Yes / Reliable health information is essential for decision making in the healthcare system. Information management in Kenya was considered the weakest area under the Health Information System pillar mainly due to inadequate health workers capacity. The study therefore aimed at assessing health workers skills and current training needs for information management in the selected healthcare facilities. Cross-section research design was adopted and both purposive sampling technique and censuses were used to establish the study participants. Analysis was done using SPSS version 20 and results were presented in tables, charts and graphs. It was established that capacity building was usually undertaken through on-job trainings i.e. 85.1% (103) health workers had on-job training on filling of data collection tools and only 10% (13) had received formal classroom training on the same. Further, only 9.1% (11) health workers had received information management training while 90.9% (110) had not received such training. Health workers demonstrated below average skills on information management i.e. only 17.4% (21) could check for data accuracy, only 16.5% (20) could compute trends from bar charts and only 16.5% (20) could transform the data they collected into meaningful information for use. The researcher recommended that healthcare facilities management teams develop a competency based framework for defining the desired skill mix for information management and have a yearly Training Needs Assessment for assessing training needs for information management among the health workers.

Yes / Donor partners have been supporting developing economies in capacity development through donor-funded projects to enable them to achieve sustainable development. To understand the effectiveness of such projects, this paper adopted a mixed-methods approach to study a capacity development project funded by the World Bank and implemented in 46 metropolitan and municipal assemblies in Ghana. The study employed the European Centre for Development Policy Management's core capabilities model (5Cs) to examine the World Bank project. The study recommends that, to ensure sustainability, capacity development projects should be embedded in Ghana's development programmes. We also propose an alternative model for the implementation of capacity development projects to achieve sustainable development.

Thesis (MMil)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Managing any government institution has become increasingly complicated as the requirements for accountability; streamlined operations and greater flexibility have multiplied. As effective and efficient management becomes more complex and the demands of constant change are more insistent, consequently the role of information as an organisational resource assumes greater importance for management on all levels inside the organisation. Management relies heavily on information to thrive. The value of information is derived from the actions that managers take as a result of using information. Information management consumes a large portion of any organisations finite resources and it would be to the benefit of the South African National Defence Force to achieve goal congruence between the information management objectives and the organisational objectives. If information is to be viewed as a resource of comparable importance to staff assets, and finance it must be procured and managed as purposefully as any other resource. Information can be seen as a strategic resource for any organisation and must be managed accordingly. The Public Service Act, Act 103 of 1994, which classifies information as a strategic resource for the public sector, confirms this. The formal information management strategy of the Department of Defence must therefore enable the information systems of the South African National Defence Force to support the military and business objectives of the Department of Defence. This strategy specifies how an organisation matches its scares resources and capabilities with the opportunities in the environment to accomplish its objectives. The structure of the South African National Defence Force, before transformation, was centralised and structured into vertical silos. The current information systems in use are therefore functionally orientated supporting the centralised structure (vertical silos). Transformation restructured the South African National Defence Force into a more integrated forces concept (general support base concept), suggesting emphasis on co-operation, joint planning and joint operations. The management of information must move away from the islands and silos towards an integrated and shared environment that enables the integration of information amongst the integrated forces of the organisation. This joint engagement strategy places certain requirements on the resource information to enable it to support the military and business strategy of the Department of Defence. The South African National Defence Force is moving unavoidably closer to an accountability framework based on transparency and compliance with legislation and regulations. An integral part of this framework is the requirements to provide clear and unambiguous evidence of how and why decisions are made. If managers and commanders are going to be more accountable, information must be available to assist them in decision-making and control. With the introduction of the Public Finance Management Act and the Promotion of Access to Information Act, the ability to adhere to the requirements of accountability and responsibility has become a necessity. Relevant and timely information for decision-making and control purposes therefore must be provided to managers and commanders to assist them in decision-making and control. In its present state the available architecture of the information systems of the South African National Defence Force is inadequate to provide the required information for decision-making and control purposes. The information management practices including the information systems therefore must be improved to ensure adherence to the requirements of accountability and responsibility. This study is directed towards the improvement of the quality of information provided by the information systems of the Department of Defence to assist commanders and managers in decision-making and the provision of information for control purposes inside the general support base concept of the SANDF. This improvement can only be achieved by changing budget priorities to ensure a higher priority on information technology across the organisation. Failure to improve the information management practices will result in the ineffective execution of the defence strategies. / AFRIKAANSE OPSOMMING: Die bestuur van enige regeringsinstansie raak toenemend kompleks namate die eise van aanspreeklikheid, operasies en groter buigsaamheid meer word. Soos doeltreffende en doelmatige bestuur meer gekompliseerd en die vereistes vir voortdurende verandering meer veeleisend raak, word die rol van informasie as 'n organisasie hulpbron al hoe belangriker vir bestuurders op alle vlakke binne die organisasie. Bestuurders steun sterk op informasie om suksesvol te wees en die waarde van informasie word dan juis bepaal deur die aksies wat bestuurders neem deur informasie te gebruik. Informasiebestuur neem 'n groot deel van enige organisasie se beperkte hulpbronne in beslag en dit sal voordelig wees vir die Suid-Afrikaanse Nasionale Weermag om doelwitooreenstemming te bewerkstellig tussen informasiebestuurdoelwitte en organisasiedoelwitte. Indien informasie gesien word as 'n hulpbron van betreklike belang vir personeel, bates en finansies moet dit net so doelgerig as enige ander hulpbron bekom en bestuur word. Informasie is 'n strategiese hulpbron vir enige organisasie en moet dienooreenkomstig bestuur word. Dit word bevestig deur die Staatsdienswet, Wet 103 van 1994, waarin informasie as 'n strategiese hulpbron in die staatsdiens geklassifiseer word. Die formele informasie bestuurstrategie van die Departement van Verdediging moet dus die informasiestelsels van die Suid-Afrikaanse Nasionale Weermag in staat stel om die militêre en besigheidstrategie van die Departement van Verdediging te ondersteun. Hierdie strategie spesifiseer hoe 'n organisasie sy skaars hulpbronne en vermoëns verbind aan geleenthede in sy omgewing om sy doelwitte te bereik. Voor transformasie was die struktuur van die Suid-Afrikaanse Nasionale Weermag gesentraliseerd en in vertikale silo’s gestruktureer. Die informasiestelsels huidig in gebruik is derhalwe funksioneel georiënteer en ondersteun die sentrale struktuur (vertikale silo’s). Danksy transformasie is die Suid-Afrikaanse Nasionale Weermag hergestruktureerd in 'n meer geïntegreerde magtekonsep ("general support base concept") met die fokus op samewerking, gesamentlike operasies en gesamentlike beplanning. Die bestuur van informasie moet wegbeweeg van die eilande en silo’s-benadering na 'n meer geïntegreerde en gedeelde omgewing wat die integrasie van informasie tussen die geïntegreerde magte van die organisasie moontlik maak. Hierdie gesamentlike strategie stel sekere vereistes aan die hulpbroninformasie om die ondersteuning van die militêre en besigheidstrategie van die Departement van Verdediging moontlik te maak. Die Suid-Afrikaanse Nasionale Weermag beweeg onvermydelik nader aan ‘n aanspreeklikheidsraamwerk wat gebaseer is op deursigtigheid en die nakoming van wetgewing en regulasies. ‘n Integrale deel van hierdie raamwerk is die vereiste om duidelike en betroubare bewyse oor besluitneming te verskaf. Indien bestuurders en bevelvoerders meer aanspreeklik gehou gaan word, moet informasie beskikbaar wees om hulle by te staan in besluitneming en beheer. Met die implementering van die Wet op die Bestuur van Openbare Finansies ("The Public Finance Management Act") en die Wet op Openbaarmaking van Informasie ("Promotion of Access to Information Act") het die vermoë van organisasies om te voldoen aan die vereistes van aanspreeklikheid en verantwoordelikheid ‘n noodsaaklikheid geword. Relevante en tydige informasie vir besluitneming en beheer moet dus voorsien word aan bestuurders en bevelvoerders om hulle by te staan in besluitneming en beheer. Die huidige stand van argitektuur van die informasiestelsels van die Suid-Afrikaanse Nasionale Weermag is onvoldoende om die vereiste informasie vir besluitneming en beheer te verskaf. Die praktyke vir die bestuur van informasie moet dus verbeter word om uitvoering te gee aan die vereistes van aanspreekilikheid en verantwoordelikheid. Hierdie studie is gerig op die verbetering van die gehalte van informasie wat verskaf word deur die informasiestelsels van die Departement van Verdediging om bevelvoerders en bestuurders by te staan in besluitneming, asook die verskaffing van informasie vir beheer doeleindes binne die "general support base"-konsep van die SANW. Hierdie verbetering kan slegs bereik word deur begrotingsprioriteite te verander om te verseker dat ‘n hoër begrotingsprioriteit op informasietegnologie geplaas word reg deur die organisasie. Die onvermoë om die informasiebestuurspraktyke te verbeter sal die bereiking van die verdedigingstrategieë nadelig beïnvloed.

<p> This thesis describes, analyses and compares changes in the practice of human resource management (HRM), the roles of human resource departments (HRD) and management models in companies in Belgium, France (partially) and Chile by highlighting the similarities and differences. This is therefore an international comparative study. <p> The study is carried out using a contextualist analytical approach. <p> It answers the question: <b>what are the changes in HRM practice, the roles of HRD and the management models in social organisations in different contexts?</b> <p> It uses theoretical models (“typical ideals”) to analyse reality, while drawing from writers such as Mintzberg, Pichault and Nizet, Crozier, Crouch, Ulrich, Pettigrew. With regard to management, the study resorts to classical, instrumental and political models. As regards human resource management (HRM), it is based on objective, conventionalist and individualised models. In the human resource department (HRD), the models are those of administrative officer, operational expert and strategic partner. <p> The changes do not only result from a decision-making process dictated mechanically by contextual factors but more particularly from complex interaction and the balance of power among the actors concerned who use the contextual elements to advance their own interests. <p> Amongst the most relevant developments which bear <b>similar</b> characteristics, one can cite: <p> 1.- <b>a significant increase in the use of management methods specific to the instrumental or “Californian” model, </b> <p> 2.- <b>more extensive use of individual competencies in HRM practices</b>, and <p> 3.- <b>a significant reduction in the size of the HRD and, notably, in the profile of administrative officer of the HRD. </b> <p> As regards the <b>differences</b> found in the various contexts, one can highlight the fact that: <p> 1.- <b>In the Belgian and French models, the dominant managerial model remains political management.</b> On the other hand, <b>in the Chilean model, the Californian management model has become clearly dominant. </b> <p> 2.- <b>In Belgium and France, the dominant HRM practices are those of the conventionalist model. On the other hand, in Chile, the dominant HRM practices are those of the individualised model. </b> <p> 3.- The evolution of the roles of HRD, <b>in the Belgian model, has been practically non-existent or appeared later since the dominant role has remained that of the administrative officer (AO). On the other hand, in the Chilean model, the dominant role has become that of operational expert (OE). </b> The role of strategic partner (SP) which was so recommended and desired by managers has been long in developing. <p> The professional relations model and the political system constitute one of the most important factors which explains the differences noted. In Belgium, the neo-corporate and social-democrat model of professional relations at the national level (with a strong trade unionist movement) functions as a socio-economic regulatory mechanism reflecting the forces and the agreements between social partners. In Chile, there exists neither social dialogue nor equivalent institutionalisation at the national level; what prevails here is the confrontational Latin model (with a weak trade unionist movement). <p> Similarly, in Belgium social legislation is more comprehensive, regulating the market more and protecting people’s interests. Furthermore, it offers greater social security coverage via, in addition, vast public expenditure by the State. In Chile on the other hand, social legislation is more incomplete and more flexible, favouring rather discretionary decisions by managers and allowing the interplay of market forces to regulate the labour market. The right to strike, the allocation of unemployment benefits, the procedures for hiring and firing, etc. testify to these differences. <p> The characteristics of the “hybrid” Belgo-Latin culture based on the traditional negotiation model increasingly influence, for example, the development of a political management model and conventionalist HRM practices, team work or coaching, etc. On the other hand, the characteristics of Chilean Latin culture, where authoritarianism and paternalism are still very present, stimulate a more classical management model and objective HRM practices. <p> The differences between the developments are evident. The social aspects (social security, education, workers’ rights, etc.) are better guaranteed in the Belgian model and the productivist logic stronger and damaging in the Chilean model. As long as the actors involved remain as they are, with their ideological, political and cultural particularities and their specific strengths, these models will remain different. <p> <p> Cette thèse décrit, analyse et compare les changements des pratiques de la gestion des ressources humaines (GRH), les rôles des directions des ressources humaines (DRH) et les modèles de management, dans des entreprises situées en Belgique, en France (partiellement) et au Chili, en relevant les similitudes et les différences. Il s’agit donc d’une recherche internationale comparative. <p> La recherche s’inscrit dans une approche d’analyse contextualiste. <p> Elle répond à la question : <b>quels sont les changements des pratiques de GRH, des rôles des DRH et des modèles de management dans des organisations sociales situées dans des contextes différents ? </b> Elle utilise des modèles théoriques (des “ideaux types”) pour analyser la réalité, en s’inspirant des auteurs tels que Mintzberg, Pichault et Nizet, Crozier, Crouch, Ulrich, Pettigrew. Au niveau du management, l’étude a recourt aux modèles: classique, instrumental et politique. Au niveau de la gestion des ressources humaines (GRH), elle se base sur les modèles: objectivant, conventionnaliste et individualisant. Tandis qu’au niveau de la direction des ressources humaines (DRH), les modèles sont ceux d’agent administratif, d’expert opérationnel et de partenaire stratégique. <p> On constate que les changements ne résultent pas seulement d’un processus décisionnel dicté mécaniquement par les éléments du contexte mais surtout d’un jeu complexe d’interactions, d’un jeu de pouvoir des acteurs concernés, qui mobilisent les éléments du contexte pour faire prévaloir leurs intérêts. <p> Parmi les évolutions <b>similaires</b> les plus relevantes, on peut citer: <p> 1.- <b>l’accroissement important de l’usage des méthodes de management propres au modèle instrumental ou « californien » ; </b> <p> 2.- <b>l’utilisation plus extensive des pratiques de GRH individualisantes</b> et, <p> 3.- <b>la diminution importante de la taille de la DRH et, notamment, du profil d’agent administratif de la DRH. </b> <p> Quant aux <b>différences</b> retrouvées dans ces contextes différents, on peut relever : <p> 1.- <b>Dans les cas belge et français le modèle managérial dominant reste le management politique. </b> Par contre, <b>dans le cas chilien, le modèle de management « californien » est devenu clairement dominant. </b> <p> 2.- <b>Les pratiques dominantes de GRH, en Belgique et en France, restent celles du modèle conventionnaliste. Par contre, au Chili, les pratiques dominantes de GRH sont celles du modèle individualisant. </b> <p> 3.- L’évolution des rôles de la DRH, <b>dans le cas belge, a été pratiquement nulle ou plus tardive puisque le rôle dominant est resté d’agent administratif (AA). </b> Par contre, <b>dans le cas chilien, le rôle dominant est devenu celui d’expert opérationnel (EO). </b> Le rôle du partenaire stratégique (PS), tant prôné et souhaité par les managers, tarde lourdement à se développer. <p> Le modèle de relations professionnelles et le système politique, constituent un des facteurs parmi les plus importants qui expliquent les différences constatées. En Belgique, le modèle de relations professionnelles néo-corporatiste et social-démocrate au niveau national (avec un syndicalisme fort) fonctionne comme un mécanisme de régulation socio-économique reflétant les forces et les accords entre les partenaires sociaux. Tandis qu’au Chili, il n’existe ni de concertation sociale ni d’institutionnalisation équivalente au niveau national ; il prévaut ici le modèle confrontationnel et latin (avec un syndicalisme faible). <p> De même, tandis qu’en Belgique il existe une législation sociale plus complète régulant davantage le marché et protégeant les intérêts des personnes, en offrant une sécurité sociale plus large avec, en plus, une forte participation de l’Etat dans les dépenses publiques, au Chili la une législation sociale est plus incomplète et plus souple, favorisant davantage les décisions discrétionnaires des managers amenant principalement une régulation par le libre jeu du marché du travail. Le droit de grève, l’assignation de chômage, les procédures de licenciements ou d’embauche, etc., témoignent de ces différences. <p> Les traits de la culture latine « hybride » belge, traditionnellement négociatrice, influencent davantage, par exemple, le développement d’un modèle de management politique et des pratiques de GRH conventionnalistes, un travail en équipe ou le coaching, etc. Par contre, les traits de la culture latine chilienne, où l’autoritarisme et le paternalisme sont encore forts présents, stimulent un modèle de management plutôt classique et des pratiques de GRH objectivantes. <p> La différence des évolutions est évidente. Les aspects sociaux (sécurité sociale, éducation, droits des travailleurs, etc.) sont mieux garantis dans le cas belge et la logique productiviste est plus forte et nuisible dans le cas chilien. Tant que les acteurs indiqués demeurent, avec leurs particularités idéologiques, politiques, culturelles et leurs forces spécifiques, ces modèles resteront différents.

The continuous alignment of human resource strategies, activities. processes and competencies within an ever-changing business environment poses certain challenges for the human resource profession in a global petrochemical industry. Modem business managers have realised the necessity of work wellness initiatives and that a relationship exists between employee wellness and business results, but very few companies measure whether such initiatives actually had any impact on work performance. Defining performance indicators and competence models for human resource practitioners has developed into a dynamic activity. Adaptation to continuously changing business needs has the potential to create a sense of incompetence, exhaustion, decreased motivation and dysfunctional work attitudes, collective1y defined as burnout. This highlights the need to identify and research psychological constructs that hold predictable value for the ability of human resource practitioners to prevent and overcome burnout by generating sufficient emotional energy to adapt to changing business needs, acquiring strategic human resource competencies to increase their feelings of professional efficacy and increasing their contribution towards organisational performance. The objective of this study was to determine perceived importance and actual performance of human resource practitioners in a global petrochemical company in terms of human resource roles, and to determine the influence of work wellness (burnout, engagement and workaholism) on the perceived value adding contribution of human resource practitioners in a global petrochemical company. The research method for each of the three articles of this study consisted of a brief literature review and an empirical study. Stratified samples were taken of human resource personnel (N = 128) and their internal line customers (N = 67). The measuring instruments used in this study included the Ulrich Human Resource Role Assessment Survey (HRRAS), Maslach Burnout Inventory-General Survey (MBI-GS), Utrecht Work Engagement Scale (UWES) and the Workaholism Scale. Article I compared perceptions of human resource practitioners and their internal customers regarding expected and actual contributions of human resource practitioners towards business performance in a global petrochemical company. It was found that human resource practitioners and their line customers are in agreement concerning the importance of the human resource roles that enable business performance, indicating that human resource practitioners have a good understanding of their job requirements. Both human resource practitioners and their line customers perceived the performance of human resource practitioners as average, which is lower than the expected level of performance as indicated by importance scales. In Article 2, a correlation study revealed that burnout (Exhaustion, Professional Efficacy and Cynicism) statistically significantly predicted the perceived level of performance of human resource practitioners in the organisation. It was found that Cynicism was a statistically significant predictor of the perceived level of performance of human resource practitioners in the organisation in terms of all the human resource roles (Strategic Partnering, Administrative Support, Employee Support and Change Management). Vigour and Dedication statistically significantly predicted perceived performance on the Administrative Support role. In Article 3, a three-factor model of workaholism (consisting of Compulsiveness, Involvement and Overwork) was found which showed positive relationship with burnout factors. Statistical analysis indicated that workaholism factors of the Workaholism Scale practically significantly correlate. Multiple regression analysis showed that burnout and workaholism factors can explain perceptions of human resource practitioner performance. Recommendations were made for future research. / Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

Utgångspunkten för denna studie är att mångfald i arbetslivet är ett komplext område som är i ständig utveckling. Syftet med studien är att belysa en kommuns interna mångfaldsarbete   utifrån ett ledningsperspektiv. Detta undersöks utifrån kommunens styrdokument, användningen av dessa och respondenternas uppfattning kring mångfaldsområdet. Empiri har inhämtats genom fem semistrukturerade intervjuer och analyserats med inspiration från hermeneutiken. Resultatet påvisar att styrdokumenten, dess implementering samt uppfattningen kring mångfaldsarbetet och mångfaldsområdet är oförenade. Det råder en enhetlighet kring vilka styrdokument som är kopplade till mångfald och hur dessa ska användas. Den faktiska användningen av dessa är dock sparsam och det råder bristande   överensstämmande kring vad mångfaldsarbete och mångfaldsområdet innebär. Baserat på detta diskuteras utmaningarna kring mångfaldsarbetet i kommunen utifrån bristen av kontextualisering och utifrån mångfaldsarbetet som en förändringsprocess. Avslutningsvis redogörs en slutsats utifrån studien och förslag på vidare forskning inom ämnet. / The approach for this study is that diversity in working life is a complex area which is constantly evolving. The purpose of the study is to investigate a municipality's inhouse diversity work from a management perspective. This is examined by viewing the municipality's governing documents, the use of these and the respondents' perception of   diversity. Empirical data has been gathered through five semi-structured interviews and analyzed with inspiration from hermeneutics. The result shows that the governing documents, its implementation and the perception of  diversity and diversity work are disconnected. There is uniformity around which governance documents that are linked to diversity and how these should be used. However, the actual use of these documents is sparse and there is insufficient consistency about diversity work and the respondent’s perception of diversity. Based on this, the challenges of diversity work in the municipality are discussed based on the lack of contextualization and by viewing diversity work as a change process. Finally, a conclusion for the study is   presented and proposals for further research on the subject is offered.

The most common reason for sick leave in Sweden today is mental illness (Försäkringskassan, 2015) and this is a problem both at the individual level and the community level (Socialförsäkringsrapport, 2014: 4). The purpose of this paper is to understand how the Human Resource professionals (HR professionals) in Swedish companies define, identify and manage mental illness in the workplace and the effect of leadership, organizational culture and bureaucracy, and how it affects their power. The result is from qualitative interviews with six HR professionals at Swedish companies. A definition of mental illness from an HR perspective is that mental illness can be divided into two parts, stress-related symptoms but also victimization and being badly treated by colleagues. They identify mental illness by being aware of anxiety, bad mood, acting out, and if someone gets hardcover. They discover it also through good communication, both through everyday conversation as well as performance review, and by keeping track of the hours spent in the workplace. The management of mental illness most often occurs through cooperation with other organizations and various interventions are successful for different people, which make the managing difficult. In the managing of employers, the HR professionals can make certain demands on collaboration, just as the worker can set certain requirements. How the HR professionals define, identify and manage mental health of their employees is affected by the leadership, organizational culture and bureaucracy, and that in turn affects how power is being used in that relationship.

Syfte: Syftet med denna kandidatuppsats var att beskriva om och på vilket sätt anslutningen till RIA-projektet inom sektionen vid sjukhuset i Sverige har varit effektiv i förhållande till sektionens uppsatta mål. Teoretisk referensram: Den teoretiska referensramen utgår från två modeller om effektivitet vilka har anpassats efter den mänskliga resursen. Referensramen behandlar inre- och yttre effektivitet med tillhörande underrubriker, nämligen: Resurser, kompetens arbetsuppgifter och mål. Metod: Studien var en kvalitativ fallstudie av beskrivande karaktär med en deduktiv ansats. Primärdata samlades in med tillgänglighetsurval med semistrukturerade intervjuer med sju respondenter. Det empiriska materialet analyserades med en tematisk analysmetod med teman i förhållande till den teoretiska referensramen. Studien hämtade sekundärdata från böcker, akademiska artiklar och akademiska tidskrifter. Empiri: Empiriska data samlades in från sjukhuspersonal och vårdenhetschefer inom sektionen vid sjukhuset i Sverige. Slutsatser: Studien kommer fram till att anslutningen till RIA-projektet inom sektionen vid sjukhuset i Sverige har varit effektiv i förhållande till sektionens uppsatta mål, men inte till vilken grad den har varit effektiv. De mänskliga resurserna kan göra mer rätt saker, sjukhuspersonalen använder sin kompetens i större utsträckning och sjukhuspersonalen kan utföra arbetsuppgifter rätt i förhållande till vad som ingår i deras yrkesroll. Det har i sin tur lett till snabbare handläggning och bidragit till inre effektivitet vilket i sin tur har lett till yttre effektivitet i förhållande till sektionens uppsatta mål. / The purpose of this Bachelor Thesis was to describe if and in what way the connection with the RIA-project within the section at the hospital in Sweden has been effective in relation to the goal that has been established by the section. The theoretical framework proceeds from two models that deals with effectiveness which have been adapted to the human resource. The framework treats efficiency and effectiveness with associated subheadings, specifically: Resources, competency, job assignments and goal. The study was a qualitative case study with a descriptive nature and a deductive approach. Primary data was collected with accessibility selection with semi-structured interviews with seven respondents. The empirical findings were analysed with a thematic analysis method with themes related to the theoretical framework. The study collected secondary data from books, academic articles and academic journals. Empirical data was collected from hospital staff and hospital management within the section at the hospital in Sweden. The study reaches the conclusion that the connection with the RIA-project within the section at the hospital in Sweden has been effective in relation to the goal that has been established by the section, but not to what degree it has been effective. The human resources can do more right things, the hospital staff uses its competence to a higher degree and the hospital staff can perform job assignments right in relation to what is associated with their profession. This in turn have led to faster processing and contributed to efficiency which in turn have led to effectiveness in relation to the goal that has been established by the section.

Studien har tagit avstamp i samtal med en kontaktperson hos en multinationell koncern. Kontaktpersonen beskrev att det fanns en önskan om att undersöka vilka kommunikationsvägar som är lämpliga att använda för att kommunicera med cheferna gällande HR-arbetet. Studien har syftat till att i en multinationell koncern undersöka, beskriva och analysera relationen och kommunikationen mellan HR-funktionen och linjecheferna samt vilka möjligheter och hinder som finns inom dessa områden. De teoretiska utgångspunkterna bestod av teorier kring relationer, kommunikation och organisation. Studien har utgått ifrån en kvalitativ ansats och det empiriska materialet är insamlat genom sju semistrukturerade intervjuer samt ett skriftligt svar utifrån intervjuguiden. Materialet har analyserats genom en tematisk analys. Resultatet visar att relationen och kommunikationen mellan HR Business Partners (HRBP) och cheferna i den studerade organisationen uppfattas som relativt god. Intervjuerna visar även att cheferna överlag är nöjda med stödet de får från sin HRBP samt att de helst vill få stöd och information via mail om det inte är frågor som behöver diskuteras. Studien visar vidare att det fysiska avståndet kan påverka relationen och kommunikationen negativt eftersom det minskar antalet informella och spontana möten som kan främja relationen. Idag existerar ingen strategi för den interna kommunikationen i koncernen, något vi anser bör finnas. / The study has taken its starting point in discussions with a contact person in a multinational corporate group. The contact person described a desire to examine which communication channels that would be the most appropriate to use in the communication with line managers regarding HR-practices. The purpose of the study was to, in an multinational corporate group, examine, describe and analyse the relationship and communication between the HR-function and line managers as well as identify which opportunities and obstacles that exist for these areas. The theoretical starting points consisted of theories regarding relationships, communication and organisation. The study is based on a qualitative approach and the empirical material is collected through seven semi-structured interviews as well as one written response based on the interview guide. The material has been analysed by thematic analysis. The results show that the relationship and communication between HR Business Partners (HRBP) and managers in the examined organisation are perceived as quite good. The interviews also show that the managers are happy with the support they get from their HRBP overall and that they rather get support and information through email unless it is issues that need to be discussed. Furthermore the study shows that the physical distance can affect the relationship and communication in a negative way because it reduces the number of informal and spontaneous meetings that can encourage the relationship. There is no strategy for the internal communication in the corporate group today, something that we think should exist.

No campo da gestão estratégica de pessoas, uma preocupação que está em evidência é a investigação de variáveis mediadoras da relação entre gestão estratégica de pessoas e desempenho organizacional. Para desvendar as etapas intermediárias do processo de geração de resultados da gestão estratégica de pessoas, pesquisas anteriores sugerem a análise de fatores no nível organizacional, a exemplo das capacidades organizacionais. Nesse contexto, o objetivo geral desta pesquisa foi estabelecer relações entre as configurações de estratégias de gestão de pessoas, as capacidades organizacionais e o desempenho organizacional dos meios de hospedagem do Nordeste brasileiro, oferecendo subsídios para a gestão eficaz dos empreendimentos e para a maximização de resultados no setor. Foi desenvolvido um estudo descritivo e relacional, de abordagem quantitativa. Foram aplicados questionários a 151 gestores de meios de hospedagem localizados nos dois principais destinos turísticos de quatro estados do Nordeste do Brasil, a saber: Salvador/BA, Porto Seguro/BA, Fortaleza/CE, Canoa Quebrada/CE, Recife/PE, Porto de Galinhas/PE, Natal/RN e Pipa/RN. As estratégias de gestão de pessoas foram avaliadas segundo o Modelo de Valores Competitivos de Cameron e Quinn (2006). As capacidades organizacionais foram investigadas a partir do modelo de múltiplos papéis de Ulrich (1998; 2000). O desempenho organizacional foi avaliado com o uso de indicadores adotados por pesquisas anteriores: taxa de ocupação hoteleira, valor da diária média, desempenho financeiro, produtividade do trabalho e qualidade dos serviços. Os dados foram analisados por meio da aplicação de diversas técnicas estatísticas adequadas às características dos dados e aos objetivos do estudo. Os resultados revelam que existe um razoável equilíbrio na implementação das diversas configurações do Modelo de Valores Competitivos. Entretanto, percebe-se uma tendência de que os hotéis conseguem implementar melhor as estratégias de gestão de pessoas que apresentam enfoque organizacional orientado para o ambiente interno e implementar menos as estratégias voltadas para o ambiente externo. Também se verificou uma tendência entre os meios de hospedagem de conseguirem desenvolver melhor as capacidades organizacionais orientadas para o cotidiano e para o nível operacional e de enfrentarem maiores dificuldades para desenvolver as capacidades organizacionais orientadas para o futuro e para o nível estratégico. As relações encontradas confirmam a sobreposição proposta por Cameron e Quinn (2006) entre as estratégias de gestão de pessoas do Modelo de Valores Competitivos e as capacidades organizacionais do modelo de múltiplos papéis de Ulrich (1998) e revelam outras associações concomitantes e complementares. Essas múltiplas relações identificadas corroboram a perspectiva configuracional ao sugerirem a existência de modelos híbridos, em que sejam contemplados elementos dos quatro modelos de gestão de pessoas analisados nesta pesquisa, buscando uma combinação sinérgica entre eles para maximizar e usufruir dos benefícios que cada um é capaz de proporcionar. Apenas duas capacidades organizacionais exercem influência direta sobre o desempenho organizacional, ambas voltadas para as atividades de administração de pessoal, apresentando maior ênfase sobre as pessoas e traduzindo maior flexibilidade. Por outro lado, análises complementares atestaram que os hotéis que conseguem desenvolver as quatro capacidades organizacionais de forma conjunta e equilibrada alcançam um desempenho superior, confirmando assim a noção de equilíbrio defendida pelos autores de ambos os modelos. As constatações permitiram ampliar a compreensão sobre as relações entre as estratégias de gestão de pessoas e o desempenho organizacional, inserindo as capacidades organizacionais como variável mediadora. / In the field of strategic human resource management there is evident concern with investigation into variables that intercede in the relationship between strategic human resource management and organizational performance. In order de clarify the intermediate steps in the process of generating results of strategic human resource management, earlier research suggests an analysis of factors at the organizational level, an example being organizational capabilities. Within this context, the general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector in the Brazilian Northeast, offering support for the management efficacy of these business undertakings and for the maximization of results in the sector. A descriptive and relational study, with a quantitative approach, was designed. One hundred and fifty-one questionnaires were applied to managers of hotels located in the two principal tourism destinations of four states in the Northeast Region of Brazil: Salvador, BA, Porto Seguro, BA, Fortaleza, CE, Canoa Quebrada, CE, Recife, PE, Porto de Galinhas, PE, Natal, RN and Pipa, RN. Human resource strategies were evaluated according to Cameron\'s and Quinn\'s (2006) Competitive Values Model. Organizational capabilities were investigated by way of Ulrich\'s (1998, 2000) Multiple Roles Model. Organizational performance was measure by use of indicators adopted from earlier research: hotel occupation rate, average value of daily rates, financial performance, labor productivity and service quality. Data were analyzed through the application of diverse statistical techniques consistent with the characteristics of the data and research objectives. The results reveal that there exists a reasonable equilibrium in the implementation of the diverse configurations of the Competing Values Model. However, a tendency to be more able to put into practice human resource strategies that present an organizational focus oriented toward the internal environment and to a lesser implementation of strategies directed toward the external environment was perceived. Also, a tendency was verified, among the hotels, to be more able to develop organizational capabilities orientated toward the day-to-day and for the operational level and to encounter greater difficulties in developing organizational capabilities directed toward the future and for the strategic level. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006) between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich\'s (1998) Multiple Roles Model and reveal other concomitant and complementary associations. The multiple relationships identified in the study lend support to a configurational perspective that suggest the existence of hybrid models, in which elements of the four models of human resource management analyzed here are contemplated, in the search for a synergetic combination among the models in order to maximize and take advantage of the benefits that each model is capable of providing. Only two of the organizational capabilities exercise direct influence over organizational performance, both focused upon personnel administration activities, presenting greater emphasis on people and translating into greater flexibility. On the other hand, complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a jointly and equilibrated form, manage to reach higher performance, thus confirming the notion of equilibrium defended by the authors of both models. The findings permit a comprehension and amplification of the relationships between human resource strategies and organizational performance, inserting organizational capabilities as a mediating variable.