This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.

Entrepreneurship is part of the American dream; about 10% of the US work force owns a small business. In a stable economy owners that are focused on product and market development see continuous growth and expansion; however in turbulent economic times businesses are forced to focus on their competitive advantages. For small enterprises, the most valuable asset is the human capital of the firm; nonetheless many start-up founders tend to overlook the importance of administrative issues like human resource management (HRM). This report shall discuss how founders initially approach the employment relations in the start-up, and what effects their choices have in the long run on the business performance. / text

Before conducting this study, we observed how a lot of Swedish companies replaced Swedish job titles with English titles. As HRM-students, we noticed that a lot of companies in Sweden replaced their old personnel departments with new HR-departments. This became the starting-point of our study. We questioned why this change was happening in society and wanted to further investigate how the change could affect the co-workers within the organisation and their professional identity. The purpose of this study was, by using a qualitative method, to study how an HR-transformation in an organisation may lead to a change in the professional identity for the HR-staff.The qualitative study has been conducted with an abductive approach. We have carried out six interviews with HR-employees in two different organisations.Our conclusions are that an HR-transformation do affect the professional identity through various dimensions of identity in work. We also conclude that the HR-transformation results in a higher prestige for the HR-occupation. Overall, the HR-transformation have been a positive experience for the participants in our study.

SAMMANFATTNING Examensarbete, Human Resource Management, Ekonomihögskolan vid Linnéuniversitetet, Organisation, VT2013.   Titel: ”Medarbetarsamtal – vilken funktion fyller de?” Handledare: Kjell Arvidsson Författare: Josephine Berg, Magnus Ivarsson och Martina Jonsson Examinator: Mikael Lundgren   Bakgrund: Att det hålls årliga medarbetarsamtal tillhör vanligheterna på de flesta företag, såväl inom privat som inom offentlig sektor. Men är det någon mening med att ha medarbetarsamtal? Vi undrar om de finns endast för att fylla ett ceremoniellt syfte, om det är något ledningen bestämt utan att förklara varför för de anställda?   Syfte: Syftet med vår studie är att försöka ta reda på hur chefer och medarbetare upplever medarbetarsamtalför att se om dessa samtal fyller någon funktion eller om de existerar någon egentlig anledning.   Metod: För att besvara studiens syfte har ett induktivt angreppssätt med en kvalitativ metod valts som grund för uppsatsen. Vi har intervjuat sex medarbetare och lika många chefer.   Resultat och slutsatser: Vi har i vår studie sett att många företag använder sig av medarbetarsamtal utan att de egentligen inte vet varför. Det är något som görs för att det ska göras och för att alla andra gör det. Men trots att de flesta inte vet varför de genomförs tycker våra respondenter att det är bra att de finns, om inte annat så får de lite ensamtid med sin chef och det kan vara nog så viktigt. Vi har i vår studie kommit fram till att det inte finns något entydigt svar, samtalen fyller olika funktioner i olika organisationer och för olika människor. / ABSTRACT Bachelor Thesis, Human Resource Management, Linnaeus University, Organization, 2013. Title: ”Medarbetarsamtal – vilken funktion fyller de?” Supervisor: Kjell Arvidsson Author: Josephine Berg, Magnus Ivarsson och Martina Jonsson Examiner: Mikael Lundgren   Background: That annual performance is held every now and then is quite usual for most companies, both in the private and public sector. But is there any point in having appraisals? We wonder if they are only there to fill a ceremonial purpose, whether it is something that the management decided without explaining why the employees?   Purpose: The aim of our study is to try to find out how managers and employees are experiencing performance reviews to see if these conversations have any point or if they exist without any proper reason.   Method: To answer the study's end, an inductive approach with a qualitative method was selected as the basis for the essay. We interviewed six employees and an equal number of directors.   Results and conclusions: We have in our study found that many companies use appraisals but they do not really know why. It is something they do just to have it done and because others do it. But even though most do not know why they implemented our respondents think that it is good that they are, if nothing else, they get some time alone with the boss, and that may be just as important. We have in our study concluded that there is no clear answer; the appraisals serve different functions in different organizations and for different people.

The importance of human resource management (HRM) increases with each passing day. In the past, organizations only focused on the coordination and the integration between HRM and other management functions. Nowadays, with a more broad and holistic angle, we usually elevate HRM in enterprise from the strategic point of view. The role it plays in the organization becomes more active rather than passive and it puts more emphasis on the intensive cooperation between HRM and business strategies. The studies of HRM strategy in Taiwan only focus on the high-tech industry. Therefore, this study will aim at Cable TV (CATV) system industry and investigate the influence of HRM strategy by organizational life cycle and business strategy. The purpose of this study is to know how the CATV systems obtain the employees they need by recruiting and education training in digital convergence. And then we can further understand the HRM strategy in organization and its relationships with organizational life cycle and business strategy. This research adopted case study and targeted three domestic CATV firms. This study also described and explained the status of HRM in CATV system industry by case comparison and then induced the conclusions and research propositions. The results were as follow: 1. The organizations will adopt different business strategic types when they are in different stage of organizational life cycle. 2. CATV will increase the varieties of their product line in order to earn more revenues as the stage of life cycle goes. 3. The stage of the development in organizational life cycle will be affected by parent company. 4. The organizations will adopt different HRM strategy types when they are in different stage of organizational life cycle. 5. No matter at what stage of life cycle, CATV will take internal training seriously. 6. Employee turnover rate of CATV is very low, and the source of recruitment is seldom from external. 7. The HRM strategy tends to be accumulation type. However, it will shift to facilitation type when they develop new services. 8. There is a ¡§Fit¡¨ relationship between business strategy and HRM strategy; however, it changes because of parent company¡¦s effect.

Canada is a predominantly urbanized and urbanizing country, with consistent expansion in recent decades in its major cities‘ populations and geographic size. Major cities have been advancing claims for, or have already been granted by their provincial governments, greater autonomy in the responsibilities assigned to them under provincial legislation. Urban municipalities‘ legislative frameworks are gradually becoming more permissive, making urban governments and governance structures a highly relevant topic, particularly given the trend of amalgamation that occurred in some major cities in the 1990s which significantly altered municipal governance structures. The Halifax Regional Municipality (HRM), amalgamated in 1996, has commenced a mandatory Governance and District Boundary Review Process to be completed by the end of 2010. The thesis develops a necessarily flexible set of criteria of good democratic governance for the municipal level through consulting the literature on urban governance in Canada and the trends that characterize the experience and consequences of municipal restructuring, particularly amalgamation. A case study of the HRM‘s unique context and governance structure challenges results in the following reform recommendations: should the HRM seek greater effectiveness in decision making and clearer lines of accountability, regional council should be significantly reduced in size, community councils should be granted greater formal authority to set rates and make decisions beyond land-use issues, and the formal executive power of the office of the mayor should be significantly strengthened.

The aim of this study was to try to get an overall image of how participation is constituted in the organization of AMA, a Human Service Organization (HSO) that is part of the Vasteras municipality.  With focus on mainly participation but also communication and leadership the goal was to find out more about how the governing parts of the organization was able to communicate and create participation amongst their employees. Did the message come across? Using a triangulation method including interviews, surveys and observation hopefully this question would be answered along with trying to depict an overall image of the participation within the organization. The results indicated that there were both differences as well as similarities between the employees and the management with regards to how they experienced participation. A surprising result was that the geographical location was found to have an impact on how the staff perceived participation. The employees that had the longest distance to their boss were the ones who didn’t feel that they participated as much within the organization. / Syftet med denna studie var att försöka få en övergripande bild av hur delaktighet konstitueras inom organisationen AMA som utgör en del av Västerås stads verksamhet. Med fokus på främst delaktighet men också kommunikation och ledarskap var målet att ta reda på mer om hur de styrande delarna av organisationen kunde kommunicera och skapa delaktighet bland sina anställda. Har budskapet nått fram? Genom en typ av triangulering som innefattade intervjuer, enkäter och observationer söktes svaret på denna fråga samt eftersträvades en så fullständig bild som möjligt av delaktighetsbegreppet inom organisationen. Resultaten tydde på att det finns både skillnader och likheter mellan de anställda och ledningens uppfattning av delaktigheten inom organisationen och ett överraskande resultat var att den geografiska spridningen visade sig ha betydelse för upplevelsen av delaktighet. De anställda som var mest utspridda och hade längst avstånd till sin chef kände sig också minst delaktiga.

Det finns antaganden om att offentlig sektor har sämre ledare och färre utbildningsmöjligheter än den privata sektorn. Syftet med studien var att undersöka hur kommunala chefer upplever chefsstödet från personalavdelningen samt hur detta kan utveckla deras ledarskap utifrån uppsatta mål. Tidigare forskning visar att chefsstödet kan fungera bra men samtidigt vara komplext. De senare årens reformarbete inom offentlig sektor har genererat krav på chefer att leverera kvalité och utnyttja resurser på bästa sätt. Vi har använt oss av kvalitativ metod i form av semistrukturerade intervjuer med åtta chefer inom en kommun. Av resultatet framgår det att cheferna upplever brist på administrativt stöd, främst cheferna med stort antal underställda. De upplever även begränsade resurser men anser att personalavdelningen levererar bra stöd i de handfasta hårda personalfrågorna som cheferna vill ha hjälp med. Vidare framkommer det att stöd i mjuka personalfrågor snarare sker inom den egna verksamheten och att personalavdelningen endast kan bistå med utbildningar för utveckling av ledarskapet. Personalavdelningen bör även tydliggöra sin roll och definiera hur ett gott ledarskap ska tolkas, då resultatet visar många olika definitioner. Genom avlastning i administrativa uppgifter kan personalavdelningen skapa förutsättningar för cheferna att utöva ett gott ledarskap utifrån målsättningen.

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