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In recent years, the business world is a fast moving and rapidly changing economical environment. From the practices of Human Resource management, it is an issue that many business organizations have lots of interests in how to maintain their competitive workforces, effectively reduce turnover, and to minimize the training cost. As we all are aware that Human Resource Management department is recognized as one of business partners in the organization. We deploy the limited resources provided to the critical activity of Human Resource Management, to elevate job satisfaction and to remain the employees in company. The research is focus on exploring the effects of Human Resource Management practices on job satisfaction and retention. And also discuss the mediating effects of job satisfaction between the Human Resource Management practices and retention. The results indicated that (1) The Human Resource Management practices will improve job satisfaction. (2) Job satisfaction will advance the intention to retain of the employees. (3) The implementation results of the Human Resource Management practices will advance the intention to retain of the employees. (4) Job satisfaction does have mediating impact on some Human Resource Management practices and the intention to retain of the employees.

Abstract ¡@The research is to find factors influencing HR departments¡¦ strategic involvement in organizational decision making process and understand their effects. This research included the cognitions of HR department and other departments in an organization to test it¡¦s hypotheses. ¡@Questionnaires were issued to enterprises with over 200 employees; 62 dyad questionnaires were issued, and 51 ones returned and were all valid. With statistical analysis including paired-sample t-test, one-way ANOVA and regression, we attempted to examine whether the strategic involvement of HR department is affected by HR services provided, strategic function of HR department, HR service quality and expectations of the other departments toward HR department. ¡@After the empirical analysis, we got the conclusions as follows: 1.The cognitions of HR department strategic involvement between HR department and other departments have a positive relationship. 2.HR services provided by HR department have positive impacts on its strategic involvement. 3.Strategic function of HR department has positive impacts on its strategic involvement. 4.HR service quality has positive impacts on the HR department¡¦s strategic involvement. 5.Expectations from other departments to HR department have insignificant discrepancy on HR department¡¦s strategic involvement. 6.Position level of HR head have insignificant impacts on HR department¡¦s strategic involvement.

Common Future Way (CFW) is an international training program initiated by Iveco, a subsidiary of Fiat Industrial. By examining each module of this program – recruiting, employment terms and liabilities, training process, post training positioning, compensation and career development – this paper will explain how multiple factors due to the cultural differences between Eastern and Western societies affect new Chinese employees in an Italian-Chinese joint venture in a negative way. Recommendations on how to improve new employee retention under this international context will be given at the end. / text

occupied by the consequences of the major legislative and structural changes of the last decade, are failing to recognise and cultivate the full professional potential of their academic staff to the detriment of the college, those individual members of staff and the students. This work investigates the current application of Human Resource Management in the Further Education sector and the consequences for the professional development of academic staff. In doing so, it examines current theories relevant to the organisational perspective and to the perspective of the individual member of staff. These include theories of organisational change, as well as career theory, adult development and motivation. Studies one and two focussed primarily on the whole college perspective, while three and four canvassed the views and opinions of individual members of academic staff. Most of the analysis concentrates on study four as this emerged as the most significant data. The first two shorter studies provided a benchmark for the rest of the research. Studies one and two examined the current organisational perspective on professional development. Study one involved content analysis of staff development policies collated from colleges throughout the sector, while study two followed up this information with a series of in-depth interviews with staff development managers from a range of colleges. The second half of the research concentrated on an examination of the views of as many staff as possible at a small number of colleges. Study three, a questionnaire survey undertaken with academic staff at two large Further Education colleges, provided useful quantitative data. Based on the findings of the questionnaire, the fourth and final study involved detailed one-to-one interviews with individual members of staff, which were then examined using qualitative data analysis methods. Coupled with data drawn from the questionnaire survey, the key conclusions are presented in chapter seven and used as a basis for the recommendations in chapter eight. The thesis concludes that current Human Resource Management approaches have led to a neglect of the career and professional development interests of the individual and an alternative model of the employment relationship is proposed. It is also suggested that the current rhetoric of Human Resource Development is inappropriate to the field of Further Education and has underestimated and misinterpreted the unique and peculiar qualities of an academic culture. It concludes that by shifting the strategic focus to the professional development of its individual members, the organisational as well as the individual will benefit.

Sammanfattning Titel:                                   Talent Management inom den svenska banksektorn. Författare:                         Martin Eriksson och Oscar Alfelt  Handledare:                      Timurs Umans Nivå:                                  Kandidatuppsats 15 hp, Ledarskap, VT 2012  Frågeställning:                  Hur använder svenska banker talent management processen som en del av sitt HR-arbete?  Syfte:                                  Syftet med denna uppsats är att undersöka hur banker använder talent management processen som en del av sitt HR-arbete och på så sätt öka sin konkurrenskraft och effektivisera sitt arbete. Vi ämnar undersöka hur processen kan anpassas till en specifik sektor vilket i vårt fall är den svenska banksektorn. Metod:                               Studien gjordes med ett beskrivande angreppssätt. Vi använde en kvalitativ ansatts med individuella öppna intervjuer. Intervjuerna gjordes över telefon med fem stycken respondenter från svenska banker.  Teoretisk referensram:    Den teoretiska referensramen består av tre delar där första delen handlar om att förklara vad talent management är för att sedan presentera två talent management processer samt att beskriva HR inom banksektorn. Detta ligger som grund för vår talent management modell som presenteras i slutet.  Resultat:                            Här återges vad respondenterna uppgav under intervjuerna.  Analys:                               I analysen jämförs respondenternas empiri och analyseras efter den teori som vi har använt. Slutsatser:                          Här presenteras de ändringar som gjorts i modellen sedan den först presenterades i den teoretiska referensramen. Med hjälp av teorin och informationen från respondenterna har vi kunnat skapa en relevant och giltig talent management modell för den svenska banksektorn. Nyckelord:                         Talent Management, Human Resource Management, banksektorn, personalarbete. Centrala begrepp:            HRM (Human Resource Management): Handlar om arbetet med personal och humana resurser. Talent Management: Ett verktyg inom HRM med fokus på arbetet med att attrahera, bibehålla och utveckla nyckelpersoner inom företaget.

The aim of the study was to investigate flexitime as a potential moderator to reduce the administrative employee stress, and to reduce the negative aspects associated with stress through the use of flexitime programmes. This exploratory study was conducted in a tertiary environment. The literature review explores the core areas of the main and sub-variables. A literature review was conducted relating to the key variables of the study, that is, flexitime and stress. In terms of flexitime, emphasis was placed on the benefits of flexitime, flexible work practice and the drawbacks of flexitime. In terms of stress, emphasis was placed on stress reduction, work/life balance and employee commitment. This study was conducted with a sample of 97 subjects from a tertiary environment. The data was collected using questionnaires, and reliability was also determined. Various statistical techniques were used to test the hypotheses. Data was analysed using both descriptive and inferential statistics and the results were presented using tabular and graphical representations. Furthermore, comparisons were made with studies of other researchers who have embarked on this area of the study or studies close to this research topic. The study shows correlations and significant associations with employee stress and flexitime. The findings also indicate that stress can be reduced through the moderator, that is, flexitime. / Thesis (M.Com.)-University of KwaZulu-Natal, Westville, 2011.

This study examines how and why organizations evaluate training and development within the organizations. The study has a qualitative approach based on semi-structured interviews, with office and organization development managers. The purpose of the study is to contribute with knowledge about how three large Swedish organizations evaluates training and development programs for staff members. Another purpose is to describe why the organizations evaluate training and development programs and to research if there is a further need to develop the organization evaluation methods. Therefore the research questions are Why and how do organizations evaluate training programs? What further need is there to develop organizations evaluation methods? The conclusion of this study shows that evaluation of the training and development programs are not a high priority among the selected organizations. Although the organizations believe that evaluation on training and development programs may exhibit legitimacy to their customers and improve future training and development programs, the selected organization chooses to focus more on developing and implementing the training programs. This results in difficulties for the organization to comprehend exactly how programs affect the organizations. Therefor proper evaluations methods could help the selected organizations to create more profitable programs.

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