Prior research has shown that differences in human resource management (HRM) perception/practices do exist between nations. These differences have been attributed to variations in culture. The fundamental purpose of this study was to determine whether subcultures differing in location, religion, and ethnicity significantly affect perception/ practices of human resource management within a common national context (Indonesia). A secondary purpose of the current study was to compare with those found within Indonesia by the Best International Practices Consortium or Best Practices Project (BPP). Participants in the present study were 762 agri-business employees who were members of three distinctly separate subcultures within Indonesia; Sundanese/ Javanese, Balinese, and Minahasan. Data are obtained through the distribution of written questionnaires modeled after those employed by the BPP. Within each subculture, there were numerous disparities between current perceived practices and those desired by employees. This study also revealed several significant differences in HRM practices and perceptions across the three observed subcultures in the areas of hiring, training, performance appraisal, leadership, and communications. Participants reported differences in current and desired managerial styles across subcultures. However, within these groups, current management practices matched employee preferences. The overall findings of the present study differed from those of the BPP. These differences may be attributable to dissimilarities in the samples for the two studies’ samples. This study indicates that employee attitudes and perceptions of HRM practices do differ across cultural boundaries within a common national context. This discovery has wide implications for international companies which may be looking to establish overseas enterprises in countries with diverse cultural populations.

The field of strategic human resource management attempts to investigate the role and contribution that human resources may provide to organizations. Although various theoretical perspectives have been applied to the field of strategic human resource management, some scholars still label this field as atheoretical. I apply discretion theory to this atheoretical discussion with the expectation that discretion theory will allow a better examination of what may be occurring in the “black box” between human resource practices (i.e. high performance work practices) and organizational outcomes. Specifically, my intent was to determine under what conditions human resource managers might influence the high performance work practices/organizational outcomes relationship. I surveyed dyads consisting of one senior human resource manager and one other human resource employee within various organizations to assess 1) the nature of the human resource practices that each organization employs, 2) the intensity of the senior human resource manager’s individual discretion, and 3) the intensity of the organization’s contextual discretion. Moderated regression analysis was utilized to test each hypothesis. Upon testing each hypothesis, partial support was found for the following hypotheses: Hypothesis 1a: The use of high performance work practices will be negatively related to absenteeism, Hypothesis 1b: The use of high performance work practices will be negatively related to turnover, Hypothesis 2a: The use of high performance work practices will be positively related to ROA, Hypothesis 3b: Individual discretion will moderate the relationship between HPWPs and turnover: specifically, HPWPs will be more strongly related to turnover (i.e. less turnover) when individual discretion is high than when individual discretion is low, and Hypothesis 4a: Individual discretion will moderate the relationship between HPWPs and ROA; specifically, HPWPs will be more strongly related to ROA (i.e. higher levels of ROA) when individual discretion is high than when individual discretion is low. No support was found for Hypotheses 2b, 3a, and 4b. With respect to each of the three-way interaction hypotheses, slope difference tests revealed that none of the slopes for were significantly different from one another, hence no support was provided for Hypotheses 5a-5c, 6a-6c, 7a-7c, and 8a-8c.

none

none

Abstract This study is to discuss the topic of human resource management on the Volunteer Recruiting and Employ Project of the 2009 World Games Kaohsiung. By documentary analysis and synthesis it is about to find out the internal and external factors which influenced the operation procedure in the KOC organization, and to know the status of volunteer recruiting and volunteer management. The conclusions of this study are presented as follows: 1. At present most of the recruited volunteers are students with high academic degree, and there is only 60% of them with the English ability to communicate to people from different countries. 2. Among the national nonprofit sports organizations, Chinese Taipei University Sports Federation and Chinese Taipei School Sports Federation are suitable to be invited to participate in KOC. Among the national sports associations, it is worthy to invite the members of those associations to be the expert volunteer of KOC. Universities and the student¡¦s clubs are the main objects to be encouraged to join the volunteer group and general volunteer. 3. KOC should encourage people from different areas not only in Taiwan but also from overseas to take a part in the World Games. Inside of the KOC organization, it is needed to take more coordination and communication. And it is necessary to make the precise division of labor between KOC and Kaohsiung City Government. The recruiting of World Games Volunteer Group needs to be paid more attention to. 4. The discrepancy of statistics on the volunteer manpower demand is great different between the World Games Volunteer Recruiting and Employ Project(2004) and the statistics from each bureau of the Kaohsiung City Government in 2007. 5. KOC has the well-planned training and service programme for the volunteers. But the reemploy project following the ending of the World Games is needed to be raised as early as possible.

En personalomsättning på 70 procent och en minskning av antalet sökande på 50 procent ledde till att Gröna Lunds arbetsgivarvarumärke ifrågasattes, eftersom ett starkt arbetsgivarvarumärke bidrar till ökad arbetslojalitet samt ökar arbetsgivarens attraktivitet. För att se hur Gröna Lunds Human Resource (HR) avdelning förmedlar arbetsgivarvarumärket internt gentemot säsongsansanställda, genomfördes intervjuer med HR-personal och personer i företagsledning samt bearbetades ett flertal dokument. HR kommunicerade arbetsgivarvarumärket i enlighet med teorier och tidigare forskning, ändå kvarstår problemen. Gröna Lund måste visa ett större engagemang för långsiktiga satsningar på sin personal genom att undersöka möjligheterna till utvecklingssamtal, utbildning och tillsvidareanställningar. Alternativt acceptera sin situation och lägga resurserna på att göra det bästa utav det. / Employee commitment and employer attractiveness is influenced by a good employer branding. Having an employee turnover rate of 70 percent and 50 percent decreasing in job applications, Gröna Lund’s employer branding started to be questioned. Interviews were made and different document was processes to see how Gröna Lund´s Human resource department worked with employer branding inside the organisation to affect their seasonal employees. Human Resource communicated the employer brand according to previous research but their problem still remains. Gröna Lund need to show greater interest in the long-term investment of their employees by investigating possibilities to employee dialogue, training, permanent position or alternatively accept the situation and make the best of it.

Several recent articles stress that enough research has not been devoted to the performance management of expatriates. The cost of an expatriate is two to three times higher than the cost of a local employee. Therefore it is important to ensure that the investment made is returned to the company. Hence, this study aims to investigate how MNC’s evaluate their expatriates. By interviewing expatriate managers in four Swedish MNC’s we came to the conclusion that companies tend to rely much on informal measurements to evaluate expatriates whereas using formal measurements of hard criteria was done in the same way as for all employees. Our findings suggest that companies, in order to get the most out of their expatriates, ought to put more emphasis on the selection process and the repatriation process.

In a competitive environment, how enterprises keep their advantages is becoming more and more significant. From many theoretical and practical researches, employees seem to be the key resource in a working place, which means to have a proper worker in a right position. However, some enterprises do not have a great understanding of making a good use of human resource to make things go smoothly and effectively. Thus this essay emphasizes on the issue of Manpower Inventory by interviewing eight enterprises. I analyzed the results from these eight enterprises to obtain the similarities and dissimilarities of using Manpower Inventory, like background, purpose, and goal. I hope this research will be a useful reference for all the enterprises. I highlighted the major points below: 1. These eight enterprises have different backgrounds and purses but all are willing to have a change to make a good use of human resource by using Manpower Inventory. 2. Manpower Inventory can be distinguished into regularity and particularity. The former one means to put manpower inventory in routine, in other words, to have manpower inventory regularly. The later, particular inventory will be brought up when the organization probably needs it. 3. Quantity inventory depending on the qualities of employees has different inventory means. Generally speaking, however, multi-index is the better method. Skill inventory is supposed to have some related aids to promote workers¡¦ special skills. 4. Manpower Inventory is connected with working achievement, resigning improper employees and promoting proper employees, to make the company stay strong and effective. Adjusting by the entire environment is the key to gain effects. 5. Manpower policy depends on the predictable produce. When the shortage of employees happens in a short term, asking for more hours working, taking shift turns or having helpers from outsider, can solve the problem. On the other hand, when a company has a quilter business, some workers might be asked to have days off without getting paid or even be let go. 6. Human resource department is supposed to follow the future development and find the solutions for the predictable problems. However, planning cannot always follow the changes. Being flexible and having well communication, therefore, will be the best way to untangle unexpected problems and achieve manpower inventory plan.

Prior research has shown that differences in human resource management (HRM) perception/practices do exist between nations. These differences have been attributed to variations in culture. The fundamental purpose of this study was to determine whether subcultures differing in location, religion, and ethnicity significantly affect perception/ practices of human resource management within a common national context (Indonesia). A secondary purpose of the current study was to compare with those found within Indonesia by the Best International Practices Consortium or Best Practices Project (BPP). Participants in the present study were 762 agri-business employees who were members of three distinctly separate subcultures within Indonesia; Sundanese/ Javanese, Balinese, and Minahasan. Data are obtained through the distribution of written questionnaires modeled after those employed by the BPP. Within each subculture, there were numerous disparities between current perceived practices and those desired by employees. This study also revealed several significant differences in HRM practices and perceptions across the three observed subcultures in the areas of hiring, training, performance appraisal, leadership, and communications. Participants reported differences in current and desired managerial styles across subcultures. However, within these groups, current management practices matched employee preferences. The overall findings of the present study differed from those of the BPP. These differences may be attributable to dissimilarities in the samples for the two studies’ samples. This study indicates that employee attitudes and perceptions of HRM practices do differ across cultural boundaries within a common national context. This discovery has wide implications for international companies which may be looking to establish overseas enterprises in countries with diverse cultural populations.

The field of strategic human resource management attempts to investigate the role and contribution that human resources may provide to organizations. Although various theoretical perspectives have been applied to the field of strategic human resource management, some scholars still label this field as atheoretical. I apply discretion theory to this atheoretical discussion with the expectation that discretion theory will allow a better examination of what may be occurring in the “black box” between human resource practices (i.e. high performance work practices) and organizational outcomes. Specifically, my intent was to determine under what conditions human resource managers might influence the high performance work practices/organizational outcomes relationship. I surveyed dyads consisting of one senior human resource manager and one other human resource employee within various organizations to assess 1) the nature of the human resource practices that each organization employs, 2) the intensity of the senior human resource manager’s individual discretion, and 3) the intensity of the organization’s contextual discretion. Moderated regression analysis was utilized to test each hypothesis. Upon testing each hypothesis, partial support was found for the following hypotheses: Hypothesis 1a: The use of high performance work practices will be negatively related to absenteeism, Hypothesis 1b: The use of high performance work practices will be negatively related to turnover, Hypothesis 2a: The use of high performance work practices will be positively related to ROA, Hypothesis 3b: Individual discretion will moderate the relationship between HPWPs and turnover: specifically, HPWPs will be more strongly related to turnover (i.e. less turnover) when individual discretion is high than when individual discretion is low, and Hypothesis 4a: Individual discretion will moderate the relationship between HPWPs and ROA; specifically, HPWPs will be more strongly related to ROA (i.e. higher levels of ROA) when individual discretion is high than when individual discretion is low. No support was found for Hypotheses 2b, 3a, and 4b. With respect to each of the three-way interaction hypotheses, slope difference tests revealed that none of the slopes for were significantly different from one another, hence no support was provided for Hypotheses 5a-5c, 6a-6c, 7a-7c, and 8a-8c.