To see the other types of publications on this topic, follow the link: Human resource management.
Dissertations / Theses on the topic 'Human resource management'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Human resource management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Гладченко, Оксана Робертівна, Оксана Робертовна Гладченко, Oksana Robertivna Hladchenko, and A. Kuzmenko. "Human resource management." Thesis, Видавництво СумДУ, 2010. http://essuir.sumdu.edu.ua/handle/123456789/16947.
Full text
2
Lundy, Olive. "Strategic human resource management." Thesis, Queen's University Belfast, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.292572.
Full text
3
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.
Full textAbstract:
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.
4
Lei, Lin. "Intelligent human resource management system." Thesis, University of Macau, 2005. http://umaclib3.umac.mo/record=b1445897.
Full text
5
Ashrafi, Elham. "Human Resource Management at Work." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-24422.
Full text
6
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.
Full text
7
Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.
Full textAbstract:
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.
8
Blackburn, Alan. "The knowledge-based resources built through human resource management practice." Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.
Full text
9
Parsa, Seyed Jafar Sadjadi. "Human resource management in shipping industry." Thesis, London Metropolitan University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.499581.
Full textAbstract:
Human Resource Management (HRM) is a new system of managing employees in the orgamsation. The use of this system and its models is growing very fast among companies in different industries. The outcomes of a proper HRM modeJ are business ice, customer satisfaction and employee commitment. There are factors, e if an appropriate model of HRM is not practiced in a company. These include but not are limited to high staff turnover, stress, ageing workforce and gender diversity. This research examines the implementation of HRM in the shipping industry.
10
Bridges, Sarah Joanne. "Organisational performance and human resource management." Thesis, University of Newcastle Upon Tyne, 2002. http://hdl.handle.net/10443/443.
Full textAbstract:
Over the last 20 years there has been a growth in the relative importance of personnel economics as an area of economics. However, due to a lack of suitable data most of the work in this area has been largely theoretical. It is only in the past decade that there has been a growth in the availability of firm-based data sets, making it possible for researchers to begin to test some of these ideas empirically. This thesis analyses data from a rich source of monthly personnel and payroll records from a large banking sector firm. The data is confined to the organisation's U. K operations and is available over the period January 1989 to March 1997 (giving 99 monthly observations). Although personnel data of this this sort is available for the US (see, for example, Baker, Gibbs and Holmstrom (1994) and Lazear (1999)), this is one of the first data sets of its kind to be available for the U. K. This thesis focues on three areas of personnel economics. It analyses the issues of promotion, absenteeism, and labour turnover, paying particular attention in all three cases to gender differences.
11
Kidger, P. J. K. "Human resource management in multinational enterprises." Thesis, University of Salford, 1999. http://usir.salford.ac.uk/14789/.
Full textAbstract:
The multinational enterprise (MNE) is now a significant part of the world economy both in temis of trade and employment. The performance of an MINE is in part dependent on the capability of its human resource. The knowledge and experience of employees is a source of competitive advantage, but whether this is realised or not may depend on having the right human resource policies. Managers therefore seek to implement best practice, and in multinationals there is the potential for intraorganizational learning across national boundaries. The aim of this thesis is to examine a number of questions arising from the proposition that multinational firms are contributing to the development of international norms of best practice in human resource management as a result of a trend towards greater coordination of management practice in MNEs. It is suggested that multinationals are developing mechanisms to encourage the transfer of knowledge and experience across national boundaries, and this is therefore an important aspect of international human resource management (HRM). The thesis contains a review of the literature, firstly on the management of multinationals, secondly on the development of a strategic view of human resource management, and thirdly on HRM in the MINE. From this material, a theoretical framework is developed that links together a number of research questions. These formed the basis for the design and execution of a qualitative research project in which information on strategy, structure and management practice was obtained from twentyfour companies. These represented a cross-section of country ownership, including the UK, other European countries, the USA and Japan. The design of the research project is explained, and this is followed by a presentation of the results. These support the proposition that as a consequence of the globalization of markets, multinationals are tending to adopt a more global perspective in which there is greater cross-national integration of operations, coordination of management practice, and the development of internationally orientated management. The analysis discusses the implications of this for international human resource management, and offers a number of recommendations for HRM in the multinational enterprise. Finally some suggestions are made for future research to build on and extend the findings of this project.
12
Stewart, Pamela Jo. "Expatriation and international human resource management." Thesis, Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763193.
Full text
13
Ekelöf, Sofie, Caroline Holmström, and Nathalie Lindberg. "Talang inom Strategisk Human Resource Management." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-85384.
Full textAbstract:
Although Talent Management (TM) is a well-known concept, there are certain limitations in the area. Primarily it is about talent being an ambiguous concept and that there is currently no clear definition. Furthermore, previous research shows that there are no actual routines on how TM-activities should be designed. The specific contribution from the current study is therefore about identifying the challenges that exists for TM from an employer perspective. The findings we have noticed in the study are mainly derived from the structure of an organisation where there is a certain dynamic between the central management and local units. This makes it difficult to work strategically with TM as the division of responsibility is locally based. Another finding was that the definition of talent should be mutual in order for organisations to be able to handle talents effectively and to design activities that facilitates the work towards the organisation's goals. Thus, this study should be able to support future research in the field of TM by identifying the challenges organisations might face and therefore creating opportunities for better managing or strategically developing the work with TM.
14
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/.
Full textAbstract:
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.
15
Vong, Tze Ngai. "Managing human resource development." Thesis, University of Macau, 2000. http://umaclib3.umac.mo/record=b1636787.
Full text
16
Vargas, Roslyn. "Adoption Factors Impacting Human Resource Analytics Among Human Resource Professionals." NSUWorks, 2015. http://nsuworks.nova.edu/hsbe_etd/5.
Full textAbstract:
In today’s fast paced, ever-changing world, one cannot help hearing the terms Big Data and analytics. The Internet holds vast amounts of data and this data, for example in retail, is being used to predict shopping habits, current needs, trends, and more. Why should this be limited to the retail side of an organization? Today, there is a more significant push for Human Resource (HR) professionals to be strategic business partners, and, therefore, HR professionals need to work on leading, not lagging, in the area of measurements and analytics. Some organizations that have adopted the use of analytics in their HR departments have been extremely successful. If this is the case, why are not more HR professionals adopting the use of human resource analytics (HRA)?
The purpose of this study is to gain insight as to the reasons why more HR professionals are not using HRA to improve organizational performance and to gain and maintain a competitive advantage. An exploration of prior research was performed and resulted in the development of a model representing factors that impact the adoption of HRA. The model was then tested for content validity and reliability using Partial Least Squares of Path Modeling. Results of the study of 302 HR professionals, currently working in the field of HR, suggest the hypotheses testing social influence, tool availability, effort expectancy, performance expectancy, and quantitative self-efficacy as factors impacting the adoption of HRA were all significant. Conversely, the factors data availability, fear appeals, and general self-efficacy were not significant. Findings indicate that the factors impacting the adoption of HRA are not only in the hands of the HR professional but, to some extent, the organization as well. If organizations truly want to adopt HRA, they must make available to the HR professionals the tools, data, resources, and support necessary. This study contributes to the literature on individual-level adoption, specifically of HRA. Implications for theory and practice are discussed, as well as further research.
17
Cakar, Figen. "Business process approach to human resource management." Thesis, University of Strathclyde, 2004. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21557.
Full textAbstract:
This research presents the Business Process perspective of HRM and demonstrates gaps in HR field. The research follows a combination of Constructive and Case Study research methodologies and complies with the quality criteria set for this type of research. In this light, the research develops the HRM Business Process Model by defining HRM as a business process. The first version of the model was initially developed following an extensive literature survey. Initial validation of the model involved several companies in the UK through a structured questionnaire. Second version of the model was developed according to the comments and recommendations received from companies. The second version of the model was validated by academics from HR and Business Process fields. The Model represents a hard systems model of HRM process, which is intended to be normative outlining the key activities and information flows. An audit methodology was produced based on the Model. The HRM business process of four companies were audited using the audit methodology. These four in-depth case study companies together with the research leading up to this point led to development of new insights to the HRM theory and practices. The most significant contributions of this research are as follows: Introduced HRM as a business process and classify it as a support process; Demonstrated that, the HRM activities can be modelled as a business process, taking a systems engineering approach. This provides a "Hard Systems" perspective to HRM; Demonstrated that, the Model provides a framework that would facilitate effective deployment of business objectives to HR objectives; HRM is a business process that supports other business processes. However, in practice HRM is not recognised as a cross-functional business process; Companies with no formal HR function seem to have the most complete HR business process where the process is embedded into each function; Impact of HR process / activities are not measured or monitored in an objective explicit manner.
18
Lowe, Martyn. "Human resource management in English local government." Thesis, Sheffield Hallam University, 2002. http://shura.shu.ac.uk/19982/.
Full textAbstract:
This thesis analyses Human Resource Management (H.R.M) in English local government. The research shows how H.R.M in local authorities has been influenced by the development of New Public Management (N.P.M) that has adopted some but not all of the characteristics of H.R.M. N.P.M and H.R.M appear to have important differences arising from the unique nature of local government culture, organisation and structure. These differences were found in this study to prevent the full implementation of a strategic and effective form of H.R.M. As a result of these differences local government in England has developed a hybrid form of H.R.M suitable to the particular to the needs of local authorities. The study presents evidence that some cultural change has occurred in local authorities under H.R.M, particularly in the structure of organisations, and in the relationship between HR staff and managers. However, the inability of local authorities to overcome specific barriers to H.R.M means that the contribution H.R.M might make to the organisational performance of local councils is still unknown. These barriers are the inability of councils to produce integrated business and H.R strategies; underdevelopment of line managers; incomplete processes of devolution and decentralisation of HR responsibilities and issues arising from the political nature of local authorities.
19
Jesser, Peter Stewart. "SYSTEM THEORY: APPLICATIONS IN HUMAN RESOURCE MANAGEMENT." Thesis, The University of Arizona, 1985. http://hdl.handle.net/10150/291981.
Full text
20
Riaz, Safa. "An investigation of how human resource management philosophy and human resource management strength influence high-performance work systems outcomes." Thesis, Griffith University, 2019. http://hdl.handle.net/10072/389685.
Full textAbstract:
High-performance work systems (HPWSs) have been a topic of debate due to the complicated links transforming human resource management (HRM) practices into valuable outcomes for both organizations and their employees. However, the complexity of these links between HPWS practices and outcomes has resulted in many incremental theoretical steps, one of which is to shed further light on the “black-box” of HRM – outcomes links. The black-box refers to the inadequate knowledge of issues; for example, how and when certain bundles of HPWS practices result in particular outcomes and why HPWSs do not always produce positive results. Hence, engaging with the “rhetoric” versus “reality” debate in HPWS literature, the current research comprises two studies, utilizing both qualitative and quantitative studies in an attempt to explore the HPWS black-box and contribute to the understanding of HPWS theory and literature.
Equally as important and not adequately understood is the concept of HRM philosophy as an important component to understand what drives the HPWS infrastructure in an organization. HRM philosophy has been considered the driving force behind the implementation of HRM policies, signaling management’s intentions to employees. A well-defined HRM philosophy guides policymakers to craft successful HR goals; however, there have been few explicit studies of HRM philosophy in the HPWS context. This research begins with a qualitative study within three Pakistani telecommunication organizations to understand the way different HRM philosophies may drive different forms of HPWS, and consequently, different outcomes. Furthermore, this research draws on the theoretical notion of HRM system strength to further illuminate questions relating to the black-box. HRM strength is referred to as the consistent, distinct, and consensual implementation of HRM practices.
Employees’ understanding of HRM processes and HPWS initiatives undertaken by managers is critical to the successful implementation of HPWS. Employees are the ultimate recipients of HPWS practices, and their perceptions of these practices have received substantial scholarly attention. Thus, this research incorporates employee awareness of and satisfaction with these HPWS policies as important variables of the HPWS black-box phenomenon. Employee attribution of HPWS policies is another important component of the HPWS model of this research, motivated by the fact that employee ratings of HPWS policies add to the success or failure of a HPWS. It is important to recognize that previous literature has demonstrated that HPWSs can have positive outcomes for organizations while having a negative effect on employees. Hence, this research was designed to ensure that the outcomes for multiple stakeholders were considered. The outcome variables of this research therefore include employee emotional exhaustion as an indicator of employee wellbeing at work, organizational citizenship behaviors (OCB) as a measure for organizational benefit; and employee customer service measured as a proxy for customer service outcomes.
Furthermore, the current research investigates HPWS implementation among three telecommunication organizations from Pakistan. Contextual factors and unique organizational HRM approaches cannot be overlooked in management studies. Pakistan is a developing economy with an organizational history of directive management styles, and HRM researchers have observed that these organizations have begun to implement sophisticated HPWS policies. Pakistan is a context embedded with strong national culture and Islamic values. However, transitions have been observed in the management styles of Pakistani organizations. Thus, Pakistani organizations, being exposed to simultaneous forces of convergence and divergence, propose Pakistan as an under-researched and possible avenue to explore HPWS.
This research was driven by two overarching research questions: How does HRM philosophy influence the adoption and implementation of HPWSs in telecommunication organizations in Pakistan? and How do the HPWS practices influence employee outcomes through the black-box in telecommunication organizations in Pakistan? To further guide this research, these research questions were divided between two studies. The first research question was explored as a part of qualitative Study 1, where HRM philosophy was examined through interviews with participating organizations; while the second research question was explored as a part of quantitative Study 2, where elements of the HPWS black-box were hypothesized and statistically analyzed. Overall, an inductive-deductive exploratory research technique was applied with 55 interviews and 537 questionnaires from senior managers, HR managers, and employees.
The key findings of the thesis revolve around the role of HRM philosophy, HRM system strength, and employees’ understanding of HPWS practices in the HPWS process. Findings indicate that HRM philosophy ensures vision and clarity for HPWS purpose not only for managers, but also allow them to share a salient HPWS purpose throughout the organizational levels. Additionally, following the HRM process approach, HPWS implementation with strong philosophical foundations are likely to enhance the employees’ awareness and satisfaction with HPWS and these improved employees’ perceptions generate positive employees’ reactions such as reduced emotional exhaustion, OCB, and customer service. The findings also support the conditional effects of HRM strength and employees’ attributions of HPWS practices. The findings suggest that HPWS can result into promising outcomes if they are supported by an HRM philosophy and their purpose is equally communicated with the employees. Not the presence of HPWS practices, but their right implementation and acknowledgment by the employees can make a difference to generate desired outcomes.
This research contributes to the theories presented by P. Wright and Nishii (2007) and Kepes and Delery (2007) on shared HRM perceptions and employees HRM experiences, because in this research, employee awareness and satisfaction with the HPWS policies were found to actively enhance the effect of HPWS on employee wellbeing, OCB, and customer service. Moreover, the results also support Bowen and Ostroff’s (2004) theoretical proposition that consistency, distinctiveness, and consensus in HRM practices is critical to creating strong HRM structures. The study’s implications are for both managers and theory. As the findings observed a positive role of HRM philosophy in managers’ decisions to choose and implement a more purposeful and salient HPWS, it is important for managers to invest in the formulating a well-guided HRM philosophy and purpose to orient their HPWS decision at the workplace. Moreover, employee-centred HRM philosophies and HPWS processes considering employees as organizational assets can generate desired outcomes at greater lengths. Employees’ acknowledgement of managers’ efforts of HPWS practices increase chances for managers to build string employment relationships with employees. In theory, insights are for researchers and reviewers to conduct more research by linking HRM philosophy with the use of HPWS practices because philosophies represented the knowledge, assumptions, and expectations about the HR systems; thus, providing a better understanding of HPWS implementation. Additionally, it is also important to study the employees’ acknowledgement of actual HPWS practices as a part of ‘HRM process theory’ to investigate the impact of HPWS practices on the outcomes.Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Dept Bus Strategy & Innovation
Griffith Business School
Full Text
21
Knopff, Anton. "Finansialisering och Human Resource Management : En HR-verksamhet i förändring." Thesis, Stockholms universitet, Sociologiska institutionen, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-111288.
Full textAbstract:
Syftet med detta arbete är att studera finansialiseringens spridning och kopplingen mellan processer och strukturer inom finansialiserings-teori och Human Resource Management (HRM). Detta genom att studera en organisation och dess HR-praktik i jämförelse med ovan nämnda teorier. De två teoretiska perspektiven används för att illustrera vilka konsekvenser som kan tydliggöras för arbetstagare och organisation. I studien undersöks en HR-verksamhet på den svenska arbetsmarknaden där det empiriska materialet består av kvalitativa intervjuer med representanter från organisationens HR-funktioner. Studien har ett abduktivt förhållningssätt där underlaget bygger på en teoretisk förförståelse samtidigt som en lägre grad av standardisering i intervjuerna används för att låta det studerade fältet styra den empiriska bilden. I resultatet presenteras en organisation som genomfört förändringar med ekonomisk inriktning och som i större utsträckning än tidigare premierar resultatdriven personalhantering. Detta kan tyda på en spridning av processer definierade av finansialiserings-teori utanför traditionellt sett finansialiserade marknader. De likheterna med HRM-teori uppmärksammas i den studerade praktiken anses vara mer ideologiskt än praktiskt grundade men visar också på en tydligare ekonomisk styrning. Vidare lyfts strävan efter att legitimera HR gentemot företagsledning som en möjlig bidragande faktor i finansialiseringen av arbetsmarknaden.
22
Deavenport, Earnest William. "Human resource strategy : an integrative approach." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/27942.
Full textAbstract:
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.
23
Larsson, Erik, and Andreas Nylund. "Medarbetarskap och Human Resource Management i en Telekomkedja." Thesis, Karlstad University, Faculty of Economic Sciences, Communication and IT, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-1549.
Full textAbstract:
Två begrepp som ofta diskuteras inom organisationsteori är Medarbetarskap och Human resource management. Personalen ses ofta som ett företags främsta resurs. Denna uppsats bygger på en kvantitativ undersökning bland personalen inom en Telekomkedja. Vårt syfte är att bringa klarhet i frågan om i vilken utsträckning det ”myndiga medarbetarskapet” existerar, hur olika strategiska åtgärder påverkar försäljningen, vad som påverkar medarbetarnas motivation samt hur deras lojalitet gentemot arbetsgivaren ser ut.
Undersökningen visar att personalen i Telekomkedjan trivs bra på sin arbetsplats. Det ”myndiga medarbetarskapet” existerar till stor del och personalen anser sig ha goda möjligheter att påverka. Vi har även lyckats hitta ett antal strategiska åtgärder som påverkar försäljningen positivt. Motivationsfaktorerna är främst beroende av sociala relationer och det har visat sig att relationer medarbetarna emellan är minst lika viktiga som relationen mellan medarbetaren och närmsta chefen. Medarbetarna uppger även att de har en stark lojalitet mot företaget ifråga både till den närmsta butiken där de arbetar, gentemot butikskedjan som helhet samt koncernen de tillhör.
24
Ornatowski, Gregory K. "The End of Japanese-Style Human Resource Management?" MIT-Japan Program, 1996. http://hdl.handle.net/1721.1/7575.
Full text
25
Radzevičienė, Asta. "Internationalisation of higher education institutions: human resource management." Doctoral thesis, Lithuanian Academic Libraries Network (LABT), 2007. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2007~D_20070629.142139-24661.
Full textAbstract:
Enhancing of internationalisation in Higher education institutions is investigated in the dissertation, with the priority given to human resource management. The intercultural competence is identified as an instrument for complex improvement of internationalisation: its perspectives quantitative and qualitative results. The theoretical and empirical research results are summarised in the concept of HEIs’ internationalisation proposed, which is based on the idea of human resource intercultural competence development.Darbe nagrinėjamos aukštojo mokslo institucijų veiklos internacionalizavimo tobulinimo problemos, prioritetizuojant žmonių išteklių vadybą. Analizuojama aukštojo mokslo institucijų internacionalizavimo samprata, subjektai ir veiksniai sąlygojantys internacionalizavimo plėtrą, bei kokybinius ir kiekybinius parametrus. Atliktų teorinių ir empirinių tyrimų rezultatai yra apibendrinami pateikiamoje aukštojo mokslo institucijų internacionalizavimo koncepcijoje, grįstoje aukštojo mokslo institucijų žmonių išteklių tarpkultūrinės kompetencijos formavimu. Darbe patiekiami sprendimai siūlomai koncepcijai realizuoti.
26
Denisova-Schmidt, Elena. "Human Resource Management in Russia: Some Unwritten Rules." Department für Fremdsprachliche Wirtschaftskommunikation, WU Vienna University of Economics and Business, 2011. http://epub.wu.ac.at/3153/1/08%2Ddenisova_endversion.pdf.
Full textAbstract:
In spite of the fact that Western companies have been actively developing the
Russian market over the last twenty years, they are still faced with the Soviet-era
heritage in human resource management. This paper gives an overview of the
common Soviet human resource practices of the past. Understanding traditional
human resource practices in the Soviet Union prior to the end of communism will
help practitioners to design human resource management systems for Russia
more efficiently today. Moreover, this article makes recommendations for HR professionals
on some unwritten rules of human resource management, summarizes
current best practices for the recruitment, selection and retention of employees
and helps to reduce potential cultural misunderstandings and conflicts between
the two different systems: market and planned economies.(author's abstract)Series: WU Online Papers in International Business Communication / Series One: Intercultural Communication and Language Learning
27
Baddar, Al-Husan Faten. "French multinationals and human resource management in Jordan." Thesis, Middlesex University, 2004. http://eprints.mdx.ac.uk/7634/.
Full textAbstract:
This study set out to contribute to the literature on international human resource management (IHRM) strategies of multinational corporations (MNCs) and the factors that influence them. In doing so it sought to address a number of weaknesses in the existing literature, notably a marked lack of research into the strategies adopted by MNCs in developing economies, particularly when they become involved under the auspices of privatisation programmes. More specifically, the study sought to investigate the human resource management (HRM) reforms introduced by three French MNCs in privatised Jordanian companies and the factors that influenced them. The research utilised a longitudinal multiple-case design to achieve the study's aim and objectives, and was conducted in three phases over three years. More specifically, the study was based upon a sample of three case studies of privatised Jordanian companies that had recently come under the control of French MNCs operating in different sectors. Primary data was gathered through 67 in-depth semi-structured interviews with company directors, senior line and finance managers, and HR staff, including senior personnel based at headquarters in France. In addition, 14 interviews were conducted with government officials in Jordan and a range of supplementary documentary evidence was examined. In general, the findings from the case study companies revealed that in each of the Jordanian subsidiaries a wide range of changes had been made to the previously existing HRM policies. These encompassed the making of reforms in each of the specific areas of HR activity investigated: the people management responsibilities of line managers; staffing, recruitment and selection; training and development; performance appraisal; rewards; and communication and consultation. Taken together, the case studies highlighted similarities in terms of the objectives and broad thrust of the structural, policy and cultural reforms that were introduced. However, they also showed the companies to differ in terms of the way in which the reforms were centrally authored, the extent to which they were implemented in a participative way, the types of control mechanisms that were used to support the reform process, and the pace with which the reforms were introduced. The above similarities and differences appeared to nave been influenced by a number of interrelated factors. Most important was the beliefs that senior management held of what constituted 'good and appropriate' human resource practice. Others related to the characteristics of the industries in which the MNCs operated and the implications these had for company business strategies and structures; the parent company's country of origin and experience in managing international operations; the strategic role of the subsidiaries and their mode of establishment; and a number of host country effects. Overall, it is argued, that the study's findings contribute to existing knowledge in a number of ways. First, the findings lend some further support to the validity of Perlmutter's typology of the IHRM strategies that are adopted by MNCs, while also raising doubts about its future usefulness. They also add weight to the view that a process of convergence is occurring in respect of the HRM policies utilised by MNCs, and that this convergence is centred around an Anglo-Saxon conceptualisation of HRM best practice. At the same time, they also lend weight to the argument that this process of Anglo-Saxonisation is occurring in the context of national specific frameworks. As a result, the study suggests that there remains some country of origin influence over the way MNCs mange their human resources. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation.
28
Gerard, Charles J. (Charles Joseph). "Dimensions of human resource management on commercial vessels." Thesis, Massachusetts Institute of Technology, 1994. http://hdl.handle.net/1721.1/35427.
Full text
29
Itakura, Hiroaki. "Human resource management of foreign companies in Japan." Thesis, Massachusetts Institute of Technology, 1996. http://hdl.handle.net/1721.1/10957.
Full text
30
Howard, Tara. "High commitment human resource management and employee wellbeing." Master's thesis, University of Cape Town, 2013. http://hdl.handle.net/11427/6841.
Full textAbstract:
This study examined the relationship between Human Resource Management (HRM) and employee wellbeing in three large South African organisations (N = 284). Employee wellbeing was defined as the subjective experiences of employees and was indicated by job satisfaction, affective commitment and psychological wellbeing. Particular attention was paid to how the HRM system relates to employee wellbeing through an investigation of the content and process components of the HRM system. Regression analyses revealed significant relationships between HRM content and employee wellbeing, namely performance management and career management practices. No significant relationships were found for the process component, namely the strength of the HRM system. The research findings provide a basis for future research into which particular types of HRM practices lead to employee wellbeing, and how they could be implemented in practice. The discussion of the findings is intended to produce positive implications for organisations, HRM practitioners and employees.
31
Roos, Johanna, and khazzar Sumaia El. "Användandet av digitala verktyg inom Human Resource Management." Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-20060.
Full textAbstract:
Denna studie avser att undersöka användandet av digitala verktyg inom HR samt hur kommunikationen och interaktionen har påverkat HR-personalen och de övriga anställda inom organisationen. För att vidare forska inom studien har kvalitativa intervjuer genomförts med syfte till att samla in information kring de anställdas uppfattningar och åsikter kring användandet av digitala verktyg. Vi har även valt att fokusera på hur relationen mellan HR anställda och resterande av organisationernas medarbetare påverkas vid kommunikation via digitala verktyg. Med forskningsfråga som har inriktning i hur digitala verktyg har påverkat HR avdelningens arbetssätt och hur kommunikationen och interaktionen mellan HR personalen och övriga anställda påverkats. Resulterar det till att digitala verktyg har effektiviserat HR avdelningens arbetssätt. Kommunikationen har inte påverkats negativt och interaktionen mellan HR personalen och övriga anställda har förändrats, men därmed bidragit till nya möjligheter.This study aims to investigate how digital tools support the HR department and affect thecommunication and interaction between HR managers and other employees within anorganization. To gather information in order to understand the employee's experience andopinions about how digital tools affect their work, have qualitative interviews been conducted. However, we have also focused on the relationship between HR managers and the rest of the organization's employees are affected by the new technology. With our research questions that include both the effects of the digital tools and how new technology changed the relationship and the interactions between HR managers and other employees. Did the results show that the digital tools facilitated the work of HR managers. Also, the communication between HR managers and other employees did not get affected negatively with the use of different digital and the interaction have changed but also gives new opportunities.
32
Barry, Shane Charles Francis. "Exploring the Human Resource Management Employee Performance Relationship." Thesis, Griffith University, 2009. http://hdl.handle.net/10072/366866.
Full textAbstract:
Understanding the relationship between Human Resource Management (HRM) and the performance of organisations has been an ongoing area of interest within management fields. Important in this domain has been ‘the black box’, the unknown construct of connections between HRM and performance, an area which has remained unable to be fully ‘illuminated’ by researchers. The significance of this being, that in increasingly competitive local, national and global markets, it is critically important for organisations to efficiently and effectively manage all forms of resources ’ involved in their operations. Here, human resources play an intrinsically pivotal role.
To explore ‘the black box’, and with a refinement to the HRM/performance relationship, this research was driven by an overarching research question which was: What relationship/s did HRM have with employee performance? Focusing on employee performance allowed for the broad performance construct to be more discernable, providing an opportunity to better consider its potential relationships with HRM. To further guide this exploration, research objectives were developed to address unresolved needs in this field to: better conceptualise HRM and employee performance, develop a theoretical model which would assist in explaining the HRM/performance relationship, posit an explanation of the resolution to ‘the black box’, posit an effective methodology with which to research allied phenomena...Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Department of Management
Full Text
33
Bassett, G. D. "Human resource management competencies for health service managers." Thesis, Queensland University of Technology, 1996. https://eprints.qut.edu.au/226976/1/T%28BS%29%20122_Bassett_1996.pdf.
Full textAbstract:
It is clear that the public hospital system operates in an environment which
is rapidly and constantly changing. A major effect of those changes is the
devolution of authority and responsibility for a wide range of decisions to the
line manager level. In particular, responsibility for human resource
management is being altered. Hence, there are demands for different skills
and attributes in the roles of clinicians and other health professionals who are
often unprepared for those responsibilities. A need thus exists to identify the
human resource management skills, attitudes, abilities and knowledge
required for effective management within the public hospital system.
The aim of the present research was therefore to investigate the competency
domains that are considered to be necessary for line managers in three
occupational groups in the Queensland public hospital system to effectively
manage their staff both at present and in the future. The thesis thus reports
on an investigation with two related components. Initially, through a series of
qualitative techniques, a model of competency domains was developed using
a grounded theory approach. The model was then used as a basis for further
analysis employing quantitative methods.
The qualitative analysis incorporated four separate stages. In the first
instance, a sample of existing position descriptions was obtained from a
range of public hospitals in Queensland for the nursing, medical and
administrative occupational groups. This provided information on the types of roles which the employer expected from each group. Secondly, a number of
structured discussion group workshops were held with representatives of
each occupational group from two major Brisbane hospitals. This furnished
information on the types of skills, attitudes and knowledge which line
managers are likely to need both now and in the future. Thirdly, the data
obtained through the workshops was verified by a number of competency
interviews with additional representatives of the three occupations. The fourth
stage involved a synthesis of the information gathered through the first three
processes to enable a model of human resource management competency
domains to be developed with the assistance of a panel of subject matter
experts. The model that resulted comprised eleven competency domains
incorporating leadership, change management, information management,
communication, staff development, performance management, resource
management, employee relations, cognitive skills, knowledge and personal
attributes.
Quantitative methods were based on an analysis of data gathered through a
questionnaire which was developed from this model. A total of 522
employees at prescribed levels within the public hospital system in
Queensland were surveyed. A principal components analysis of the survey
items showed only a single factor structure. In view of this outcome,
subsequent analyses were based on the a priori categories as identified in
the model of human resource management competency domains. Before
proceeding further, tests were conducted to determine the internal reliability
of the a priori competency domains. This showed that the model comprises an appropriate set of human resource management competency domains
required by health service managers to effectively undertake their roles.
A multivariate analysis was then undertaken to allow a comparison to be
made between the importance of each domain to each of the occupational
groups at present. The analysis revealed that there are only minor differences
in the level of importance attached to the domains by each occupation. In
addition, the analysis showed that there are limited differences between what
is considered to be important now and what may be critical in the future. The
only meaningful change is that administrative staff indicated that one domain,
information management, is likely to become much more important.
A number of multivariate and univariate tests were also undertaken to assess
the effect of a range of demographic variables on the perceived importance
of each of the domains. This highlighted that the number of people
supervised had a significant impact on a number of domains while gender
had a significant effect on all domains. The impact of having large numbers
of employees to supervise can be readily understood. The effect of gender
may be partly due to the large number of females in the nursing profession,
as this occupational group rated all domains more highly than did the other
two occupational groups.
The project has therefore identified a model of human resource management
competency domains which are considered to be necessary at present. It has
also enabled a comparison to be made with the competency domains needed in ten years time. Further research is needed to develop more specific
competency elements and standards within each of the domains. However,
in the meantime, it is apparent that a number of human resource activities
such as training and development, performance appraisal and recruitment
and selection may be assisted through the further development of these
domains. Clarification of the role of human resource specialists and line
managers may also be needed as part of that process.
34
Pederiva, Lucia. "Studies on Human Resource Management Practices for Flexibility." Doctoral thesis, Università degli studi di Trento, 2021. http://hdl.handle.net/11572/321304.
Full textAbstract:
Flexibility is a term that recalls many different aspects in the life of organizations and employees. This thesis explores two different forms of flexibility to understand whether it can be strategically used by Human Resource Management as a tool to increase the performance of organizations. The first chapter of this thesis is conceived as an introduction to various forms of flexibility with a particular focus on numerical and temporal flexibility, which are at the core of Chapter 2 and Chapter 3. Chapter 2 analyzes aspects linked to numerical flexibility, namely the possibility of organizations to adjust workforce. The wider use of non-standard forms of employment of the last two decades and the economic crisis that characterized the last fifteen years changed the paradigm of the standard open-ended contract. As employers more frequently resort to more flexible arrangements to adjust to changing market conditions, it is crucial to understand the drivers of these choices and whether atypical contracts are distinctive to low skilled jobs or HRM practices can make a difference. Chapter 2 specifically explores the link- ages between specific characteristics of job and the deployment of atypical contracts. While previous literature highlighted the effects of single characteristics in the choice of employers towards permanent or atypical contracts, we bring together various characteristics that create configurations that can explain these choices using fuzzy set qualitative comparative analysis (fsQCA). We found evidence that firms limit the deployment of atypical contracts not only in case of firm-specific and complex tasks, but also in case of simple and non-specific tasks when supported by HRM practices aimed at increasing internal flexibility. Firms can take advantage of a stable workforce by strategically using HRM flexibility practices as an alternative to numerical flexibility. Chapter 3 deals with the issue of temporal flexibility and is addressed in this thesis as a kind of flexibility that brings together the needs of both employees and employers. On one hand, the stronger request for autonomy and an increased work-family balance of employees brings organizations to increase the availability of programs and benefits to accommodate workers’ needs. On the other hand, these programs have proved to have positive effects on various job outcomes such as job satisfaction, motivation and performance and reduced absenteeism and turnover and therefore might be used by organizations to increase individual performance. Especially in a context like the public sector, that doesn’t allow great monetary incentives due to budget constraints, flexibility programs should be considered important tools to increase job outcomes. The implementation and the real effects of these programs, however, remain important topics that need to be addressed, as if not specifically tailored, these measures might not lead to the expected result. Chapter 3 deals with the effects of a flexitime program on absenteeism, overtime and hours worked using panel data from an Italian public health agency. We use a conditional DiD model and a flexible conditional DiD model to investigate how employee’s behavior changed in a four-year time period and the year right after entering the program. We found no results supporting the idea that the mere implementation of the program helps to reduce absenteeism. We argue that because individual motivational aspects might be the reason behind our results, organizations need to consider individual characteristics in order to obtain positive results from flexibility programs.
35
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.
Full text
36
Geary, John. "Human resource management in practice : labour management in Irish electronics plants." Thesis, University of Oxford, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.316763.
Full text
37
El-Farr, Hadi. "Aligning human resource management to knowledge management within the UK management consulting sector." Thesis, University of Leeds, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.578613.
Full textAbstract:
This study aims at investigating the alignment between human resource management (HRM) and knowledge management (KM). The research was motivated by the increasing trend towards highlighting the role of HRM practices in supporting KM and its activities. Effective and efficient KM is claimed to only be possible if firms address its human dimension in addition to its information technology (IT) one. The review of relevant literature showed that there was a lack of sufficient empirical research to support the theoretical claims linking HRM to KM. Available empirical studies are rare and subject to criticism that question the validity of the studies. Two empirical research questions are adopted for this study: (1) How is KM perceived and implemented within the management consulting sector in the UK? (2) What is the role of HRM in supporting KM within the management consulting sector in the UK? The context of this study is the 'management consulting sector in the UK. This sector was thought optimal for uncovering links between HRM and KM, mainly due to the nature of this sector; it is arguably knowledge-intensive and is a major employer of a highly skilled workforce. The study utilised mixed methods to address the research questions, which were investigated in both an intensive and an extensive manner. Several methods were utilised as well to ensure replication, complementation and triangulation. The first method is a descriptive survey to assess extensively HRM, KM and their interrelations in the UK management consulting sector. A total of 52 participants replied to the survey, out of a sample of 323 organisations, achieving a response rate of 16.1 %. The second method comprises semi-structured qualitative interviews covering a representative sample of the survey sample. A total of 15 interviews were conducted at this research stage. The third method includes two mini case studies that were chosen based on the companies having a developed KM initiatives arid HRM practices. A total of five interviews were conducted; several relevant documents were also collected from each of the two organisations. The thesis generated several major findings that impact on the relevant literature. There is little evidence of formal holistic KM initiatives in the management consulting sector. KM is chiefly addressed through IT management. At the informal level, KM is viewed as a set of activities where the most cited activity is knowledge-sharing. Therefore, this study found that research is more useful, if it focuses on where knowledge resides and what are the contextual characteristics under each KM orientation. The study identified four KM strategies that organisations might adopt. The combination strategy is found to be the most adopted by consultancies followed by the codification, personalisation and laissez faire strategies. The study focused on the following contextual characteristics under each strategy: culture type, leadership style, IT, knowledge types, knowledge sources, KM responsibility and dominant KM activities. Each KM strategy has a distinctive set of contextual characteristics. Afterwards, the HRM function was found to have a limited role in supporting KM - and when some roles are claimed, they are identified as indirect and reactive, As for the HRM practices, practitioners viewed them as natural contributors to KM at various intensities, although they have not designed them with the intention to do so. Above all, participants perceived PA, R&S and T &D as significant contributors to KM. The thesis then moves on to allocate the contextual characteristics of the HRM practices under each KM strategy, which further illustrates the implicit role of those practices In supporting K.M. The case studies have added some depth to our understanding of this research branch. Firstly, they highlighted the internal politics and power struggles caused by introducing KM initiatives. Secondly, they illustrated how various KM strategies exist within the same organisation.
38
Mansour, Hala Fawzy. "Human resource management reform and organisational effectiveness : perspectives of human resource professionals in UK Higher Education institutions." Thesis, Keele University, 2011. http://eprints.keele.ac.uk/1834/.
Full textAbstract:
The starting point of this thesis is the idea in the literature that the main objective of NPM is to apply strategic direction to public organizations (Truss, 2006) that could help to achieve economic and cost-cutting objectives (Boyne, ibid.). Achieving these objectives is, in part, based on applying management reform (Hood, 1995) through a focus on performance management, the setting of quality standards, the adoption of a philosophy of enhancing value for money and the replacement of the allegedly traditional bureaucratic structure of management based on satisfying organizational members’ interests and demands a more market- or competition-based set of arrangements. In UK higher education institutions (HEIs), human resource management (HRM) has had a major influence by orchestrating these changes to achieve organizational effectiveness (Brown, 2008). Thus human resource professionals must address these changes when planning and carrying out their roles and programmes. This thesis proposes that there are two models that can be adapted to public sector organizations, such as universities: Stakeholder Satisfaction (SS) model and Instrumental Rationality (IR) model. Stakeholder Satisfaction model is concerned with balancing the demands and interests of different stakeholders and members. It is related to political, social and communicative forms of rationality as a base to achieve Organizational Effectiveness (OC). The HRM role in this model seems to focus on operations and people to satisfying members’ interests (Employee Champion role) and to perform administrative activities (Administrative Expert role). Instrumental Rationality model is seeking to achieve economic goals. The OE perspective under this model is related to technical and economic rationality. HRM within this model is concerned with achieving strategic orientation in an organization (Business Partner role). I argue that applying New Public Management (NPM) may influence public sector organizations to move from the Stakeholder Satisfaction model to the Instrumental Rationality model. Similarly, this might well be accompanied by HRM departments in universities shifting their main focus from the role of ‘Employee Champion’ to that of ‘Business Partner’.
39
Jenkins, Glenville. "The rise of human resource management : responsibility and reward." Thesis, University of South Wales, 2000. https://pure.southwales.ac.uk/en/studentthesis/the-rise-of-human-resource-management(c17b5757-dbf0-43bb-883e-31677b5ff705).html.
Full textAbstract:
The subject matter of this submission for a PhD by publication is the rise of human resource management in the UK. It specifically examines the responsibilities of line managers and personnel specialist and the importance of rewards in identifying the nature of human resource management in the UK at the end of the twentieth century. The submission presents an overview of a number of books and papers previously published by the author concerning two areas of inquiry (1) profit sharing and share ownership schemes and (2) managers attitudes to human resource management. Chapter 1 presents a critical appraisal of previous work on human resource management that places the stimulus for the research and selected publications in context. Also, it examines the rise of human resource management and theoretical models of human resource management. Chapter 2 explores the design and methodology of the two research endeavours and places these in the context of management research. Chapter 3 reviews the outcomes of the research particularly that concerned with the external environment and competitive advantage, responsibilities of line and personnel management and the integration of rewards. It also presents the main findings of the research and reaches conclusions on the nature of management, dissemination and utilisation of the research.
40
Boesch, Benjamin. "Die Besonderheiten des Human Resource Management in karitativen Organisationen." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02603629001/$FILE/02603629001.pdf.
Full text
41
Trifunovska, Kristina, and Robin Trifunovski. "Human Resource Management : motivation among emplyees in multinational corporations." Thesis, Högskolan Kristianstad, Sektionen för Hälsa och Samhälle, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-7849.
Full textAbstract:
Problem: Motivation is the number one problem facing businesses today. It is essential for employers to recognize what motivates employees in order to improve productivity and ensure the success of the company (Wiley, 1997). Even though employee motivation is a well researched topic, most studies have particularly focused on small domestic companies. Opportunities within MNCs and small companies are significantly different. Qualitative methods in the field of management is very limited, which the article by Cassell, Symon, Buehring and Johnson (2006) supports. Purpose: The purpose of this dissertation is to explore what motivates employees to work. Focus will be on employees working in multinational corporations in Sweden. In order to do so, we aim to identify key factors which have an impact on motivation at work. This study will contribute with a framework of motivational factors in a organization. It will also give an insight in employees’ attitudes towards motivation and what motivation means to them. Methodology: This thesis will use a qualitative method. The study is based on an interpretivistic philosophy with an abductive research approach. In order to answer our research question, primary data is collected through interviews with a number of employees from multinational companies in Sweden. This research strategy enables us to make investigations about work motivation. Conclusions: After analyzing the motivational factors in our study, we can make the conclusion that motivation is highly personal and differs from individual to individual. Work motivation is also not consistent over time, meaning, the factor which motivates an individual today will most likely not be the same motivational factor a year from now. It is clear that personal circumstances will have an impact on employee motivation. Results reveal that employees who are in the same profession are similarly motivated and satisfied in their work.
42
Yang, Hui-O., and n/a. "Human resource management in the hotel industry in Taiwan." Swinburne University of Technology, 2007. http://adt.lib.swin.edu.au./public/adt-VSWT20070704.091205.
Full textAbstract:
This thesis examines contemporary human resource management (HRM) in the hotel industry in Taiwan. The hotel industry and the effective management of its human resources are of great economic significance for Taiwan, given the government's plans for doubling the number of international arrivals between 2002 and 2008 (Tourism Bureau 2005b). Yet previous research on this topic is scarce, consisting of only four studies, three of them unpublished Master's theses. Access to two of the studies is limited and all four studies have adopted a 'single issue' perspective in their investigation. This study has attempted a broader perspective, inviting exploration in an open-ended way of a range of contemporary issues and concerns. It also offers a literature review intended as a significant contribution in its own right, in its attempt to locate research helpful to the Taiwanese hotel industry.
The specific aims of this study were to explore the way managers in the hotel industry are thinking about what they identify as concerns, the HRM issues and practices they perceive as important in employee management, and the future plans they have for HRM. The data were gathered from the manager which each hotel identified as being best placed to discuss these issues. Findings from this study are presented with interpretation and commentary offered to compare the themes raised in this study with those identified in the literature.
Given the high proportion of quantitative studies in hospitality industry research across the world (Lucas and Deery 2004), a qualitative method is utilised in this research and in-depth interviews were chosen as the main vehicle for data collection. The characteristics of such qualitative research are exploratory and descriptive, creating a data set that is not possible to obtain through written questionnaires and surveys. Twenty-eight hotels were approached and fourteen hotels participated in this research, representing a 50 per cent response rate.
The results suggest that most participating hotels are focused on dealing with the day-to-day operational challenges of shortages of appropriately skilled staff, seasonal variations in workforce demand and employee turnover. While they perceive these issues as significant and challenging, they were mostly inclined to view these as 'facts of life' in the industry, and were relatively limited in their thinking about more fundamental and strategic solutions for dealing with them. However, some hotels are developing more innovative approaches to effectively engaging with these challenges, such as participating in joint-training programs with other hotels; developing long-term relationships with internship students; increasing employee empowerment and using the Balanced Scorecard (Nair 2004; Niven 2006) in performance management.
This study explores some ways in which these practical initiatives could be taken further. It also takes up a key theme which emerged from the interviews, namely the vital importance of developing sound customer service cultures and practices. Some practical ideas are explored to assist in this respect. On the bases of these findings, this study also concludes that human resource managers have a valuable role to play in the executive management teams of hotels. This role needs to be further developed and encouraged. The current and emerging challenges facing the industry demand an approach to HRM which is far more strategic than the traditional focus of personnel administration; instead, HRM has a key role to play in creating and sustaining competitive advantage in organisations.
43
Mikulicz-Radecki, Johannes von. "Die Rolle von Fertigungsmitarbeitern im strategischen Human-Resource-Management." Mannheim Univ. Press, 2006. http://madoc.bib.uni-mannheim.de/mup/frontdoor.php?sourceo̲pus=7.
Full text
44
Yang, Hui-O. "Human resource management in the hotel industry in Taiwan." Australasian Digital Thesis Program, 2007. http://adt.lib.swin.edu.au/public/adt-VSWT20070704.091205/index.html.
Full textAbstract:
Thesis (DBA) -- Swinburne University of Technology, Australian Graduate School of Entrepreneurship, 2007.Doctor of Business Administration, Australian Graduate School of Entrepreneurship, Swinburne University of Technology, 2007. Typescript. Includes bibliographical references (p. 264-285).
45
Miller, Benjamin Israel. "Estimating the Firm’s Demand for Human Resource Management Practices." Digital Archive @ GSU, 2008. http://digitalarchive.gsu.edu/econ_diss/34.
Full textAbstract:
This dissertation investigates two related aspects of firms’ choice of HRM practices. The first is why some firms expend a great deal of resources on HRM practices for each employee while others spend very little; the second is the extent to which firms’ bundles of HRM practices sort into general discrete employment systems. In order to empirically address these issues, this dissertation uses an economics-based theoretical approach. The key theoretical link to economics is to treat HRM as a separate factor input in the production process, which allows me to derive an HRM input demand function. This function expresses the firm’s per employee expenditures on HRM and their choice of HRM system as a function of prices and internal and external firm characteristics. Ordinary least squares, two-stage least squares and linear quantile analysis are used to empirically estimate the HRM demand function using a unique dataset of several hundred firms collected by the Bureau of National Affairs (BNA). The regression equation is found to be statistically significant, implying firms do have an identifiable demand for HRM practices. Second, there are nine independent variables which are found to be stable determinants of the demand for per employee expenditures on HRM practices. Regarding the existence of discrete employment systems, cluster analysis is used to determine if the sets of HRM practices adopted by these firms sort into identifiable types of HRM systems. The results show that there is a discrete set of four HRM systems; however, the HRM demand function does not predict which system a firm will choose.
46
Al-Amri, Haiyaf Salih. "Human resource management practices & performance indicators in hospitals." Thesis, University of Birmingham, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.251835.
Full text
47
GUAN, JEHNG JER, and 官政哲. "Strategic Human Resource Management." Thesis, 1997. http://ndltd.ncl.edu.tw/handle/83508868729669433729.
Full text
48
WEN, HSIA SHU, and 夏淑雯. "The Relationships among Institutional Isomorphism, Human Capital, Innovative Human Resources Management and Human Resource Management Effectiveness." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/66622689113765564057.
Full textAbstract:
碩士國立高雄應用科技大學
人力資源發展系碩士班
95
『To BE, OR NOT TO BE ? That is a institution problem』。The institutional theory gives and important message for human resource management: A firm’s existence strategy and practice about human resource is affected by the institutional environment. In order to understand this phenomenon, the purpose of this article is to explore the relationship among the institutional environments, human capital, innovative human resource and human resource management effectiveness. Through empirical research, 109 effective samples have been collected from high tech industry. The data was analyzed by factor analysis, canonical analysis, ANOVA and LISREL to figure out the relationship of the constructs. There are some major findings : (1)Forced by institutional environment more, firms need to take change and practice more to upgrade human capital, innovative human resource management and human resource management effectiveness. (2) The more human capital and human resource management effectiveness performed, then the more innovative human resource management firms used. (3)The mediating effects of human capital and innovative human resource management towards the institutional environment can positively influence human resource management effectiveness. A direct implication of this study is that institutional environment could play an crucial role in firms human capital, innovative human resource practice and human resource management effectiveness. Key Words: institutionalism, innovative human resource management, strategic humn resource management.
49
BUI, KA-PO, and 貝家寶. "Exploring Relationship Between Human Resource Competencies, Human Resources Management and Strategic Human Resources Management: Exemplified by Taiwan Paper Industry." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/24829739863886567889.
Full textAbstract:
碩士逢甲大學
企業管理所
100
The strategy requires staff to implement, through effective human resource management, the performance on strategy will more successfully. Recently, about the research on human resources management has a substantially increase, and the strategic human resource management has been taken seriously. However, from human resources management to strategic human resource management, rely on the management to promote is not enough, the competence of the human resources is equally important. The purpose of this study is exploring the relationship between the competence of human resources, human resource management and strategic human resource management, exemplified by Taiwan Paper Industry. The company size as a moderating variable, to explore the moderating effect of company size in the human resources competence on human resource management and strategic human resource management. The study questionnaire survey the employees of the paper industry is listed in Taiwan, using multiple regression to analysis the assumption, the results show the human resources competence has a significant effect on human resource management and strategic human resource management, the human resources competence’s "Self development", " Corporate internal knowledge" and "Self-management” have a significant impact on human resources management, human resources competence’s "Self-development" and "Team work", " Corporate internal knowledge" and "Self-management" have a significant impact on strategic human resources management. "Team work", " Corporate internal knowledge" and "Self-management" is effect the “Strategic human resource management planning", "Self-development" is effect the "Strategic human resource management implementation". Company size in the human resources competence on human resource management and strategic human resource management has a significant interference effect. Finally, the result also show that human resource management has a significant effect on strategic human resource management, the human resources management’s "Comprehensive Human Resources" have a significant impact on the "Strategic human resource management planning", the human resources management’s "Comprehensive human resources", "Salary and performance" have a significant impact on the "strategic human resource management implementation".
50
Martins, Pedro Nuno Courela. "Human resource management aid tool." Master's thesis, 2021. http://hdl.handle.net/10451/51327.
Full textAbstract:
Trabalho de Projeto de Mestrado, Engenharia Informática, 2021, Universidade de Lisboa, Faculdade de CiênciasMy thesis was done at InnoWave which is a consulting company based in Lisbon but with businesses all over the world, due to this fact it becomes complex the task of making the human resources management in the various projects, which is currently done through various tools in the company that do not exchange information automatically. This is the central problem addressed in this thesis, decentralization of information, and which I intend to solve by developing a system that helps managers in their daily work. Due to the fact that for managers to manage all their employees it is necessary for them to access 3 different platforms and cross-reference the data from the various platforms with manual tasks, often with the help of Microsoft’s Excel tool. This is not at all the most efficient way of working and it was due to this fact that I decided to propose this subject and help the company in its tasks. The objective of this work is to build a system that can centralize all the necessary information in a single place in an automatic way, thus optimizing the tasks that are currently done by managers and bringing added value with the information acquired. The solution that I planned, designed and implemented was mostly built using 3 softwares from Power Platform: Power BI, Power Apps and Power Automate. In Power BI it was possible to create dashboards that group the information in a useful way for managers. In Power Apps we created an application that complements the dashboards where managers can edit information about their employees. In Power Automate were created automatic flows of sending emails not only for employees but also for the managers themselves and for the Office department of the company.