Projektorganisationer är en allt mer förekommande typ av organisation där det dagliga arbetet utförs nästan uteslutande i flera, temporära projekt som byter av varandra. I projekten finner vi projektdeltagarna och projektledaren. En del funktioner är inte i projektform utan finns där på permanent basis i organisationen. En problematik som återfinns i projektorganisationer är att det råder intressekonflikter mellan projektens mer kortsiktiga och den permanenta organisationens mer långsiktiga mål. Syftet med denna studie är att utforska projektledarens betydelse förkompetensutveckling av projektdeltagarna i en organisationskontext dominerad av projekt. Genom att göra detta kan projektledarens betydelse för ett mer långsiktigt arbete med kompetens också synliggöras. I denna kvalitativa fallstudie, som genomförts på Saab Aeronautics i Linköping, har vår datainsamling skett via personliga intervjuer samt dokumentgranskning. Denna data bearbetades genom en abduktiv analysansats. Vi finner att det inte finns en stor direkt intressekonflikt mellan de olika aktörerna på de olika nivåerna i organisationen. Det är snarare så att de samarbetar tätt och ansvarsområden flyter in i varandra. Att bara se tillprojektets ”bästa” är inte heller attraktivt för projektledarens framtida anställningsbarhet. Däremot finner vi att projektledaren kan begränsas i sin roll på grund av ramar som sätts upp av en organisation. Dessa ramar är bland annat bedömningskriterier för vad som anses vara ett lyckat projekt. I och med detta ser vi att det kan förekomma mer indirekta intressekonflikter, vilket vi i uppsatsens avslutande del diskuterar närmare. Avslutningsvis mynnar diskussionen ut i reflektioner och förslag kring hur dessa indirekta intressekonflikter skulle kunna hanteras för att organisationen ska nå ihållande konkurrenskraft.

The concept of Shared Service (SS) recently is an important trend on the basis of cost efficiency and policy of enterprises or business groups. It has become popular in Europe for the past decades and was introduced to the States in the 80¡¦s. Nowadays, Taiwanese business groups also have started to think about having SS mechanism for financial and IT functions. Further, adding Humane Resources (HR) into SS is also a conspicuously novel tendency. The thesis probes into reasons that HR SS has been generated in the Taiwanese groups. Further, it analyzes the construction process, organization and service model of HR Shared Service Center (SSC). Meanwhile, the costs and efficiency of having HR integrated into SS to groups and business units are examined. Finally, key factors to success of conducting HR SSC are elicited. Case study is used in the thesis. It solely studies President Chain Store Corp. (PCSC) because it has one of the most well-established HR SSC in Taiwan. Through profound interview, informal conversations, SSC establishment documents, and related research, the model of HR SSC in Taiwan is examined. It is indicated that ¡§Support from Top-Managers¡¨ and ¡§Cooperative Organization Culture¡¨ are two vital factors that lead the establishment of PCSC HR SSC to success. However, it is very possible that the SS brings more costs to business units, hence the advantages over the whole group occasionally conflicts with its business units¡¦. Sometimes establishment of SSC is all a means to set up prestige and imposing reputation. As a result, resistance to forced integration come into existence among business units.

Nowadays, corporations have to consistently advance the value of human assets in their own organizations for maintaining their competitiveness. To achieve this goal, the Human Resource (HR) Dept. plays a decisive role in the aspects of selection, training, employment, and retaining of human resource in the organization. How to improve the efficiency of the HR Dept. and enhance its status in the organizations has become the top agenda to enterprises. The development of Information Technology (IT) transforms the role of the HR Dept. in the organization. It enables HR to be a real strategic partner of corporations through the process of Organization Development. A Human Resource Information System (HRIS) based on the network technology will change the working environment of HR and further lead the transformation of the functions and roles of the HR Dept. Through conducting interviews with 9 companies, this research tries to answer the question, that is, what is the impact to the effectiveness of Human Resource Management when a HRIS is leaded in. It used literature research to analyze the characteristics of Human Resource Management (HRM) and HRIS and sorted out the possible impacts. It also used case study to sharpen the insight by sampling 9 companies which had used HRIS, including foreign and local ones. By doing the work, it drew a conclusion of the impact brought by HRIS and provided a direction of HRIS vendors. The study found that the factors of successfully leading HRIS into a company include the integration with original data, combination with the existing Enterprise Resource Planning System (ERPS), the compatibility of the existing HRIS, HR people¡¦s inability of maintaining HRIS, the suitability of HRIS for company¡¦s specific needs, and the support from high-level management. Leading in a HRIS could benefit the company from decreasing the inconvenience of human operations and increasing the quality of HR¡¦s services. The impacts on the effectiveness of HRM can be seen as the indexes which have positive reaction to HRIS: 1. Reward Management: HRIS provides fast calculation of payment and less human operations. Its tracing function in Payment Module and integration with ERPS help data exchange between HRIS and ERPS. 2. Training Development: HRIS keeps thorough training records of employees. It also can display the average training hours per person, training cost, training results, and etc. 3. Appraisal Management: The whole appraisal process can be done through HRIS, even crossing areas. 4. HR Strategy and Planning: Since HRIS is able to provide more precise data analysis, the quality of decision making of high-level management is enhanced with a great progress. 5. Team Management: Through humanity design of HRIS, more participation from employees is involved. Management spreading in different places still can use HRIS as a platform to exchange HR related information.

Harpinpss, a pathogenic protein, encoded by hrpZ in the hrp gene cluster from Pswudomonas syringae pv. syringae, can induce the hypersensitive response in tobacco (Nicotiana tabacum L. cv. Xanthi). The lesion area on the tobacco leaves was visible 6 h after inoculation with harpin, and was evident 12 h after inoculation. The lignin content in harpin-treated tobacco leaves was about 2.5-fold as compared with the controls 24 h after inoculation. There were six isozymes of POD (pI 9.5, pI 8.7, pI 5.3, pI 4.4, pI 3.7, and pI 3.5) and seven isozymes of laccase (pI 9.4, pI 8.6, pI 7.8, pI 5.4, pI 4.5, pI 3.8, and pI 3.6) identified by isoelectric point in extracts of harpin-inoculated tobacco leaves. POD isozymes (pI 4.4, pI 5.3 and pI 8.7) and laccase isozyme (pI 7.8) only appeared in harpin-inoculated tissues. The increased POD isozymes (pI 4.4, pI 8.7, pI 9.5) are correlated with the rise of transcripts of these enzymes confirmed by the method of reverse transcriptase-polymerase chain reaction (RT-PCR).

Nowadays, outsouring is quite popular and acceptable in business usage. In recent years, HR outsourcing has become a popular and known knowledge , and outsourcing on training is one of important strategies in HR outsourcing. However, the related academic research on the training outsourcing is as limited as a virgin field. Therefore, this study will evaluate if businesses use training outsourcing to achieve human resource flexibility and upgrade the organization performances, and to understand how the High-Tech Industry uses it and its affects . This study uses 40 data of Hsin-Chu Science-Based Industrial Park companies from both questionnaire form and interview survey in order to understand the usage status, usage reason, its problem and key successful factors of the training outsourcing on the High-Tech Industry. From the returned questionnaires, we found that 100% of the companies implement ¡§Training¡¨ and 95% of the companies take training outsourcing, but also found that the degree of training of outsourcing is not so popular as its usage status and most of companies prefer to do it by themselves. In addition, we also found that the demand degree of training outsourcing is much higher on the specific profession course than management and general training. The result shows the companies are required to use outside vendors for specific profession. According to the result of statistic analysis, we examine Hypothesis 1 and find the amount of staff and revenue are positive related with training outsourcing and are also positively affected , so it shows if the business scope is smaller, the degree of the training outsourcing will be higher. The result of Hypothesis 2, Human Resource Flexibility also positively affect the training outsourcing, especially the functional flexibility which meant as the degree of Flexibility is higher, the degree of training outsourcing will be also higher. The result of Hypothesis 3, training outsourcing is only positively affected to the organizational performance of ¡§ deducted Staff cost¡¨. According to the result of the interviews, we found the main reason that high-tech industry uses training outsourcing is due to lack of interior professional speaker; to strength the learning opportunity and experience of staffs to get-in the required professional skill and knowledge from the outside provider and to improve the competition ability; to improve the training quality and no specific department to take charge of training. The main problems for training outsourcing are the contents of training cannot match with the staff¡¦s need, the factor of outside speaker and what the staff learned from outside course cannot practice on the jobs. The role of Human Resource people during outsourcing play the administration service role, and sometimes can also play the strategic role, but in just a few cases. So, the result shows the training outsourcing is not quite the important mission in a company and still in a low level job. The key factor to make outsourcing successful is the cooperation and profession from the outside vendor, the support of high-level manager, the contents to match with the business strategy and goal , and the contents can match with the need of staff and company.

Based on the theoretical insights from the newly arising concept of ¡§Employee Brand¡¨, this study seeks to explore the relationships between transformational leadership, human resource branding involvement, employee brand and employee brand behavior. Adapting the methodology of releasing 2-level survey to domestic hotels, this study aims to examine the impact of transformational leadership and HR branding involvement on employee brand and brand behavior. The 34 organizational-level questionnaires answered by the HR supervisors and the 326 individual-level questionnaires by the frontline employees were analyzed by descriptive statistics, exploratory factors, reliability, linear regression, and hierarchical linear models. The findings of the research indicates that transformational leadership influences the employee brand and therefore results in the brand behavior delivering brand values. In addition, employee brand behavior is also relevant to HR branding involvement. The contribution of this paper lies in the focus of how leadership and HR involvement affect employee¡¦s understanding and willingness of delivering brand values, which was not previously discussed in other relative documents.

Using a large sample of 175 firms in the service-focused sector in Taiwan, the study examined the customer service-focused employee competency as the mechanism through which customer service-focused HR practices facilitate firm performance. In addition, it examined whether the fit of customer service-focused HR practices and customer service-focused strategy may promote firm performance. To confirm the hypotheses, the study collected data for each construct from different sources (i.e. executives, HR members, line managers) in the same firm, generating 2,120 respondents in total, 12.11 respondents per firm in average. This study utilized LISREL 8.3 to perform maximum likelihood (ML) structural equation modeling (SEM) to test mediation hypotheses and hierarchical moderated regression to test moderation hypotheses. Results showed that customer service-focused employee competency fully mediated the relationship between customer service-focused HR practices and firm performance. Firm performance was confirmed as the function of the fit of customer service-focused HR practices and customer service-focused strategy. Suggestions for further research were also discussed.

I den här vetenskapliga essän: Konsten att vara specialist och kunna lyssna, reflekterar jag kring och undersöker min praktik som yrkesverksam inom HR-området. Jag undersöker några av de förväntningar som jag och min omgivning har på mig och min yrkesroll. Hur gör jag när jag möter motstridiga förväntningar? Hur ska jag förstå mitt agerande? För att synliggöra min praktiska kunskap tar jag hjälp av tre möten med chefer, hämtade ur mitt arbetsliv. Genom dessa möten och frågorna ovan låter jag min yrkesutövning möta modern managementforskning och teorier kring främst tolkning, sammanhang och specialistrollen från filosoferna Paul Feyerabend och Hans-Georg Gadamer. Jag kommer fram till att min praktiska kunskap är att kunna läsa av situationerna och förväntningarna i situationen jag befinner mig och våga stanna i osäkerheten utan att ha svaren givna, jag måste stanna i processen och när jag gör det visar sig även lösningarna. Jag kommer också fram till vikten av att kunna lyssna. En annan viktig insikt är att min roll som HR-medarbetare är beroende av att det är just jag i en viss kontext som utövar mitt yrke och att min person och min roll är intimt sammankopplade i min yrkesutövning. Det går inte att skilja oss åt. / In this scientific essay: The art of being a specialist and listening, I reflect and examine my practice as a professional in the area of HR. I examine some of the expectations that I and my surrounding have on me and my professional role. How do I do when I meet conflicting expectations? How should I understand the way I’m acting at work? I retell three situations from meetings with managers taken from my work experience. These stories help me to make my practical knowledge visible. Through these examples, and the questions above I let my profession meet modern management research and theories about interpretation, context and specialist role from the philosophers Paul Feyerabend and Hans-Georg Gadamer. I conclude that my practical knowledge is to read the complexity and expectations in the situation I find myself and dare to remain in uncertainty without having the answers given, I have to stay in the process, and when I do, solutions will be given to me. The importance of being able to listen turns out as an important part of my practical knowledge. Another important insight is that my role as HR employees are dependent on it just me in a certain context practicing my profession and to my person and my role is intimately linked in my profession. You can not separate us.

The research area of recruitment utility analysis (RUA) models has been somewhat unexplored for decades, and has earlier been reduced to simplified mathematic formulas measuring only dollar term value. The need for more dynamic models and theories surrounding the area has been voiced numerous times, yet little has been done. The purpose of this study was to highlight this need to encourage to further research, and to examine the managerial perspective on RUA from a semi explorative perspective. Eight interviews were conducted where the managers received questions concerning the recruitment process and the method used to conduct RUA. The results of this study indicate somewhat unimpressed attitudes toward the added value of conducting RUA. The reasons for not conducting RUA were found to be due to time constraint, lack of skills and managerial support. The majority of the RUA was found to be reactive and based on gut feeling implying a need for proactive RUA hence ensuring the value of the recruitment process.

I debatten om den svenska skolans försämrade resultat lyser forskning och diskussion om rektorers HR-arbete med sin frånvaro. Syftet med denna fallstudie var därför att skapa förståelse för hur rektorer ser på sitt HR-arbete. Detta angreps utifrån tre olika infallsvinklar, rektorernas upplevelse av; vilken plats HR har i det övergripande uppdraget, vilket handlingsutrymme de har i HR-frågor samt den egna HR-kompetensen. Detta undersöktes i två steg: inledningsvis gjordes en kartläggning av rektorernas organisatoriska HR-kontext med hjälp av dokument från kommun och förvaltning och i steg två genomfördes intervjuer med rektorer. Intervjuerna behandlade sju olika HR-områden och analyserades därefter utifrån syftet och frågeställningarna. Slutsatser som drogs utifrån studien är att vilken plats HR-arbetet får är beroende av hur varje individuell rektor definierar sitt huvudsakliga uppdrag. Detta medför att uppdelningen av HR-arbetet mellan förvaltning och rektor blir otydlig vilket tolkas som en brist i det mål- och resultatstyrda skolsystemet. Vidare konstaterades det att handlingsutrymmet styrs av både externa och interna faktorer och att rektors upplevda HR-kompetens är avgörande för handlingsutrymmets begränsningar. Slutligen konstaterades att rektor är den som förväntas veta när det är dags att söka stöd från förvaltningen i HR-frågor och därmed är den som avgör om kompetensen är tillräcklig eller ej. Studien har kastat ljus över en ny aspekt av den svenska skolans försämrade resultat och har därmed öppnat dörrar för mer djuplodad och differentierad forskning om rektorers HR-arbete och dess relation till det nationella respektive kommunala rektorsuppdraget.