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Deavenport, Earnest William. "Human resource strategy : an integrative approach." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/27942.
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Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1985.MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY.
Bibliography: leaves 217-220.
by Earnest William Deavenport, Jr.
M.S.
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Lundy, Olive. "Strategic human resource management." Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.
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Molloy, Janice C. "Bridging Micro and Macro Human Resource Management through Human Capital Research." The Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=osu1211954969.
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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.
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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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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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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.
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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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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Lakshman, Sangeetha. "Multinational Companies Executive Selection Practices : challenge of Human Resource Management in International Business Management." Thesis, Paris, CNAM, 2013. http://www.theses.fr/2013CNAM0933/document.
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Les multinationales qui s’implantent à l'étranger en créant des filiales peuvent recourir à la stratégie globale, multi- nationale,transnationale et internationale afin de gérer leurs entreprises à l'étranger. Le recrutement international est un élément essentiel de lamise en oeuvre des quatre stratégies d’implémentation à l’étranger. Pour le recrutement, l'organisation peut suivre l'une des troisméthodes de dotation ou combiner les trois approches (PCN , HCN, TCN) en fonction des circonstances nationales et du cycle de vie duMNC. Dans les trois approches de recrutement (ethnocentrique, polycentrique, géocentrique) PCN , HCNs et TCN sont utilisés. Toutefois,ils diffèrent dans des proportions relatives. Il y a peu de preuves à l'appui de l'utilisation des HCNs et TCNs . La plupart des recherches ontporté sur les expatriés ( PCN) de HCN et TCN. Pour cette raison, nous voulons étudier, dans notre travail, dans quelles situations lesmultinationales utilisent les approches HCNs et TCN . Notre étude examine l'alignement entre la stratégie commerciale internationale et lerecrutement des dirigeants. Les fondements théoriques sont tirés essentiellement de la littérature existante.Les données primaires ont été recueillies auprès des cadres supérieurs de 22 multinationales. Des entretiens approfondis ont été menés etdes questions ouvertes ont été utilisés pour examiner l'alignement entre la stratégie commerciale internationale et le recrutement desdirigeants dans une filiale, le rôle joué par les expatriés au cours des différents cycles de vie de l'organisation. Les multinationalesparticipant à notre échantillon proviennent de Singapour, Dubaï, Inde, France, Pays-Bas et Belgique. L'analyse des données est basée sur laphilosophie interprétative. L'analyse des propositions de recherche révèle que le modèle de résultat est cohérent lorsque la pression de lanormalisation est plus élevée et l'utilisation de la dotation ethnocentrique ( PCN) est plus importante. Plus la pression de la normalisationest faible, plus les multinationales ont recourent à d'autres méthodes de recrutement- recrutement polycentrique ( HCNs ). La structureest partiellement cohérente avec l'alignement de la stratégie de recrutement lorsque plus la réactivité locale est plus élevée que lerecrutement polycentrique ne devrait être. Mais dans une situation donnée, le recrutement ethnocentrique est légèrement pluspolycentrique, même si la réactivité locale est élevée. Les résultats étendent l'application des théories soutenues pour expliquer lastratégie de l'entreprise et le recrutement des dirigeants et cadres et contribuent au développement des connaissances. L’implication desrésultats et des recherches futures sont recommandésMultinationals that are moving abroad for its subsidiary operation may use any one of the typology such as Global, Multi-domestic,Transnational, and International strategy in order to manage and maintain their business abroad. International staffing is a critical elementof the implementation of the four strategies for doing business globally. In staffing the international operation, the organization mayfollow one of the three staffing approaches or a combination of three approaches (PCN, HCN, TCN) depending on their domesticcircumstances and the life cycle of the MNC. In all the three staffing approaches (Ethnocentric, Polycentric, Geocentric) PCNs, HCNs andTCNs are used. But they will differ in relative proportions. There is little evidence in support of the utilization of HCNs and TCNs. Most ofthe research focused on expatriates (PCNs) than HCNs and TCNs. Therefore we want to explore on what situations multinationals useHCNs and TCNs. Further the study investigates the alignment between international business strategy and executive staffing. Theoreticalfoundations are drawn basically from existing literature.Primary data were collected from top executives of 22 multinationals. In depth interviews were conducted and open ended questionswere used to examine the alignment between international business strategy and executive staffing for subsidiary operation, expatriateroles during organization’s different life cycle. The multinationals participated in our sample are from Singapore, Dubai, India, France,Netherlands, and Belgium. The data analysis is based on interpretative philosophy. The analysis of the proposed research expectationrevealed that the pattern of result is consistent when higher the pressure for standardization, utilization of ethnocentric staffing (PCNs) ismore. Whereas the pressure for standardization is low, then multinationals used other staffing approaches - polycentric staffing (HCNs).The pattern is partially consistent with strategy staffing alignment when the higher the local responsiveness then the utilization ofpolycentric staffing should be more. But in the given situation, ethnocentric staffing is slightly more than polycentric even when the localresponsiveness is high. The findings extend the application of the underpinned theories and their beliefs in explaining the businessstrategy and executive staffing relationship and contribute to the body of knowledge. Implications of the results and direction for futureresearch are recommended
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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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Hoque, Kim. "Strategy, innovation and performance : human resource management in the UK hotel industry." Thesis, University of London, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.480946.
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Chimanzi, Jacqueline S. "An empirical investigation of factors affecting collaboration between marketing and human resource management." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366354.
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Du, Toit Goussard Carien. "Human resource development strategy in the provincial government of the Western Cape." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/1240.
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Thesis (PhD (School of Public Management and Planning
))—Stellenbosch University, 2008.This study focuses on the determinants for the development of a human resource strategy in the Provincial Government Western Cape (PGWC).The context is that a new regulatory framework for human resource development in South Africa, namely the National Human Resource Development Strategy (NHRDS) was developed by the National Ministries of Education and Labour in 2001. The purpose of the NHRDS was to provide a plan to ensure that people in South Africa are equipped to fully participate in society, to be able to find or create work, and to benefit fairly from it. At the heart of the NHRDS is the belief that enhancing the general and specific abilities of all citizens is a necessary response to the current situation in South Africa. The hypothetical point of departure of this study is formulated in such a way that acceptance of it constitutes support for the findings obtained from the literature and observations on HRD strategies as well as the implementation of the NHRDS in the PGWC. The problem for the purpose of this dissertation focuses on the research question: What is the role and context of HRD in the South African public service and does the implementation of the NHRDS justify the need and development of a HRD strategy in the PGWC? The qualitative research method that was chosen for this dissertation is the triangulation of grounded theory and a specific case study (mixed method). In this case, data used to provisionally assess the extent of implementation of the NHRDS in the PGWC, are specific key documents. To facilitate the research, to identify the core theoretical concepts and to investigate the problems identified in this study, the focus was subdivided into five research objectives which are analysed in chapters two to six of the dissertation. These are: · To provide an analysis of the nature, development, scope and concepts of Human Resource Management, Human Resource Development (HRD), training, and education, in order to examine the influence of these important external variables on the process of HRD in a public sector organisational setting and to provide context to the need for a NHRDS in South Africa. · To provide an overview of the relevant trends of transformation in South Africa with a focus on the origin, nature and implications of the transformation of South Africa after 1994 as well as the impact of the public service transformation HRD interventions in general. · To provide a systemic exploration of the scope and legislative and policy framework for HRD in the public sector in South Africa in general through an overview of the NHRDS and other HRD education and training strategies in order to provide an exposition of the rationale of the NHRDS and to get clarity on the conceptualisation of HRD in terms of skills for service delivery in the public sector. · To provide an exploration of conceptual knowledge of the variables influencing HRD through the application of a literature and documentary study of the present strategies (both internal and external) of the PGWC to develop its human resources, in order to describe and analyse the outcomes of the NHRDS process in the PGWC as well as the strategies and procedures employed to implement the NHRDS in the PGWC. · To develop a set of indicators against which the interaction of the variables influencing a successful strategy for HRD can be measured through the implementation of the NHRDS in the PGWC. The last chapter presents a synthesis of the study, taking into account the key findings. This dissertation is an attempt to make a contribution, in general, to the understanding of the role of the development of human resources through the NHRDS and is completed in the trust that the findings recorded here and the proposals made will be useful for future research. The potential benefits that can arise from the implementation of the NHRDS in the PGWC are significant. It could create a virtuous circle of increased economic growth and employment, an improved standard of living, and a more educated and trained citizenry. In conclusion, it can be stated that the hypothetical point of departure that were formulated for this study, was proven to be correct in theory and practice.
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Vong, Tze Ngai. "Managing human resource development." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636787.
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Elfman, Charlotte, and Elin Olofsson. "Strategic Human Resource Management : en strategi för att uppnå framgångsrika organisationer?" Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9626.
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Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM.Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.
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Wilkinson, Adrian. "Business strategy and the management of labour in the Co-operative Bank." Thesis, Durham University, 1990. http://etheses.dur.ac.uk/1425/.
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Crespín, Silvio J. "Completing the land-sharing strategy: reaching human-wildlife coexistence through alternative resource management." Tesis, Universidad de Chile, 2018. http://repositorio.uchile.cl/handle/2250/168714.
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Tesis entregada a la Universidad de Chile en el cumplimiento parcial de los requisitos para optar al grado de Doctor en Ciencias con Mención en Ecología y Biología Evolutiva.The land-sharing strategy implies co-occurrence of human beings and wildlife, which frequently results in loss of life or injury to people, damage to crops and predation of livestock. Consequently, wildlife is persecuted in retaliation. The existence of contrasting interests such as food security through livestock production on the one hand, and the need to protect threatened species on the other, lay the foundations for human-wildlife conflict. After a decade of the introduction of "land-sharing" there is no formal analysis on the role of conflicts in the success of this strategy. This suggests that a review of the state of the art is necessary to identify gaps in the nature of human-wildlife conflicts in the framework of the strategy. To manage these conflicts, we must understand the underlying ecological basis of the predator's response to the choice of crops or livestock instead of their natural prey. The most frequent biological interaction that prevents coexistence is the predation livestock by carnivores and a factor that could explain it is the availability of natural prey. Predators choose the most profitable prey in relation to the cost and energy benefit incurred in the search and handling of prey. Therefore, if natural prey is scarce in relation to livestock, then livestock should be more profitable. Within this framework, I first determined that coexistence between humans and wildlife has not been considered a requirement for the viability of land-sharing/sparing approaches. Second, I determined under what conditions the availability of natural prey decreases livestock predation, the underlying biological impediment of human-carnivore coexistence, by using data from the literature around the globe. I found that wild prey availability increases livestock predation rate, but open vegetation is a more important predictor. Third, I empirically tested availability of wild prey as an explanatory factor of livestock predation through field observations by comparing rates of ovine predation by foxes on fields with varying wild and domestic prey availability. I found that higher occurrences of hare decrease ovine kill rate. Finally, I discuss framing food production landscapes in a social-ecological systems context and suggest viewing manageable variables of conflict resolution as system parameters that define states of coexistence to aid in swifter conflict resolution planning.
Este trabajo fue apoyado por la "Comisión Nacional de Investigación y Tecnología" (número de beca CONICYT 63130184) y por el "Programa de Apoyo a la Investigación" de la Facultad de Ciencias de la Universidad de Chile (PAI-FAC) otorgado a Javier A. Simonetti en el Departamento de Ciencias Ecológicas. El apoyo logístico fue otorgado por la Asociación Kauyeken y la Estancia Anita Beatriz.
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Ishak, Nor K. "An exploratory study of human resource management and business strategy in multiunit restaurant firms." Diss., This resource online, 1990. http://scholar.lib.vt.edu/theses/available/etd-08232007-112005/.
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Steingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.
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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.
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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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Laforet, Anna, and Anna Larsson. "Mångfald - Från ord till handling : En kvalitativ studie om HRs strategiska arbete med mångfald." Thesis, Högskolan Dalarna, Personal och arbetsliv, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:du-18119.
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Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen.This study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.
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Wach, Bernhard [Verfasser]. "The strategic integration of human resource management / Bernhard Wach." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1190716739/34.
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Maritz, Andre. "Development of a Human Resource development strategy for the Border-Kei motor industry cluster." Thesis, Port Elizabeth Technikon, 2000. http://hdl.handle.net/10948/23.
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DaimlerChrysler’s investment of R 1.4 billion in its East London Plant has resulted in the formation and development of an industry cluster, with DaimlerChrysler as the main industry driver. The rest of the cluster is made up of suppliers to the motor industry, as well as organisations involved in attracting and stimulating economic development in the region. The investment by DaimlerChrysler signalled the entry of DaimlerChrysler South Africa (DCSA) into global markets, supplying right-hand drive C-Class vehicles to the rest of the world. As a global player, world-class quality standards are expected of DCSA and, in turn, their suppliers. World-Class skills are therefore expected of the employees from all of the organisations within the cluster. This factor poses a challenge to South African organisations who are subjected to and challenged by the legislation that seeks to address and correct the societal imbalance of the past. The research problem addressed in this study was two-fold. The first objective was to determine whether or not there was a competitive advantage to be gained by being part of an industry cluster. The second objective was to determine how suppliers to DCSA from within the cluster developed world-class skills despite the constraints imposed upon them by South African legislation. To achieve these objectives, a theoretical study was conducted on existing conditions within clusters worldwide, as well as on methods being implemented by global organisations to develop world-class skills. An empirical study, covering the topics of competitive advantage and developing world-class skills, was developed and sent to suppliers of DCSA to test the degree of concurrence between methods implemented in the Border-Kei Motor Industry Cluster and global organisations elsewhere in the world. The results of the empirical study indicated a strong concurrence in many of the factors, and essentially only differed in instances where a cluster was more developed.
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Kull, Patrik, and Erik Brandt. "Talent Management : How firms in Sweden find and nurture value adding human resources." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-871.
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Sweden is entering a time characterized by a shortfall of qualified labour. Thus companies will have to hold on to, and develop their most valued employees since it is getting harder to find competent replacements. By finding and developing Talents, companies will improve their position in the market and perhaps even create a competitive advantage. The academic discipline concerning locating, assessing, developing and retaining Talents is called Talent Management.
Purpose
To identify how the most desirable employers in Sweden work with Talent Management, and implications following its practises.
Method
The selection was made based on the response of a pre-study of 30 large Swedish companies recognised for their employment practises. Nine oral interviews, with a number of HR professionals at the corporations, were performed to investigate how they utilise Talent Management to create more value from human resources. The thesis takes a multiple case study approach investigating the utilization of Talent Management practises in Sweden.
Conclusion
The Swedish dialect of Talent Management correlates with the frame presented by theory. Swedish firms are mostly locating Talents internally but are willing to use outsourcing for some recruitments. Talents’ competencies are more important than their credentials. Within the frame of their job description, Talents are encouraged to find creative solutions to solve their tasks. Swedish firms are increasingly using assessment and clear feedback as foundation for the individual development plans. Within the individual development plans there is on-the-job training, job rotation and mentors. This is also a part of the retention process which focuses on recognition, relocation and career management. Implications of the work with Talent Management in Sweden are; since the companies investigated employed, or were about to employ, Talent Management processes, it seems that they are well prepared for the future war for Talents and will better cope with the gap occurring when baby boomers retire. Thus, firms adapting to Talent Management, and sees the strategic importance of it, can gain a competitive advantage against others not concerned with these practises.
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Nhlapo, Tsholo Mzawazi Solomon. "The implementation of human resource development strategy for total quality management within the Department of Correctional Services : focus on Groenpunt management area / Tsholo Mzawazi Solomon Nhlapo." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4831.
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To improve on service delivery, the challenge is to ensure that the correctional officials understand and are skilled in dealing with demands for better standard of service delivery by the public. There is a perception that current training programmes are too fragmented and that training does not receive the priority it deserves. There is also a feeling that current training is still too much focused on the training needs of the ''top" echelons (managers) and not the "bottom" end of the Department of Correctional Services, especially those directly dealing with day to day work situation. This study was therefore designed to examine how human resources are developed within the Department of Correctional Services, emphasizing on Human Resource Development Strategy for Total Quality Management within the Department. The research methods utilized in the investigation are qualitative and exploratory, since no comparative research on the implementation of Human Resource Development Strategy has yet been conducted in the Department of Correctional Services. The study took place at the Groenpunt Management Area. In order to obtain data, questionnaires and interviews were used and administered by the researcher with randomly selected individuals from the employees within Groenpunt Management Area. The investigation was based on the hypothesis that the effective implementation of human resource development strategy may lead to efficient total quality management in Groenpunt Management Area. The Department of Correctional Services (DCS) should utilize strategies to provide training and education to further the employees' development and chances of advancement to leadership positions. The DCS must be concerned to implement techniques that could serve to improve productivity and better service delivery. Greater employee involvement and development need to be encouraged. The findings of the study explore that the Human Resource Development Strategy for the DCS must be aimed at addressing the major human resource capacity constraints currently hampering the effective and equitable service delivery. The DCS must become a true learning organization and to ensure this the DCS must ensure that conditions necessary for improving service delivery have been established. The implementation of the HRD Strategy will ensure that the capacity of the staff within the DCS is built up to a level of competence that will ensure access to equal and competent service. The study concludes with the recommendation that appropriate human resources are required to implement strategies. The DCS further needs to have the right kind of people trained in the appropriate manner in order to carry out strategic plans. Where the implementation of strategies requires new knowledge and skills, it must be ensured that the information is built into the existing training courses and that new courses are developed if necessary.Thesis (M. Development and Management)--North-West University, Vaal Triangle Campus, 2010.
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Ritson, Neil Henry. "Strategy, flexibility and human resource management : a study of the outsourcing of maintenance in UK petrochemicals." Thesis, University of Central Lancashire, 2008. http://clok.uclan.ac.uk/7648/.
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The thesis develops themes around eight published works and as such the thesis encompasses a coherent caucus of work within the petrochemicals industry in the UK. The thesis provides evidence which confirms the widespread use of a strategy of flexibility but challenges the conception of strategy as a deliberate formal plan, and the rational economism of Transaction Cost Economics. It also casts doubt on the existence of distinct strategic levels. The multinationals in the industry have been exposed as not using a sophisticated rationale to underpin their strategy, relying instead on institutional ideologies or mimetic isomorphism. The thesis also challenges exiting conceptions of the role of Human Resources in the pursuit of strategy by showing the importance of the generic HR function in line management as opposed to an HR department.
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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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Nwachukwu, C. I. "Investigating the linkage between competitive strategy and human resource management practices in Nigeria medium-sized enterprises." Thesis, Liverpool John Moores University, 2016. http://researchonline.ljmu.ac.uk/4198/.
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Despite the growth of studies in contextual strategic human resource management (SHRM) investigating the linkage of competitive strategy (CS) and human resource management practices (HRMp), there have been minimal studies on the phenomenon in emerging economies such as Nigeria. Notably, the applicability of western models of SHRM in Nigeria has shown a lot of difficulties over time due to the peculiarity of the Nigerian context. This study therefore addresses the key question of a context-specific model of CS-HRMp linkage in Nigeria medium-sized enterprises (NMSEs). Due to the dearth of literature on CS-HRMp linkage in Nigeria, this study adopted a sequential exploratory mixed method (SEMM) which involved qualitative and quantitative methods. Exploratory interview was conducted with 10 managers and HR professionals in NMSEs and thematically analysed to contribute to the development of a questionnaire for data collection. Survey data was obtained from 323 top management and HR professionals in NMSEs and tested to achieve the aim of this study. The outcome of this study established the adoption of business-level strategies and people management practices suited to the Nigerian context. This study also examined the linkage between CS and HRMp in NMSEs and identified the direction of the linkage; also the strengths of linkage which ranged from weak, moderate to strong which previous SHRM literature has not emphasised were identified. In SHRM literature, four levels of linkages are associated with business level strategies and HRMp; however, this study found three levels of linkage in NMSEs, which are administrative, one-way and two-way linkages. In addition, contrary to previous SHRM literature suggesting only positive organisational outcomes of CS-HRMp linkage, this study found both positive and negative outcomes in NMSEs. Furthermore, in this study, key contextual factors: culture, religion, language differences, ethnicity, Nigerian economy, currency value, corruption, governmental policies, labour union, family and personal relationships that impact on CS-HRMp linkage in Nigeria were also identified. Most importantly, this study suggests a model of linking CS and HRMp signifying the context of practice in NMSEs. Therefore, this study contributes to the contextual approach to SHRM by providing key information on practice of CS-HRMp linkage in Nigeria, filling the gap created by the dearth of studies on CS-HRMp linkage in an emerging economy context such as Nigeria, and developing a management model of practice in NMSEs.
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Kamenistá, Michaela. "Návrh změn konceptu řízení lidských zdrojů v podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402057.
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This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.
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Naismith, Nicola. "An emprical evaluation of strategic human resource management within construction sites." Thesis, Loughborough University, 2007. https://dspace.lboro.ac.uk/2134/8116.
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Strategic Human Resource Management (SHRM) offers a peoplemanagement framework which promotes improved performance, innovation and competitiveness. However, little research has considered how such practices are implemented within Construction SMEs, and whether they complement overall business strategy. The nature of the UK construction industry requires construction organisations to balance project requirements with competing organisational and individual employee expectations, priorities and needs. This conflict raises several complex and problematic issues for SHRM within the construction industry as well as opportunities for improvement. However to date, despite this sector exhibiting the well-known `labour-intensive' and `people oriented' characteristics, there is little informed understanding of the complex interplay of factors that shape strategic decision making processes, and approaches to SHRM within construction SMEs. The overall aim of this thesis was to explore the types of HRM strategies used by construction SMEs and develop a framework to improve their organisational performance. The objectives of the research were: 1) To establish whether construction SMEs undertake strategic management, the types of strategies employed and how they implement their strategies, 2) To establish whether construction SMEs undertake SHRM, the types of strategies employed, how they implement their strategies and whether size of firm influences their practices; 3) Examine the relationship between the different SHRM approaches, the associated strategic organisational goals, in order to establish whether the approaches and goals are mutually supportive; and 4) To develop a framework linking SHRM approaches to specific organisational goals for construction SMEs. (Continues ...).
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Gheliji, Elham. "Human Resource Management Strategies in Hospitality Industry : Employees’ competence, attitude, behavior and organizational operation (management perspective)." Thesis, Högskolan Dalarna, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:du-29713.
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The current study demonstrates human resource strategies in hospitality industry (Hotel segment) and its impact on employee competencies and skills. The human resource management enhances employee performance and their credibility to maximize overall firm goals in hotel segment. Employees with level of attitude and behavior provide best services and performances. In this regard, service managers need to support and improve their employees’ skills and competencies related to the organization structure and strategy. Therefore, it is necessary for organization to have strong human resource management strategies to optimize the employees’ competencies and performance which drives higher organizational productivity. The research question of this thesis is how managers perceive that human resource management strategies influence on employees’ skill and competence in the hotel segment of Gothenburg? The data collection indicates that different human resource strategies executed to sustain employee roles and responsibilities. Various human resource strategies should implement to achieve valuable outcomes contributing to employees’ satisfaction and organization performance. Training practices, recruitment and selection, compensation and incentive practices, performance management and job design are essential human resource strategies which are identified in this research study. The thesis applies qualitative approach. Empirical data are collected through structured interviews. Moreover, the interactive model is used to analyze the collected empirical data.
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Mitchell, Melissa. "Strategic human resource management plan for Task Applied Science (Pty) Ltd." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/96217.
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Thesis (MBA)--Stellenbosch University, 2014.Human resource management is a widely researched field. However, the research done in terms of small to medium-sized enterprises, is extremely limited, especially in South Africa. The aim of this research was to investigate human resource management practices in one such a company, and to develop a feasible action plan to improve on these practices. The chosen company, Task Applied Science (Pty) Ltd, is a medical research company based in Cape Town, South Africa. The data for the study was obtained through a literature review and interviews. The data from the literature review identified best practices and frameworks. This was combined with interviewing company employees as well as HRM practitioners in the medical field to not only identify problems, but to also suggest possible solutions. These solutions were compiled in a comprehensive action plan. As such, the results offer a workable solution for Task Applied Science, and can serve as example for all small to medium-sized enterprises. The literature review further showed that smaller companies tend to ignore the importance of human resource management due to the time and costs involved and the fact that they are focussed on the external environment rather than the internal. This cannot simply be remedied by implementing practices developed in large companies. Best practices need to be customised to fit the needs of the specific company. The findings showed that only certain human resource management practices were implemented in reaction to crises, or as needs arose. This, combined with the rapid growth and lack of structure, caused a breakdown in communication, transparency, and trust. Staff loyalty decreased because they felt that they were left in the dark. Both the company strategy and values became vague, and thus staff could not be aligned to it. Noteworthy was that the increase in policies and documentation did not cause employees to feel restricted, but rather that it created a feeling of security. The study made it abundantly clear that the human resources department needs to be treated as a strategic partner in the planning and execution of the company strategy; especially in terms of efficient change management. Their role is to communicate the strategic direction, while at the same time acting as an activist for the staff, voicing their needs and capabilities. The proposed action plan focused mainly on the company culture and the alignment of staff with the company’s business strategy. This was done by addressing issues such as company culture, communication, company values, and staff development. The plan offers practical solutions within each of these categories. Furthermore, it suggests solutions in terms of efficient staff recruitment and knowledge management. By implementing this plan the company will be able to increase the synergy between the business units within the company, eradicating silos, and establishing the staff as a competitive advantage. In addition to this, it will establish the human resources department as a credible partner for the staff in developing both their personal and professional lives.
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Prytz, Liza, and Rebecka Olsson. "Kan human resource management vara med och bidra till en mer hållbar organisation? : En kvalitativ studie om human resource managements integration i hållbarhetsarbete." Thesis, Södertörns högskola, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-41293.
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Syftet med denna uppsats är att undersöka vad HRM arbetar med inom den social och miljömässig hållbarheten i organisationer samt vilka utmaningar som finns inom hållbarhetsområdet. Uppsatsen vill även undersöka om det finns konkurrensfördelar som HRM kan generera. Det empiriska materialet har samlats in genom tre stycken fysiska semistrukturerade intervjuer och två telefonintervjuer från två olika organisationer. De fem intervjuerna följde samma intervjuschema. Genom uppsatsen har det visat sig att HRM i större utsträckning arbetar med den social hållbarhet i jämförelse med den miljömässiga hållbarheten. Detta i relation till HRMs kompetenser, kunskaper samt humana resurser. I och med HRMs kompetenser inom den sociala hållbarheten kan de skapa konkurrensfördelar gentemot andra organisationer då de anses värdefulla och sällsynta. De slutsatser som identifierats är att HRM i dagsläget bör arbeta med den sociala hållbarheten och hållbart ledarskap. I framtiden kommer det krävas mer kompetenser och kunskaper för HRM för att kunna arbeta med den miljömässiga hållbarheten, vilket kan ses som en utmaning. En ytterligare utmaning inom HRM är tillgången till fler humana resurser. Fler humana skulle kunna öka möjligheterna för ett ännu bättre arbete med både den sociala hållbarheten samt hållbart ledarskap, men skulle även öppna upp möjligheterna för ett miljömässigt hållbarhetsarbete.The purpose of this essay is to examine what HRM is working with within the social and the environmental sustainability in organizations and also which challenges there are within corporate sustainability. The essay also wants to examine if there are any competitive advantages that HRM can generate. The empirical materials have been gathered through three physical semi-structured interviews and two telephone interviews from two different organizations. The five interviews were conducted with the same questions. It has been found that HRM in greater occurrences works with the social sustainability in comparison to the environmental sustainability. This in relation to HRMs competencies, knowledge and human resources. As a result of HRMs competencies within social responsibility, they can create competitive advantages against other organizations as they are considered valuable and rare. The conclusions that are identified are that HRM should work with social responsibility and sustainable leadership. In the future, more competencies and knowledge will be required for HRM to be able to work with environmental sustainability, which can be a challenge. A further challenge within HRM may be the availability of human resources. More people working with HRM could increase opportunities for even better work with social sustainability and sustainable leadership and would also open up opportunities for work with environmental sustainability.
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Bao, Yuanjia, and Yanqing Li. "How can catering businesses achieve competitive advantages in Chinese market : Using service differentiation strategy as marketing strategy." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-32681.
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Zhang, Miao. "Multinationals, the internationalisation process and human resource management strategy : a case study of UK subsidiaries of Chinese MNCs." Thesis, Kingston University, 2001. http://eprints.kingston.ac.uk/20692/.
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The thesis addresses human resource management (HRM) strategic choice in multinational corporations (MNCs). The literature in this area is dominated by studies that are concerned with the strategy in which the practices of the "country of origin" of an MNC are adopted by their overseas subsidiaries. This "ethnocentric strategy", is mostly adopted by MNCs from countries that have a comparative competitive advantage in the world economy. The primary aim of this thesis is to investigate an opposite strategy, "localisation strategy", in which the practices of the host country are adopted by overseas subsidiaries of an MNC. The concept of localisation here is not only compliance to local constraints or utilisation of local competitive advantages but more also an approach to absorb advanced management practices from the local environment. The term "absorption localisation" is used to describe this new form. This strategy is most likely to be adopted by MNCs from the countries that are new entrants to international markets as a way to speed up their internationalization process. Theoretically, the HRM strategy adopted by subsidiaries is shaped by a MNCs overall business strategy, which reflects its position in national business systems and cultural and institutional differences from a host country. Structural contingency and managerial competency mediate the strategic choice. Structural factors facilitate certain kinds of strategic choice, but do not determine it, and leave scope for managerial competency to influence the nature of strategic choice and the extent to which the strategy is implemented. Empirically, the research involves the analyses of HRM practices in six Chinese MNCs operating in the UK to explore the nature and process of the strategic choice in these organisations. Drawing on the six case studies, it was found that "absorption localisation" has been adopted by the majority of these companies. This strategy is shaped by the demands of these MNCs internationalisation process and reflects the transformation of Chinese national business systems. It was also found that the extent and process of the strategic implementation are constrained by the characteristics of the national business system, some elements and manners of the national business systems can be observed in the HRM practices of these companies. Meanwhile, structural factors and managerial characteristics facilitate strategic choice and implementation. These findings imply, more generally, that HRM in MNCs is moving towards globalisation or convergence. However, the fact that there is diversity in the extent of localisation and clear evidence of the influence of the country of origin remains, suggests there may be limits to the convergence process.
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Jin, Jiafei. "The interaction effects between strategic alliances and strategic human resource management in China." Thesis, University of Bristol, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.685427.
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My intention in undertaking this thesis was to examine the interaction relationship between Strategic Alliances (SA) and Strategic HRM (SHRM) in Chinese context. In addition, I was also interested in investigating whether different types of SA will have different influences on enterprises' HRM and on employees' personal feelings. An extensive literature review revealed a considerable number on studies of SA or on studies of SHRM. However, there is limited literature on the interaction relationship between SA and SHRM, particularly in China. I was interest in fulfill these huge research gaps and link these two significant fields together. In my case studies located in the manufactory and hotel industries in different cities in China. I conducted both quantitative and qualitative research methods, including a questionnaire survey and interviews. The analysis of my fieldwork results indicated that SA and SHRM have close link. After SA with foreign partners, the enterprise's HRM will become more strategic (central, formal and fair) and more strategic HRM will strength enterprise's SA. In addition, my fieldwork results also indicated that different types of SA will have different effects on enterprise' HRM. Cooperative joint venture (ClY) has more positive effects on HRM than equity joint venture (EJY). My research also presents that after SA employees' personal feelings becomes more positive to their organization. Employees' commitment, satisfaction, motivation and job security increased and employees are more like to work in foreign managed enterprises Finally, as my findings led me to the conclusion that the relationship between SA and SHRM form three virtuous circle. The first circle comprises interaction between SAs and SHRM. The second comprises interaction between SAs and employees' personal feelings about their jobs and employing organisation. The third circle comprises interaction between employees' personal feelings and SHRM. I argued that the interaction in these circles is continuous and that three circles are virtuous circles. I also argued that national level, industry level and enterprise level factors will affect on these three virtuous circles
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Beck, Martell. "Grundsätze der Personalplanung : Ausrichtung der Betriebsverfassung am strategischen human resource Management /." Wiesbaden : Dt. Univ.-Verl, 2002. http://www.gbv.de/dms/zbw/352936940.pdf.
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Dlamini, Khulekani Enock. "Impact of data quality on utilisation and usefulness of integrated Human Resources Information Systems (HRIS)." Thesis, University of Western Cape, 2012. http://hdl.handle.net/11394/3375.
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Magister Commercii - MComImpact of data quality on utilisation and perceived usefulness of integrated Human Resources Information Systems (HRIS). Integrated HR Information systems have become prevalent in modern organisations. These systems promise operational efficiencies and competitive advantage. In order to deliver these benefits, the systems should be effectively utilised and perceived as a useful business tools. The utilisation and perceived usefulness of the HRIS could be influenced by quality of data it produces. The objective of this study was to investigate the impact of data quality on the utilisation and usefulness of the HRIS. The aim was to ensure that organisations realise their investments in HRIS. This would be achieved by improving qualities that ensures effective utilisation of HRIS. Moreover, the study sought to enhance the body of academic knowledge in HRIS as far data quality is concerned. Mixed research method was used to meet the objectives of the study. Survey research and qualitative interviews techniques were employed. Statistical and deductive analysis was applied to raw data in order to draw conclusions. The study found that data quality positively influence utilisation and usefulness of HRIS. Moreover, findings revealed that the HRIS was predominantly used for operational, rather than strategic tasks. HRIS data is also not generally perceived to be of poor quality. HR practitioners emphasise accuracy over other quality dimensions. Organisations that seek to maximise their investment in HRIS should implement data quality improvement initiatives. This will ensure that the system is effectively utilised and produces high quality information for decision-making. This could lead to competitive advantage. Further research could be undertaken to understand; success factors for HRIS data quality initiatives, determinants of HRIS user satisfaction, drivers for dedicated HRIS management roles and the impact of having HRIS manager among others.
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Katou, Anastasia. "The link between business strategy, human resource management and business performance : the case of the Greek manufacturing sector." Thesis, Cardiff University, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.431754.
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The purpose of this study is to develop an understanding of the processes by which business strategies and HRM policies are related with business performance. Using a sample of 178 organisations operating in the Greek manufacturing sector. I investigated the universalistic model focusing on the extent to which HRM policies are used in the Greek manufacturing organisations and the contingency model focusing on the moderating effect of business strategy on the HRM-performance relationship. Furthermore, I examined the impact of HRM systems (resourcing-development and reward-relations) on business performance mediated by employee skills (competent and cooperated), attitudes (motivation, commitment, satisfaction), and behaviours (turnover. absenteeism) in an attempt to investigate the so-called "black-box" through which HRM systems lead to business performance. The results show strong support for the universalistic model, indicating that the HRM policies of recruitment, training, promotion, incentives, benefits, involvement, and health and safety are positively related with organisational performance, and the HRM pol icies of recruitment, job evaluation, promotion, and health and safety are positively related with financial performance. Moreover, the results show some support for the contingency model, indicating that the HRM systems of resourcing-development and reward-relations are either universally applicable or they are contingent on the business strategies of quality, innovation and cost, according to the specific organisational performance variable (effectiveness, efficiency, development, satisfaction, innovation, quality), or the specific financial performance variable (return on equity, return on capital employed), are called to predict. Finally the results support the concept that the HRM outcomes of employee skills, attitudes and behaviours play a mediating role between HRM systems and business performance, and generally in a framework linking HRM systems and financial performance, any theory of linkages should explicitly recognise all major links from the initial till the final step, otherwise the results may be erroneous.
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Belsito, Carrie Anne. "Toward an understanding of the impact of discretion upon the hr-performance link." Thesis, [College Station, Tex. : Texas A&M University, 2008. http://hdl.handle.net/1969.1/ETD-TAMU-2782.
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Chang, Wei-Kang, and 張維剛. "Human Resource Management andOperation Strategy of Startup Companies." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/4ghpbk.
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碩士國立中山大學
人力資源管理研究所
102
In Canada, British Columbia is one of North America''s most dynamic and promising location to conduct and establish business. Entrepreneurs and business owners benefit from her low taxes, strategic location, beneficial operating costs and a multicultural workforce, who are highly skilled, well educated, efficient and productive. Nevertheless, some entrepreneurs embrace the resourcefulness of this beautiful land and succeed in the riches of seemingly unlimited opportunities, while other ventures suffer intense competition and result in inevitable failures. This study will take a thorough look at Company R, one promising startup real estate company based in British Columbia. Although Company R is merely a startup real estate company, its human resource managing practices and marketing strategy planning process are practical enough to be applied and implemented to, not bond only to the real estate industry, companies in general as examples of standard operational procedures and strategic management routines. By examining the case company’s challenges as a venturing company striving in an environment filled both with opportune rewards and lurking risks, this study had found that the elements, which constitute the success of Company R, are: 1. Well developed Human Resource Management/Development system that train, influence and retain fellow employees. 2. Fluently communicated multicultural company culture. 3. Globalized marketing strategy involving international perspectives and the Chinese market.
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GUAN, JEHNG JER, and 官政哲. "Strategic Human Resource Management." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/83508868729669433729.
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Huang, Jing-Wen, and 黃靖文. "The relationship between knowledge management, human resource management, and business strategy." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/67122001271786690797.
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碩士國立成功大學
企業管理學系碩博士班
90
Abstract Knowledge management is a popular research topic recently. Most scholars and practitioners emphasize on constructing information technology system to spread and share knowledge in organizations. Some scholars（Soliman & Spooner, 2000；Carter & Scarbrough, 2001）however suppose that business strategy and human resource management both may play an important role in designing and implementing knowledge management. The purpose of this study is to explore the connections between business strategy, human resource management and knowledge management in Taiwanese high-tech corporations. In-depth interview was the main tool and employed to explore the relationships between these research variables in Taiwanese high-tech corporations. Furthermore, secondary information, like company reports, documentation and files, etc. were also be used. The results can be listed as below : (1)High-tech firms tend to implement knowledge management practices to systematically integrate organizational knowledge and further create valuable knowledge. (2)The information from surveyed companies show that the connections between their employees’ core competency, business strategy and knowledge management are one of the crucial factors to secure the success of the KM. (3)Business strategy closely relates to knowledge management, and firms should make both fit together. (4)Human resource management activities can influence employees’ behavior and motivate them to share and spread knowledge. The linkage between HRM and KM therefore should be arranged to create appropriate organization culture in further promoting KM. (5)The relationships between business strategy and human resource management practices were found in this study. The result generally corresponds to the research of Miles & Snow（1984）. The findings of this study show that the match between business strategy, human resource management and knowledge management is one of the key factors in efficiently implementing KM.
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Tsai, Pei-Ru, and 蔡佩汝. "Human Resource Management Practices, Business Strategy, and Financial Performance." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/33529006091891751468.
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碩士國立臺灣大學
會計學研究所
91
This thesis investigates the main effect of human resource management practices on financial performance, and examines the interactive effect between human resource management practices and business strategy on financial performance. A 29-item scale is developed to measure five dimensions of corporate human resource management practices. The reliability and validity of the scale are properly assessed and ensured. Financial performance is measured by return on assets and return on equity. The data on the human resource management practices are obtained via a questionnaire survey from 95 publicly traded companies. Financial performance data are obtained from TEJ database. The main findings are as follows. First, there is a positive relationship between financial performance and human resource management practices in the areas including human related investment, incentive reward system, voice mechanism, and flexible work structure. Second, business strategy moderates the relationships between financial performance and human resource management practices including human related investment, incentive reward system, and flexible work structure. Finally, both human resource management practices and fit between human resource management practices and business strategy have a lagging effect on financial performance.
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Hussain, Zahid I., James Wallace, and Nelarine Cornelius. "The use and impact of human resource information systems on human resource management professionals." 2007. http://hdl.handle.net/10454/3986.
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NoHuman resource information systems (HRIS) usage allows the human resource (HR) professional to become a strategic player. With both increasing functionality and affordability, HRIS are being used extensively in organisations of all sizes. Despite this, surprisingly little is know about the current usage, whether disparities exist between companies of different sizes, or about the impact HRIS has on the general professional standing of the HR professional. We developed and administered a survey and gave structured interviews to assess and compare the specific areas of use and to introduce a taxonomy that provides a framework for academic discussion and comparison. We further determined whether HRIS usage was strategic, a perceived value-add for the organisation, and its impact on professional standing for HR professionals. These findings were compared to those for other professions that also use MIS. Our results showed that, on average, few differences exist between SME and large company usage. Moreover, we found that the professional standing of HR professionals has been enhanced by the specific use of HRIS for strategic partnering but that this is not as pronounced as that experienced by those from other professions.
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Mysíková, Šárka. "Strategické řízení lidských zdrojů v mateřských školách a v mateřských školách s odloučenými pracovišti." Master's thesis, 2017. http://www.nusl.cz/ntk/nusl-364986.
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The present diploma thesis is focused on description and comparison of strategic management of human resources in kindergarten and kindergarten with remoted institutions in Carlsbad Region. The theoretical part introduce the fundamental terms connected with the strategic management of human resources from different perspectives, and the methods of strategic management of human resources in school institution. The empirical research reveals and compares the strategic management of human resources in kindergarten and kindergarten with remoted institutions. Further, the empirical research of strategic management is focused on the size of kindergarten in terms of number of classes. Two research methods were chosen: questionnaire and semi-structured interviews. The semi-structured interviews were added due to obtaining of more specified and detailed information concerning given topic. Based on the results, it may be stated that the management of kindergarten and kindergarten with remoted institutions is strategic as regards human resources. However, the management differs one from another. The most important condition, affecting the strategic management of human resources, is the number of classes in the kindergartens.
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Akingbola, Olakunle Ayodele. "Strategy, human resource management and government funding in nonprofit organizations." 2005. http://link.library.utoronto.ca/eir/EIRdetail.cfm?Resources__ID=232557&T=F.
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Lin, Ching-Ying, and 林靜瑩. "Strategy,leadership and human resource management practice of business greening." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/24586613998518794887.
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碩士國立中山大學
人力資源管理研究所
99
Facing ecological credit shortage, eco-awareness all over the world, entrepreneurs should make “greening” the crucial mission, and take its development as a competitive advantage. Briefly, entrepreneurs have to behalf as corporate citizens and work on social responsibility. Connecting the environment protection with business profit increases the value of stockholders and creates the value of stakeholders as well. This research focus on how the practice of greening creates business sustainable value, the effects from executives’ attitude and leadership style on business greening and how the human resource department participate greening. Case study method was using in this research. By taking with 7 entrepreneurs remarkable in greening, after analysis, there are 7 issues found in this study. 1.Four business greening strategies: there are energy saving and carbon emission reduction strategy, innovative strategy, stakeholders response strategy and blue ocean strategy to create business sustainable value. 2.The executives’environmental attitudes have the positive effects on business greening strategy and sustainable value. 3.The leadership style of CEO effects business sustainable value. 4.Under the strategy of energy saving and carbon emission reduction, the policies of human resource are encouraging all employees take part and building the mechanism of employees participate, combining with rewarding system. These give the positive effects on business sustainable value. 5.Under the strategy of innovation, human resource policies are emphasizing on recruitment and training, creating an innovative atmosphere in organization and inspiring innovation by team work. These give the positive effects on business sustainable value. 6.Under the stakeholder response strategy, human resource policies are stressing on fairness, building up a tight relationship between employers and employees and setting up bi-directional communication. These give the positive effects on business sustainable value. 7.Under the blue ocean strategy, human resource policies should emphasize on investing critical technological talents and obtaining. These give the positive effects on business sustainable value.
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Pan, Ying-you, and 潘盈佑. "The effect of strategic alignment among human resource management strategy, business strategy, knowledge strategy, and innovation strategy on organizational performance." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/36217621562622054748.
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碩士義守大學
管理學院碩士班
97
Recently, both researchers and practitioners have started to realize the importance of human resource management (HRM) for organizational performance. Meanwhile, alignment among different strategies of an organization is emphasized by scholars. It is also suggested that the alignment between organizational processes and strategic decisions is contribution to competitive advantage. Therefore, the match of HRM activities and business strategy (BS) is important. And using the alignment between HRM strategy and knowledge strategy to achieve better performance is an important concern for executives. Furthermore, to execute innovation strategy needs employees’ cooperation. So, business strategy, human resource management strategy, knowledge strategy, and innovation strategy must be integrated as a whole to accomplish higher performance. Accordingly, this study uses multiple perspectives with covariation approaches to examine the effect of alignment among business strategy, human resource management strategy, knowledge strategy, and innovation strategy to organizational performance in Taiwanese corporations. Empirical data for hypotheses testing are collected from top-ranked companies in Taiwan; yielding 137 valid samples. The findings of this study show that the alignment among business strategy, human resource management strategy, knowledge strategy, and innovation strategy is one of the key factors in efficiently achieving higher organizational performance.
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Chan, Her-Yi, and 詹和頤. "Human Resource Strategy and Human Resource Management Practice Affecting Organizational Innovation: Using Multinational Leading Enterprises as Example." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/cdz8rf.
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碩士國立臺灣師範大學
工業科技教育學系在職進修碩士班
96
ABSTRACT Innovation becomes a key force that influences enterprise competitiveness and creates enterprise value at the present. Yet, how does an organization nurture a beneficial innovative environment within the confines of set policies? In an intensely competitive environment, HR department provides strategic guidance for supporting innovation, and often affects the results of strategies execution. This study adopted case study method to analyze "The World's 50 Most Innovative Enterprises" ranking in Business Week's May 2007 issue. It targeted companies with branches in Taiwan, finally narrowing down to seven benchmark companies. Through analysis on company information and interviews to discuss and summariaze HR strategy and HR management practice which affecting organizational innovation. This research has the following key findings: 1.The interviewed benchmark companies generally incorporate "innovation" into their core values and core competencies, and then establish behavior principles accordingly. By influencing employees‘ behavior to cultivate an innovation-driven atmosphere and innovative culture. 2.The interviewed benchmark companies adopt various selection practices to find candidates who equips with companies' core values, in order to enhance innovation activities. 3.The interviewed benchmark companies place great emphasis on employee’s adapability to change, plan and implement comprehensive training in order to enhance employees' innovativeness. 4.By consolidating learning capability, working experience and knowledge of individuals, employees swiftly acquire new knowledge, which improves the effectiveness and efficiency of innovation-related activities. 5.The interviewed benchmark companies provide employees with opportunities to achieve their personal goals, which establishes greater shared value and prevents the loss of people. 6.Most of the interviewed benchmark companies adopt dual-career system, which enables R&D and technical persons to have flexible career path, in order to make significant progress in innovative activities. 7.Through effective objective management, the interviewed benchmark companies incorporate team performance into the performance appraisal of individual to enhance the organization's performance in innovation. 8.The interviewed benchmark companies emphasize the organization restructure, which enhances communication within the organization and integration of internal resources, in order to enhance the organization's performance in innovation. 9.The interviewed benchmark companies emphasize delegation of authorization within organizastion, which reduces the time required to implement innovation-related activities and enhance the innovation performance. 10.Through continuous rewards and recognition, the interviewed benchmark companies acknowledge employees' achievements in innovation, which not only raises the work satisfaction of the employees, but also further stimulates the promotion of innovation activities and enhance innovation performance. This research discovers that human resource strategies play indispensable role in an enterprise’s innovation. Innovation, being part of a company’s culture, is key to human resource strategy. Innovation activities should be complemented by strategic human resource management practices, which can effectively improve organization’s performance in innovation.