Thesis (Ph. D.)--University of Wisconsin, 1921. / Without thesis note. Bibliography: p. 311-334.

Thesis (Ph. D.)--University of Wisconsin, 1921. / Without thesis note. Bibliography: p. 311-334.

Proefschrift--Universiteit te Leuven. / "Stellingen": 3d prel. leaf. "Geraadpleegde literatuur": p. [xiv]-xxvi.

M.Comm. (Business Management) / An exploration into the level of high staff turnover in the recruitment industry and the possible reasons for the turnover. A quantitative study using a survey with carefully considered reasons for why consultants would leave the recruitment industry. Making use of Binary Logistic Regression modelling and Boosted Regression Tree analysis (BRT), the main reasons for why consultants leave the recruitment industry were identified with applicable outcomes and recommendations for future study.

My internship experience at the Arizona State Employment Service can basically be divided into two parts. The first part, at the Tucson Metro Office, provided me the opportunity of observing and participating in the basic functions of the traditional Employment Service: employment interviewing and job placement. While at the Tucson Metro Office, I was also able to participate in the organizational and administrative planning and initial execution of the Summer Jobs for Youth Program. This program gave me insight into the basic administrative or management problem of attempting to maximize effectiveness while working within the constraints of severely limited resources. The second part of my internship consisted of three and one- half weeks at the Employment Opportunity Center. This experience gave me an exposure into what has become the new direction and emphasis of the Employment Service: providing employability development services for the disadvantaged. The team approach was developed as a means of providing the support and the variety of services that the disadvantaged needs to overcome his problems. While at the E.O.C. I also had the opportunity to attend management level conferences with other manpower agencies. These conferences were basically an attempt to eliminate the duplication of services by similar governmental agencies. This impressed upon me the absolute necessity of agency coordination, but I soon found out that this was difficult to achieve because of the many different manpower programs designed for specialized interest groups. Competition among the interest groups thus developed and impeded coordination.

Thesis (doctoral)--Universität Köln, 1971. / Includes bibliographical references (viii-xix).

Thesis (PH. D.)--Columbia University, 1930. / Vita. Published also as Teachers College, Columbia University, Contributuons to education, no. 434. eContent provider-neutral record in process. Description based on print version record. Bibliography: p. 96-97.

Thesis (Ph. D.)--University of Wisconsin--Madison, 1951. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves [358]-366).

Thesis (Ph. D.)--University of Wisconsin, 1971. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 226-231).

The human resource department in many organisations is at a crossroad of relevance, constantly being faced with the challenge to prove that it can add value towards the objectives of the business. The Human Resource (HR) department is also faced with a reality that, if the department does not add value to the organisation, it will be farmed out to independent contractors, who can deliver the HR functions at a more efficient and cost effective way. However, organisations have a great opportunity to achieve excellence and competitive advantage through the utilisation of the organisation‟s human resources. Many scholars and authors argued that organisations can achieve the most out of its human resources if the HR department is a Strategic Business Partner (SBP) in these organisations. A thorough literature review has led to the discovery that, despite the appraisal of the Strategic Business Partners (SBP) approach to the management of human resources, little progress has been made with the reinvention of the HR departments from support function towards being a SBP (Lawler & Morhman, 2003; Keith, 2007). The slow progress in the transformation of the HR department was attributed to a wide range of factors including the lack of competencies to take up Strategic Business Partnership roles, lack of management support, and incongruent organisational cultures (Keith, 2007; Sanders & Frenkel, 2009; Ulrich & Brockbank, 2005). Semi-structured interviews were conducted with HR professionals, Managing Directors and other Directors, who sit on a strategic table, to identify the challenges and opportunities the HR department faced as a SBP in organisations. A self-administered questionnaire, based on an existing questionnaire (Ulrich & Cornell (1997) HR role assessment survey) was used to gather the perception of employees regarding the roles the HR departments play in organisations. In this study organisational culture was identified as having a huge impact towards the implementation of HR departments as SBPs. The study also identified the competencies needed for the effective execution of SBP roles, the challenges HR departments may face in the process as well as the important roles the HR department should be devoting most of its time and resources to.