundation for an organisation’s purpose and goals. It should represent a unique set of collectively shared values, which silently gives direction to the multitude of decisions to be made on a daily basis within the organisational domain. Unfortunately, companies seem to place an overt focus on articulating and promulgating their values as opposed to embedding it in the hearts and minds of their employees, who ultimately have to live the values. The challenge therefore still remains for organisations to not only articulate their values, but rather focus on inculcating and, in actuality, living these values, thereby making them a business ‘weapon’ - a powerful source to be reckoned with. The question arises: Are they getting it right?Mini Dissertation (MCom)--University of Pretoria, 2013.
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Ostrowski, Romuald, and n/a. "Outsourcing the human resource development function in the Australian Public Service." University of Canberra. Professional & Community Education, 1999. http://erl.canberra.edu.au./public/adt-AUC20060823.170859.
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The Howard Government has made public its agenda to significantly reform the
Australian Public Service (APS). It has presented its vision for a highly efficient
APS which is globally competitive by being customer focused, and by
benchmarking best practice in organisation management. Outsourcing of a
range of internal functions is but one of the strategies Commonwealth agency
Chief Executive Officers are applying or considering to apply in achieving the
Government's vision for a reformed APS.
When examining functions to be outsourced within Commonwealth agencies it
seems that many senior managers see benefits in outsourcing a range of
corporate support functions. Such support functions, which are considered as
potentially being undertaken by private sector vendors, generally include
property management, financial management, payroll services, records
management, human resource management (HRM) and human resource
development (HRD).
In view of the varying impacts different functions have on an organisation it
would be rational to consider the implications of outsourcing each function
separately. All functions are complex and have their own specific impacts on
the organisation. In its own right HRD has a significant impact on an
organisation in that it develops and trains employees, initiates and delivers a
range of interventions to improve performance and brings about a desired
corporate culture.
The idea of outsourcing the HRD function presents an interesting topic for
study. Recent APS reforms, which include outsourcing strategies, provide an
opportunity to examine the practice of outsourcing the HRD function within
selected Commonwealth agencies.
Outsourcing the HRD function, within the Commonwealth context, raises two
basic questions:
· What factors need to be considered before deciding to outsource (or not
outsource) the HRD function?
· What factors do managers within selected Commonwealth agencies
consider before arriving at a decision to outsource the HRD function?
In essence this study seeks to review how HRD and outsourcing generally
apply to the APS. It also critically examines the outsourcing of the HRD
function in certain Commonwealth agencies, and the implication this could have
for ongoing people and organisation development.
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Skoglund, Natalie, and Shabnam Ismailova. "Medarbetarengagemang ur ett HRM perspektiv : En kvalitativ studie om faktorer som påverkar medarbetarengagemang." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-54479.
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I studien har fyra faktorer identifierats som anses ha en påverka påmedarbetarengagemang inom SME företag; Värderingar som anses öka känslan av meningsfullhet hos medarbetaren. Studiens resultat förespråkar fokus på bland annat individuella värderingar samt gemensamt framställda värderingar.Decentralisering anses också ha en påverkan på känslan av meningsfullhet hos medarbetaren. Här rekommenderas hög grad av autonomi och medarbetarinvolvering inom beslutsfattanden. Trygghet i chefer och kollegoranses bidra till en ökad psykologisk säkerhet hos medarbetaren. Studiens resultat förespråkar transparens och öppenhet, kontinuerliga dialoger om välmående samt gemenskap. Stöd och kommunikation anses påverka medarbetarens psykologiska samt fysiska tillgänglighet. Här rekommenderas kontinuerliga puls-mätningar och möten för att identifiera kompetensgap och behov av stöd. I följd av detta ska medarbetarna även ha tillgång till coachning eller andra former av stöttning.
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Elm, Dana, and Rebecca Grindeland. "Strategic Human Resource Management : en kvalitativ studie om organisationens förmåga att behålla nyckelmedarbetare." Thesis, Högskolan Väst, Avd för företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-11146.
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Under de senaste decennierna har HRs roll förändrats inom organisationerna. Från att vara enlägre administrativ funktion har HR ökat i betydelse och anses idag vara en strategisk resurs,vilket har lett till att begreppet SHRM myntats. Inom SHRM återfinns rekrytering, hanteringav humankapitalet och bevarande aktiviteter. Fokus bör ligga på bevarandet av nyckelmedarbetaresom är viktiga för organisationens konkurrenskraft på arbetsmarknaden när det idag tillstor del är arbetstagarens marknad. Syftet med vår studie är att undersöka hur organisationeranvänder HR-funktionen för att locka nyckelmedarbetare att stanna kvar, med fokus på framgångsfaktorer för ett lyckat strategiskt HR-arbete, samt dess påverkan på det psykologiska kontraktet. Vi har använt oss utav kvalitativa intervjuer med tre informanter som ingår i en organisations ledningsgrupp. Materialet har sammanställts och analyserats genom en tolkande ansats där vi med stöd av tidigare forskning identifierat relevanta begrepp som undersökts empiriskt. De slutsatser som vi kan dra om SHRM som arbetssätt är att det krävs kunskap och insikt hos ledningen om vad för potential HR-funktionen har att bidra med till organisationen för att kunna implementera SHRM som arbetssätt. Angående bevarande åtgärder för att behålla nyckelmedarbetare bör organisationer först och främst tillkännage att nyckelmedarbetare finns för att de ska kunna motiveras till att vilja arbeta med bevarande aktiviteter för att behålla dessa. Vi kan även dra slutsatsen att det psykologiska kontraktet bortprioriteras när personalomsättning har blivit en naturlig del av organisationens vardag.Great changes have occurred in HR over the last few decades. From being a lower, administrativefunction, HR has developed to a strategic resource in, operating in the higher levels of the organization, which has lead to the development of SHRM. Within the field of SHRM we can find recruitment, management of human capital and activities to decrease turnover. Attention should be paid to retain key employees whom are of great importance for creating a competitive advantage for the organization on the labor market. The purpose of this study is to investigate how organizations use the HR-function to increase retention among key employees; focusing on success factors for a strategic HR-work and its effect on the psychological contract. We've used qualitative interviews containing three informants that represent an organizations operational management team. The material has been assembled and analyzed through an interpreting approach where we, supported by theories and previous research, have identified relevant terms that have been investigated empirically. A conclusion regarding SHRM, as a practice, is that it demands a high level of knowledge and insight within the operational management team regarding the diversity of HR and how it can contribute to the organization in order to be implemented within the organization. Regarding activities to decrease turnover to keep key employees, organizations primarily need to signify the existence of key employees to even consider wanting to work with these kinds of activities. Furthermore, we have identified the lack of priority that the psychological contract gets if turnover has become a natural part of the everyday life within the organization.
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Wapshott, R., O. Mallett, and David P. Spicer. "Exploring change in small firms' HRM practices." Springer, 2014. http://hdl.handle.net/10454/17815.
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yesThe academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.
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Bao, Chanzi. "Senior management perception of strategic international human resource management effectiveness : the case of multinational companies performance in China." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4437.
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The intense competition arising from globalisation requires MNCs to manage their HRs globally and strategically to become a source of competitive advantage. Hence, SIHRM acknowledges the need to balance global integration and local responsiveness, together with emphasising the importance of seeking strategic fit between HR policies and business strategy, which in turn leads to superior firm performance. Furthermore, this development also increased awareness and recognition of the role of senior managers and cultural traditions. Therefore, the primary purpose of this research was to explore the relationship between SIHRM effectiveness and firm performance as perceived by senior management coupled with the influence from MNCs' headquarters and Chinese cultural values. Consequently, the researcher selected a case study approach with a triangulation data collection method through questionnaires and semi-structured interviews undertaken in four selected subsidiaries of MNCs. The research findings strengthened the theoretical foundations of several HRM models, together with supporting Analoui's eight-parameter approach (1999) as a functional, coherent and interlinked framework regarding the effectiveness of senior managers. In particular, this research found that quality enhancement of products and service was the preferred and adopted key business strategy amongst the studied MNCs. Whilst they are also seeking to balance globalisation and localisation through reconciling control and adaptation rather than satisfying one at the expense of the other, such that the trend is for Western HR policies to be gradually accepted and internalised by the younger generation of the Chinese managers. Finally, this research made several recommendations to foreign MNCs operating in China.
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Alnuaimi, Asma. "Happiness at work in the UAE : the role of leadership style and human resource management." Thesis, University of Manchester, 2018. https://www.research.manchester.ac.uk/portal/en/theses/happiness-at-work-in-the-uaethe-role-of-leadership-style-and-human-resource-management(0c69e769-c454-4261-9c4e-b622d357f2d2).html.
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There is a wealth of literature on job satisfaction from both Western and Eastern experiences and perspectives, but the literature is limited when it comes to happiness at work, especially in the Arab region. This study is an attempt to encourage research studies in the field of happiness at work in the Middle East and specifically in the United Arab Emirates, the context of the present research, to influence planning in government organisations in implementing a strategy for long-term impacts on happiness levels. This research uses a mixed methods approach of both questionnaires and interviews to collect data. The analysis is conducted by using quantitative and qualitative tools to recognise the gaps and the factors that influence happiness at work and suggests recommendations in order to raise happiness across organisations over the long run. The findings of this study emphasise the necessity of correlating HRM practices, rules and systems with strategic planning that focuses on employee happiness as the greatest purpose of an organisation. The findings emphasise the power of three factors related to employees' feelings towards work which are: Leadership style, organisational culture and organisation structure and how reflecting them in an organisation will positively influence satisfaction and build a strong, positive and happy workplace. This research also discusses one of the controversial inquiries found in the literature about the relationship between job satisfaction and happiness. A conceptual framework is suggested to illustrate the connection between job satisfaction and happiness from a new perspective and clarify how these two concepts positively interact. It clarifies that organisations that indicate a high-level of happiness at work usually indicate a high-level of job satisfaction, and when an organisation achieves a high-level of job satisfaction, it can be deduced that people in the organisation are happy, even where happiness per se is not measured. The findings also show that the role of religion in raising happiness in general is clearer than its role in raising happiness at work and that employees from the sample group, who emphasise the importance of practicing religious rituals, still indicate low feelings towards work regardless of all the facilities that are provided to them to practice their religion.
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Thilén, Frida, and Elin Pettersson. "Talent Management : Utan Talent Management?" Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-30081.
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Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet.The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.
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Granath, Inger, and Ann Bergfeldt. "Kompetens och Evidens : inom boendestöd socialpsykiatri i Värmland och Dalsland." Thesis, Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-31569.
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Syftet med studien var att kartlägga vilka förutsättningar boendestödjare i Värmland och Dalsland har att hantera sina arbetsuppgifter utifrån kompetens och evidens. Vi använde oss av en kvantitativ metod och gruppenkäter för att kunna göra denna kartläggning. Studien riktade sig till enhetschefer inom socialpsykiatrin samt dess personal som jobbar inom boendestöd mot brukare med egen bostad. Två enkäter gjordes varav den ena riktades mot enhetscheferna och den andra mot personal. Totalt tillfrågades 23 kommuner att delta i studien och av de svarade 17 kommuner på enkäterna vilket ger en svarsfrekvens på 74 %. Svarsfrekvensen bland boendestödjarna var 63 %. Studien ger en överblick hur verksamheterna inom boendestöd i Värmland och Dalsland arbetar med kompetens och evidens. Studiens resultat visade att majoriteten av personal inom boendestöd i Värmland och Dalsland hade den utbildning som fanns att tillgå för att jobba inom socialpsykiatrin, vilket är vård- och omsorgsutbildning. För att få reda på hur det ser ut med kompetensutveckling i kommunerna slogs tre frågor samman och bildade ett index. De flesta kommuner i studien hade kompetensutvecklingsplaner och studien visade ingen skillnad mellan stora och små kommuner. Personalen hade en positiv attityd till hur genomförandeplaner används. När det gäller att arbeta med ny forskning bör det enligt studiens resultat ske en förändring då det var få som hade en positiv attityd till hur ny forskning tas in i arbetet.The purpose of the study was to identify preconditions for housing support within competence and evidence- based work in Värmland and Dalsland. We used a quantitative method with questionnaires. The study was directed to unit managers in social psychiatry and its staff working in housing support for clients in their own homes. Two questionnaires were maid, one which was directed to unit managers and the other towards staff. A total of 23 municipalities were asked to participate in the study and of the 17 municipalities that responded to the questionnaire giving a response rate of 74%. The response among using support was 63%. The study provides an overview how competence and evidence- based work are used of housing support in Värmland and Dalsland. The results of the study show that the majority of staff in housing support in Värmland and Dalsland has the education that is available to work in social psychiatry, which is health and social care education. Most municipalities in the study has development plans, and there is no difference between large and small municipalities. The test gave a positive result showing a high reliability value. The staff had a positive attitude towards the execution plans used in work. When it comes to working with new research a change should take place according to the result of the study because the attitude was not positive how new research are used in work.
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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.
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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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Gustavsson, Aron. "Att mäta HR - Ett oviktigt behov? : En studie om att mäta Talent Managements ekonomiska effekter." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19789.
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Sammanfattning Examensarbete, Human Resource Management, Ekonomihögskolan vid Linnéuniversitetet. Organisation, VT2012. Bakgrund: Intresset för Talent Management har växt allt starkare bland svenska företag men det finns lite forskning som stödjer dess lönsamhet. HR och personalavdelningar har länge försökt att mäta ekonomiska effekter av de aktiviteter som är kopplade till företagens mänskliga resurser. Dessa mätningar förväntas ge HR-avdelningar ett större inflytande i företagen och skulle kunna ge Talent Management teoretisk legitimitet. Syfte: Uppsatsens syfte är att kartlägga i vilken utsträckning svenska företag följer upp de ekonomiska effekterna av Talent Management, hur och varför det görs eller inte görs. Syftet är även att, om de ekonomiska effekterna följs upp, undersöka om företagen kopplar dessa effekter till lönsamhet. Metod: För att besvara studiens syfte har ett abduktivt angreppssätt med en kvantitativ enkätundersökning valts som grund för uppsatsen. Enkäten skickades ut till Sveriges hundra största företag och har följts upp av kvalitativa intervjuer för att skapa en djupare förståelse för enkätresultaten. Resultat och slutsatser: Majoriteten av Sveriges hundra största företag mäter inte effekterna av Talent Management, vilket överensstämmer med tidigare studier inom området. Bristande kunskap är grunden till att företagen inte mäter effekterna och även om viss teori belyser vikten av att mäta de ekonomiska effekterna så anser endast häften av företagen att mätningar av förtjänsterna är viktiga. Mätning av Talent Management är inte prioriterat till den grad att företagen i studien har utarbetat användbara system för att kunna mäta de positiva ekonomiska effekterna. Studien visar avslutningsvis att det finns ett behov av praktiska och teoretiska exempel för hur talanginsatserna ska kunna mätas, inte bara ekonomiskt utan överhuvudtaget.
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Lenz, Sabrina. "Open innovation and the challenges of human resource management." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/11808.
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This paper considers challenges of Human Resource Management (HRM) in Open Innovation processes. It examines which strategies managers used to overcome these problems in the case of the Brazilian Oil and Gas company Petrobras. By conducting an inductive case study it develops a contextual model based on the use of grounded theory. It argues that the most important categories were to overcome problems of (a) the interpersonal relationship, (b) power shifting inside the organization, and (c) making people more valuable to the organization and shows how managers tackled these challenges. It contributes with a deep analysis of HRM challenges in Open Innovation that is important for a better understanding of management problems that can come along with Open Innovation processes.
Este artigo leva em consideração os desafios da Gestão de Recursos Humanos (HRM) em processos de Inovação Aberta. São examinadas quais estratégias os gerentes utilizavam para superar esses problemas no caso da companhia brasileira de óleo e gás, Petrobrás. Ao conduzir um indutivo estudo de caso, é desenvolvido um modelo contextual baseado no uso da teoria fundamentada. Argumenta-se que as categorias mais importantes a serem superadas foram (a) as relações interpessoais, (b) mudança de poder dentro da organização e (c) a valorização dos funcionários pela organização, e é apresentado como os gerentes solucionaram esses problemas. Este artigo contribui com uma análise aprofundada dos desafios da HRM em Inovação Aberta, o que é importante para melhor entender os problemas gerenciais que podem surgir durante os processos de Inovação Aberta.
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De, Barros Jerome, and Panut Chanboonyawat. "Human Resource Management Concepts Within Micro Businesses : The study of Thai micro businesses." Thesis, Jönköping University, Jönköping International Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-9334.
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Micro businesses are the most common form of business in the world and they play an important role in the economic growth of every country. They are usually characterized by a lack of financial resources, which influences the management of such firms. The role of the owner manager is crucial in micro businesses and has a strong influence on every aspects of the business and one of these aspects is human resource management.
Compared to the research about larger companies, the number of researches in the scope of human resource management (HRM) specifically within micro businesses is very small. Another fact which caught the attention of the authors is that the situation in Thailand regarding HRM within micro businesses remains a blank spot. This master thesis will try to provide more information about the situation on the Thai micro businesses and human resource management within them.
In order to do so, a theoretical framework was created based on the literature available about human resource management within micro businesses. The second step was to interview the owners of nine Thai micro businesses and discover what their HRM practices are. After these steps we compared the literature and the data provided by the owners of micro businesses in order to find similarities and differences between the two.
The conclusions of this study were that many similarities could be found between the theory chosen in our frame of reference and the reality of the nine Thai micro firms. Some differences were noticed but those could not overshadow the fact that the frame of reference was able to describe the situation of the Thai businesses. This thesis obviously evidences some limitations and recommends that more studies should be performed in order to generalize human resource management within micro businesses in Thailand.
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Foster, S. "Making sense of e-HRM : technological frames, value creation and competitive advantage." Thesis, University of Hertfordshire, 2010. http://hdl.handle.net/2299/4511.
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A wide range of Human Resources (HR) processes and information can now be managed and devolved to line managers and employees using e-HRM (‘electronic Human Resource Management’). E-HRM has been defined as “An umbrella term covering all possible integration mechanisms and contents between HRM and information technologies, aiming at creating value within and across organisations for targeted employees and management.” (Bondarouk & Ruel, 2009, p.507). Contemporary e-HRM technologies contain powerful functionality that can support organisations in reducing the cost and improving the quality of Human Resource service delivery, as well as enabling higher productivity and providing strategic capability. The aim of this dissertation is to explore why the development of e-HRM has been relatively immature, given that organisations tend to take an ‘automating’ approach that focuses primarily on administrative efficiency. The central thesis is that future development of e-HRM depends on two factors; firstly, that stronger links between e-HRM and competitive advantage at the organisational level must be defined and exploited; and secondly that shared frames of reference with regard to technology are critical to gaining the support of investors in e-HRM. The dissertation explores the wider context of e-HRM and its relationship to contemporary themes such as HR transformation, service delivery models, the growth of the internet and changing employee and managerial workplace expectations. Various definitions of e-HRM are explored, together with a literature review that categorises and summarises e-HRM literature over a twenty-one year period, concluding that there has been inadequate focus on understanding how e-HRM creates value. The dissertation makes a key contribution to practice through the e-HRM Value Model, a framework for defining, understanding and articulating how e-HRM creates organisational value. Its focus is on the outcomes of e-HRM rather than its characteristics, proposing that only three forms of outcomes can be derived from e-HRM: Operational HR cost reduction, improved people management / productivity and increased strategic capability. It represents a means of defining not only the value outcomes of e-HRM, but also the linkages between value potential, value conversion and value outcomes, providing a practical framework for defining the linkages between e-HRM and competitive advantage, as well as the basis for a diagnostic tool. The dissertation makes a contribution to knowledge through the analysis and subsequent synthesis of a wide-ranging literature review and interviews with fortysix managers and line managers across fifteen organisations that were planning for or had implemented e-HRM. It concludes with a series of proposed reasons for the slow progress towards greater strategic use of e-HRM, based on a technological frames approach with regard to the Nature of Technology, Technology in Use and Technology Strategy. The dissertation argues that unless HR professionals are themselves able to make sense of e-HRM and articulate the benefits in terms of competitive advantage, e-HRM development is likely to remain immature. Further research opportunities to develop and test the model are identified, together with an assessment of the implications for e-HRM management.
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Lång, Ida, and Anna Johansson. "The link between Performance Measurements and HRM systems in SMEs : Using Swedish case studies in the trade show industry." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, ESOL (Entrepreneurship, Strategy, Organization, Leadership), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-21496.
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Banks, George C. "THE INFLUENCE OF HRM ACTIVITIES ON PERFORMANCE-RELATED OUTCOMES: EXPLORING THE DYNAMICS WITHIN THE “BLACK BOX”." VCU Scholars Compass, 2012. http://scholarscompass.vcu.edu/etd/427.
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Research has often called for studies that attempt to explain the complex causal chain known as the “black box” between human resource management (HRM) activities and individual-level outcomes. To explore the dynamics within the “black box,” this study investigates the influence of HRM activities (e.g., practices and processes) on individual-level outcomes, taking into consideration psychological empowerment as a mediating mechanism. Furthermore, to investigate how HRM activities affect individual-level outcomes, one must consider how HRM activities interrelate to create synergistic effects. Subsequently, this research contributes to the literature of strategic HRM research by investigating how and why systems of HRM activities influence individual-level outcomes.
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Haglund, Julia, and Cecilia Ljungberg. "Human Resource Management i småföretag : En kvalitativ studie om småföretags organisering, aktiviteter och utmaningar av det (strategiska) HRM-arbetet." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105468.
Full textAbstract:
The purpose of this study was to make an inventory of how small businesses work with HRM. The study is based on a qualitative research strategy with a deductive research approach. Data collection was conducted through five interviews with managers or HRM practitioners in small businesses. The results of the study show that small businesses work with HRM even though most do not have a specific HRM-manager. How HRM work is organized and carried out is adapted to needs, operations and business strategy. We can distinguish common working methods for HRM in small companies, but we can also state that the working methods differ to some extent between the companies. Clear common denominators are that well-being, participation and family feeling permeate the companies' HRM strategies and how they work with different HRM methods. While some parts of HRM work are more strategic, large parts are of a more informal nature. Our results also show that small businesses can gain benefits by adopting more strategic approaches.Syfte: Syftet med studien är att inventera på vilka sätt småföretag arbetar med HRM. Metod: Studien utgår från en kvalitativ forskningsstrategi med en deduktiv forskningsansats. Datainsamlingen har erhållits via fem semistrukturerade intervjuer med HRM-ansvariga från småföretag. Teori: Studiens teoretiska referensram består av det resursbaserade synsättet, eftersom det är ett synsätt vilket ligger till grund för teorier om HRM. Det följs av en redogörelse för teorier om HRM och dess strategiska utveckling SHRM. För att presentera mer ingående vad tidigare forskning föreslår kring hur organisationer kan arbeta effektivt med HRM, presenteras AMO-modellen följt av identifierade ur HRM-litteraturen, viktiga HRM-metoder. Löpande redogörs för tidigare forskning i småföretag. Empiri och analys: Respondenter från fem intervjuade småföretag har fått berätta om företagens HRM-arbete. Frågor som ställts har utgått från den teoretiska referensramen och behandlat HRM-arbetets organisering, aktiviteter och utmaningar. Genom att analysera empirin har studiens resultat framkommit. Resultat: Studiens resultat visar att småföretag arbetar med HRM trots att de flesta saknar specifik HRM-ansvarig. Hur HRM-arbetet organiseras och utövas anpassas efter behov, verksamhet och affärsstrategi. Vi kan urskilja gemensamma arbetssätt för HRM i småföretag, men kan även konstatera att arbetssätten till viss del skiljer sig åt mellan företagen. Tydliga gemensamma nämnare är dock att trivsel, delaktighet och familjekänsla genomsyrar företagens HRM-strategier och hur de arbetar med olika HRM-metoder. Medan vissa delar av HRM-arbetet är mer strategiskt, är stora delar av mer informell karaktär. Resultatet visar att småföretag kan erhålla fördelar genom att anta mer strategiska tillvägagångssätt.