It is widely acknowledged that discipline at work is a neglected area of study in the context of contemporary employee relations. Within the workplace the handling of discipline is largely prescribed by formal rules that are captured in policies, applied through procedures and then interpreted by the actors who facilitate this process. This thesis argues that an empirical understanding of the disciplinary process can only be achieved if it includes an appreciation of the nature of the relationship that is established during the disciplinary process and that this is crucial for us to develop a full understanding of the dynamics that take place within this activity and between these functions. It contends that throughout the process of disciplinary handling there exists a highly contested terrain (Edwards, 1979) that is constantly contended by the various actors that play out this vital role in relation to aspects of power, control and consent.

This thesis integrates theory and practice of team coaching into a holistic framework relevant to professional coaches and professional coach educators. I adopt an autoethnographic approach, exploring team coaching via three fieldwork sites; two sites where I am the team coach and thirdly a discussion group of professional coaches. Fieldwork data is collated chronologically and implicit knowledge is surfaced through story telling as a mechanism of sense making to answer the question: What is going on when I am coaching a team? In analysing and interpreting my stories, I take a postmodernist theoretical perspective, adopting a deconstructive approach which seeks to elucidate multiple ways of knowing and seeing. The resulting framework draws on four metaphors. Team as machine that follows a functionalist model of effectiveness that can be managed through behaviours and process. Team as family, which illuminates the interwoven nature of individual relationships and suggests strategies to create safe, mutually respectful collaborative behaviours. Team as living system represents the experience of teams thriving within a dynamic interrelated environment. Finally, the team and coach in Wonderland depicts a coaching assignment as analogous to following the White Rabbit into Wonderland. In a strange environment we may feel uncertain and vulnerable, however, curiosity enables us to remain open to possibilities. Each metaphorical perspective offers a ‘mode of awareness’ from which to operate as a coach. The framework develops our understanding of team coaching by bringing together diverse theoretical streams to inform what is going on in a new and accessible way as the metaphorical devices encapsulate complex ideas with simplicity. I contribute to team coaching practice as professional coaches can use the metaphorical language allied with theory to plan and reflect upon coaching assignments, consider relevant coaching approaches and engage in supervision. A shared language of metaphors provides researchers and practitioners with a new way to describe team coaching, creating a foundation on which to progress development in the future. In addition, the framework provides the basis for a coach development curriculum. I distinguish between team coaching and other team-based interventions and highlight how dyadic coaching practices may be applied within the team context to enable professionals from a variety of backgrounds to engage with the framework. Finally, I offer a transparent insight into a different way of investigating professional coaching practice describing how autoethnography allows us to tell practice stories in ways that are both evocative, insightful and open to analysis.

For both large and small companies involved in the internationalisation of world-wide markets, the successful management of expatriate assignment is an important part of overseas commercial activities.This investigation was concerned with expatriate management in fifty, multinational and international organisations in Australia, Singapore and Malaysia to contribute to the enhancement of success and reduction of failure of expatriate assignments.Data was collected to heighten the awareness of practitioners and academics to the value of dealing differently with expatriates. In forecasting the value of expatriates and the importance of global trade in the future, it was shown that the most successful companies are those able to identify and select an ample number of appropriate international managers. Where suitable candidates for relocation are not selected, higher than normal turnover occurs.The unique Australasian models developed and tested in this thesis are a direct response to the results of current research and encourage current practice to be less static. resulting in the rate of expatriate failure being reduced substantially.

This paper focuses on three main themes. Firstly, what is Strategic Human Resource Management (SHRM) and the rhetoric surrounding it? Secondly, does the reality match the rhetoric? Thirdly, is the model that has been adopted by the private sector an appropriate model for the Australian public sector to be using? HR has been criticised for being an administrative function that is regulatory and compliance based, adding little value to an organisation. SHRM provides a strategic focus, involving the partnering of HR and line areas to provide value added people services. SHRM has been described by some theorists (Ulrich, Rothwell et al) as the only way of the future for the HR function. The model/s of SHRM that have been adopted by the private sector are now being promoted by the Public Service and Merit Protection Commission as the way forward for HR in the Australian Public Service. This paper discusses the appropriateness of the SHRM model/s for the public sector by examining what is happening in the HR area in three Commonwealth Government departments: Health and Aged Care, Transport and Regional Services and Family and Community Services. It examines the dilemmas for the HR functions as they try to move to an SHRM approach in these organisations, and suggests models that are appropriate to the public sector context.

<p>Uppsatsen behandlar problematiken kring implementering av personalekonomisk redovisning, i form av hälsobokslut.</p>

<p>I denna studie undersöks hur personer i HR position upplever och arbetar med sin företagskultur, samt huruvida respondenterna anser att de kan styra med hjälp av denna. Tyngdpunkt ligger på respondenternas personliga uppfattning av ämnet vilket i sin tur diskuteras i förhållande till litteraturen. Studien är av kvalitativ karaktär med en abduktiv metodansats. Urvalet bestod av åtta respondenter från företag inom tjänste-, produktion-, tjänsteproduktion och serviceföretag. Ett bekvämlighetsurval gjordes för att säkerställa att företagen hade en uttalad företagskultur samt att respondenterna kunde bidra med sin syn på området. De semistrukturerade intervjuerna genomfördes på respektive arbetsplats med hjälp av en intervjuguide. Resultatet visade att respondenternas syn på den egna företagskulturen varierade vilket visade sig ha att göra med vilken typ av organisationsstruktur de representerade. Vidare framkom det att företagets ålder, ledarskap samt åldersfördelning bland medarbetarna har en påverkan på kulturen. De företag som lättast kan påverka sin företagskultur är de som ger stort utrymme för medarbetarinflytande och egna initiativ.</p>

<p>Många multinationella företag (MNC) ställs inför problemet hur de skall kunna implementera sina strategier i alla sina dotterbolag då det kan finnas både stora kulturella och legala skillnader mellan olika länder. Ett område som detta märks tydligt på är human resource management (HRM) då företaget måste anpassa sig till både den lokala arbetsmarknadens regler och lagar samt MNC:ts övergripande strategi. För att kunna hantera det här problemet finns det flera lösningar och ett vanligt sätt är att föra över mer eller mindre beslutanderätt till dotterbolaget.</p><p>Den här uppsatsen undersöker vilken autonomi ett svenskt dotterbolag till ett amerikanskt läkemedelsbolag har när det gäller HRM. För att kunna undersöka det har vi gått igenom aktuell forskning inom området för att se vad som finns skrivet om liknande fall utomlands. Därefter har vi gjort en fallstudie med två kvalitativa intervjuer på Merck Sharp & Dohmes (MSD) svenska dotterbolag. Utifrån vår teori har vi sedan analyserat intervjusvaren och kommit fram till att MSD Sverige har en begränsad autonomi när det gäller HRM. Generellt gäller att MSD Sverige har att röra sig inom de ramar som moderbolaget sätter upp i form av policys och andra regler. Vi generaliserar även mot vår teori och kan med relativt stor säkerhet säga att dessa förhållanden även gäller andra amerikanska dotterbolag i Sverige. Avslutningsvis ger vi förslag på intressanta ämnen för framtida forskning.</p>

This study of the use of e-portfolios by organizations, including businesses, educational institutions, non-profit organizations, and other communities of individuals joined together to accomplish a goal discovers that e-portfolios are robust tools for extensible authentication of group endeavor. The article examines the ways these organizations are currently appropriating the advantages of e-portfolios and some of the directions in which best practice appears to be headed. It discusses three directions related to the use of e-portfolios. First it observes the use of e-portfolio methodology to present an inside look at organizations to the outside world through reports to investment and support communities, for auditing purposes, for presenting evidence-based competencies, for marketing, and for honoring excellence. Second it observes the ways that organizations use e-portfolios to engender good decision-making as they receive information from outside sources such as prospective employees and prospective vendors or partners to inform inside operations. Third it observes the impact of e-portfolios when used internally by organizations and businesses as a framework that allows for new levels of management and internal communication.

The Productivity Measurement and Enhancement System (ProMES) is a human resource intervention that provides feedback to members of an organizational unit via a measurement system constructed by the unit personnel. The unit constructs the system by defining their objectives, identifying productivity indicators for each objective, and developing utility curves or contingencies for each indicator, specifying the overall and relative value to the organization of different performance levels on each indicator. Over the years, it has produced very positive results upon implementation. However, there has been great variability in the effectiveness of ProMES. This study attempted to identify the factors that contributed to this variability. Three major factors were proposed to influence the success of the intervention: feedback quality, the degree to which units prioritized their actions on the feedback, and the organizational social context. Additionally, the individual effects of the components of the organizational social context factor were analyzed; these components included the degree of employee participation in the intervention, unit attitudes towards productivity improvement, organizational support for the intervention, and organizational stability. Three productivity indices were used as dependent variables: the unit d-score (the difference between feedback productivity and baseline productivity divided by the pooled standard deviation), the rate of productivity change over the first third of the feedback stage, and the degree to which units were able to sustain prior productivity improvements over the last two thirds of the feedback stage. The degree of match with the original ProMES methodology was proposed as a moderator in the relationship between the three major factors and the criteria, and the degree of feedback interpretation training given to the unit was proposed as a moderator between the units? action on feedback and the criteria. Drawing on a database of 74 units from different industries and countries, scales were constructed to operationalize the factors. Results from multiple regression analyses indicated that favorable attitudes towards productivity improvement were associated with faster productivity improvements. Additionally, feedback quality and the action taken on feedback significantly predicted greater and faster productivity improvements. The implications for human resource professionals and researchers in industrial/organizational psychology are discussed.

Aim: Nowadays, China‟s hotel industry has developed rapidly and makes a great contribution to service industry. Nevertheless, there are still various problems in the hotel industry. There is a lack of suitable human resource strategies to develop employees qualitatively and quantitatively, which is the main internal reason. Therefore, with the evaluation of whether the Haibin Hotel and Westin Hotel are aware of the importance of the employees in service delivery and research on how the two hotels develop people to deliver excellent service through human resource strategies, which ultimately reveal that service personnel is playing an extremely important role on excellent service delivery in this paper.   Method: This paper investigates Haibin Hotel and Westin Hotel as multiple case studies to study the human resource strategies for delivering service quality through people. In order to examine the validity of previous relevant theories hence put forward the developed theory of service quality delivery chain through collecting and analysing data from telephone interview with managers and survey employees through questionnaires in both hotels.   Result &amp; Conclusions: With researching the human resource strategies for improving the employees' quality and quantity, and comparing the differences in service delivery through people in both hotels, we conclude that hotels should highlight that the service employees' play an extremely important role on good service delivery as well as specially emphasize on the service quality delivery through integrating the service culture and human resource strategies into the hotels.   Suggestions for future research: One limitation is a lack of customer perception on service delivery. Another limitation is in the telephone interview which cannot yield complete information about the hotel. Two suggestions for further research have been put forward in this paper. One is to conduct more than three case studies that can make the data more rich and effective if the time allowed. Another is adopting face-to-face interviews to collect the qualitative data.   Contribution of the thesis: This paper reveals how the important role of employees in service quality delivery and come up with a developed theory could be applicable to other hotels and provide the guideline for other hotels to improve the service quality delivery.