By the increasing using of global teams within organization, it is eagerly for us to understand how the ¡§team¡¨ form and work, and more importantly, ¡§what¡¨ makes it work. This research focus on the trust issue, which may be increased by proper managerial behaviors and HRM practices to increase knowledge innovation. The research was conducted using a qualitative approach; case details were collected from global teams involving at least two different nationalities. The research aims to investigate the influences of managerial behavior, HRM practices and trust on knowledge innovation in global teams. Findings reveal that different industries of global team tend to apply different knowledge innovation strategies. Moreover, HRM practices and managerial behaviours have significant and positive impacts on trust to raise knowledge innovation in global teams.

Regardless of whether organizations are in the private sector or in the public sector, there is a general agreement that human resources are critical to keeping organizations effective as well as maintaining a high level of organizational performance. While more serious effort has been made to empirically examine how human resources influence organizational performance (e.g., studies about turnover consequences, studies about the relationship between human resource management practices and organizational performance) in the private sector, it is rare to find similar empirical studies in the public sector partly because it is hard to define public organizational performance. In my dissertation, I basically investigate how human resources are critical to organizational performance in the public sector with a question, "Do human resources really matter in the public sector, too?" Focusing on the crime control performance of municipal police departments, I examine the relationships among turnover, police performance, and human resource management (HRM) characteristics by surveying police departments of the U.S. cities whose population range is between 100,000 to 500,000 (Out of 205 surveyed cities, 65 cities participated). Firstly, I explore how human resource management practices (individually and systematically) influence crime control performance of the police. Based on universalistic HRM perspective (i.e., best HRM practices) and control theory perspective, I hypothesize that commitment HRM system (and individual practices) will have positive effect on crime control performance of the police. Secondly, I investigate more specific questions such as if turnover has significant effect on crime control performance and if HRM system has moderating effect on turnover consequence. Results about turnover effect confirm human capital theory that predicts the negative effect of turnover when employees with specific knowledge quit. However, no significant relationships are found between commitment HRM system (and individual practices) and organizational performance. The results might help municipal police departments deal with sworn officers' turnover as well as set up proper HRM practices.

It is no longer news that organizations are now highly dependent on knowledge assets as a primary source of competitive advantage. It is for this reason that knowledge is considered as powerful because it one aspect that guarantees sustainable source of success of any organization. This thesis survey the postulation of knowledge codification and non-codification in the knowledge management perspective in a chosen company. The study of knowledge management perceives codification and noncodification as knowledge that can be retained, reused, shared and management. However, the existing studies pay little or no attention as to how both codificationand non-codification can be adopted at same time in an organization as a process to better improve value. In these regards, the research poses to examine, how both concepts can be used by human resource managers to foster knowledge within the organization. The research was carried out by examining several departments with special interest on the Human Resource Section of a consulting and service providing company (Competence Call Center) situated in Barcelona, Spain. It is important to note that this company has several branches and as such have a central repository where knowledge is stored for use and reuse by all workers. The study was actioned using a qualitative approach where interviews were made to the participants. Being a consulting and service providing company, the study focused on finding how codification of knowledge and human resource management practices which is linked to non-codified knowledge can be used to foster the sharing of knowledge in the organization and also, to know how the company codifies knowledge in such a way that it is not lost and can be reused by workers. The study finds that CCC being a company that check contents on social media platforms, such as Facebook, has a central repository were knowledge is stored, and a major finding is that such knowledge is stored in different languages which can be accessible to employees. Even though we examine the Barcelona branch of this company, it was discovered that all branches have similar working culture (cultural-fit) entailing that during recruitment decisions, that some sort of cultural training especially in information technology (IT) is carried out by the Human resource management department. These findings indicates that the knowledge domain of this company is of a codified nature and can be easily accessed but in addition CCC also ensures that noncodified knowledge is shared between workers through HRM practices. In the analysis, focus is on how codified and non-codified knowledge is shared inside the company. By this statement, we pose to say that the knowledge sharing is more than just codifying information or sharing non-codified knowledge, in contrast knowledge sharing is to create, to share, to retain and to reuse knowledge between individuals, individuals sometimes find difficult the process of knowledge sharing. Hence, in the adoption of codified and non-codified knowledge within the organization, the combination of working culture and other structured strategies or standardized professional roles for individual development, can pave way for the employee transparency and aid in improving individual domain knowledge.

Dans un contexte de crise des Ressources Humaines pour la santé dans le monde, la fidélisation des professionnels de santé constitue un défi important pour les organisations de santé des pays d’Afrique Subsaharienne. Dans la mesure où les recherches existantes suggèrent de développer des politiques RH appropriées (Lucas, 2005) pour venir à bout de cette crise, notre étude examine l’influence que peuvent avoir les perceptions des pratiques de GRH et des facteurs de contexte organisationnel dans lequel ces pratiques sont déployées sur la fidélité des employés à leur organisation. En mobilisant la théorie de l’échange social (Blau, 1964), deux études ont été réalisées : une première effectuée via 27 entretiens semi-directifs et dont les données ont été analysées à l’aide du Logiciel NVIVO 11 et une seconde conduite par questionnaires auprès d’un échantillon de 225 médecins et dont les données ont été traitées à l’aide des logiciels SPSS 23 et AMOS 23. Les principaux résultats révèlent d’abord l’existence des effets positifs directs des pratiques de GRH sur le soutien organisationnel perçu (SOP) et sur la justice procédurale perçue qui à leur tour affectent positivement l’implication organisationnelle affective des médecins et négativement leur l’intention de quitter volontairement l’organisation d’une part, et que la performance individuelle n’est ni associée au soutien organisationnel perçu ni à la justice procédurale perçue, d’autre part. Ils indiquent ensuite que les facteurs de contexte organisationnel interne (la satisfaction à l’égard des équipements, la satisfaction à l’égard de l’environnement physique de travail) influencent positivement le SOP par les médecins (1), sont tous associés à leur implication organisationnelle affective et leur intention de départ volontaire (2) et que les facteurs de contexte externe (la satisfaction à l’égard du niveau d’accès aux soins des patients et la satisfaction à l’égard des conditions de vie socio-économique) sont associés à l’intention de départ volontaire des médecins (3). Enfin, les tests des effets indirects basés sur des analyses en bootsrap (Preacher et Hayes, 2008; Hayes, 2013) révèlent que les effets des pratiques de gestion de carrières sur l’implication organisationnelle sont à la fois médiatisés par le SOP et par la justice procédurale perçue par les médecins tandis que le SOP exerce un rôle médiateur des effets des pratiques de rémunération et des facteurs de contexte interne sur leur implication organisationnelle affective et sur leur intention de départ volontaire. / In the context of the human resources for health crisis, the development of healthcare professionals’ loyalty is an important challenge for healthcare organizations in the Sub-Saharan African Region. To overcome the crisis, the existing researches have suggested the relevance of focusing on and developing adequate HR policies (Lucas, 2005). Thus, our study examines the influence that HRM practices perceptions and the organizational context’s factors might have on employees’ loyalty toward their organization. The social exchange theory (Blau, 1964) was mobilized and two studies were undertaken. First, 27 semi-structured interview were conducted in the qualitative phase and data were analyzed using NVIVO 11 software. A questionnaire was then designed and filled in by a sample of 225 physicians; data were analyzed using SPSS 23 and AMOS 23 software. The main results reveal firstly, the existence of the direct positive effects of HRM practices on the perceived organizational support (POS) and on the perceived procedural justice, both affect positively the affective commitment and negatively the voluntary leaving intention. It can be concluded that the physician’s individual performance is neither associated with their perceived organizational support (POS) nor with their perceived procedural justice, at the other hand. The respondents indicate that internal organizational context’s factors (the satisfaction towards the hospital’s work equipment, the satisfaction towards the physical working environment) influence positively the perceived organizational support (1), are associated to their affective commitment and their voluntary leaving intention (2) and that the external context’s factors (the satisfaction towards the healthcare access of the population visiting public hospitals and the physicians’ satisfaction towards the socioeconomic living conditions) are associated to the voluntary leaving intention of the doctors (3). Finally, the tests of the indirect effects based on bootstrap analysis (Preacher & Hayes, 2008; Hayes, 2013) reveal that the effects the career management practices have on the affective commitment are mediated by the POS as well as by the perceived procedural justice (1) whereas the POS mediates the effects the reward practices and the internal organizational context’s factors have on the affective commitment and the voluntary leaving intention (2).

Economia e Gestão Internacional / Master in International Economics and Management / Este trabalho pretende analisar o impacto das práticas de Gestão de Recursos Humanos (GRH) e da Orientação Empreendedora (OE) no desempenho das empresas portuguesas. Adicionalmente, esta investigação pretende colmatar a lacuna existente relativamente ao caso português. Os dados foram recolhidos através de um inquérito às empresas portuguesas, seleccionadas a partir da base de dados SABI (Sistema de Análise de Balanços Ibérico). Os resultados sugerem que as práticas de GRH estão positivamente relacionadas com a rentabilidade das vendas e com a rentabilidade do investimento; as práticas de GRH e a OE estão positivamente relacionadas. Relativamente à OE, os dados não permitiram aferir com rigor a sua relação com o desempenho económico-financeiro das empresas. / This research aims to analyze the impact of Human Resource Management practices (HRM) and Corporate Entrepreneurship (CE) in the performance of Portuguese firms. This work aims to fill the gap for the Portuguese case. Data was collected through a survey to Portuguese companies that were selected from the SABI (Sistema de Análise de Balanços Ibérico) database. The results suggest: the HRM practices are positively related to return on sales and with return on investment; the HRM practices and CE are positively related. In what concerns to CE, data did not accurately assess its relationship with financial performance.

nÃo hà / O objetivo desta pesquisa foi estudar a influÃncia das prÃticas de gestÃo de recursos humanos e o papel mediador das condiÃÃes psicolÃgicas de apoio, confianÃa, justiÃa e poder de agir (empowerment) na mobilizaÃÃo dos colaboradores do Hospital UniversitÃrio Walter CantÃdio, da Universidade Federal do Cearà (Fortaleza â CE). Foram consideradas prÃticas de gestÃo de recursos humanos aquelas ligadas ao desenvolvimento das competÃncias, à avaliaÃÃo e feedback sobre o desempenho e ao compartilhamento da informaÃÃo. Como variÃveis mediadoras foram consideradas as condiÃÃes psicolÃgicas percebidas de apoio organizacional, poder de agir (empowerment), confianÃa na chefia imediata e justiÃa procedimental. O estudo teve natureza quantitativo-descritiva, utilizando um questionÃrio estruturado impresso, nÃo identificado, com 93 (noventa e trÃs) perguntas e foi realizado a partir de uma amostra aleatÃria de 638 (seiscentos e trinta e oito) servidores pÃblicos e funcionÃrios em atividade neste hospital. Foi aplicada estatÃstica descritiva e anÃlise fatorial exploratÃria, utilizando como procedimentos de estimaÃÃo multivariados para a anÃlise das relaÃÃes causais a modelagem de equaÃÃes estruturais e o bootstrapping. Os resultados revelaram que a hipÃtese que se referiu à influÃncia direta das prÃticas de desenvolvimento das competÃncias nÃo se confirmou, porÃm, as percepÃÃes de apoio e de empowerment psicolÃgico mostraram um efeito positivo nos comportamentos de mobilizaÃÃo, o que revela uma influÃncia mediada destas prÃticas. Ao contrÃrio, nÃo foi confirmada a hipÃtese da influÃncia positiva das percepÃÃes sobre a confianÃa na chefia imediata. Foi confirmada a hipÃtese da influÃncia direta e positiva das prÃticas de compartilhamento da informaÃÃo, ao mesmo tempo em que nÃo se confirmou a hipÃtese da influÃncia direta e positiva das prÃticas de avaliaÃÃo e feedback sobre o desempenho. PorÃm, a percepÃÃo da justiÃa procedimental, enquanto mediadora das prÃticas de compartilhamento da informaÃÃo, nÃo apresentou influÃncia significativa nos comportamentos, mas quando mediadora das prÃticas de avaliaÃÃo e feedback sobre o desempenho, foi plenamente confirmada. Estes resultados indicam que as prÃticas mobilizadoras de GRH podem estimular a adoÃÃo de bons comportamentos por parte dos colaboradores do HUWC/UFC, mas que, porÃm, podem nÃo ser suficientes, caso nÃo sejam tambÃm implementadas prÃticas de justiÃa, de apoio, de confianÃa, de empowerment, que desenvolvam nos empregados sentimentos mais profundos de vÃnculo afetivo com a instituiÃÃo e, conseqÃentemente, melhore os relacionamentos, a motivaÃÃo e o desempenho coletivo. / The aim of this research was to examine the influence of HRM practices and the mediating role of the psychological conditions of support, trust, justice and empowerment in the mobilization employeeâs behaviors of Hospital UniversitÃrio Walter CantÃdio / Universidade Federal do Cearà (Fortaleza â CE). We considered HRM practices those linked to human resources competence development, evaluation and feedback on performance and information sharing. As mediating variables some psychological conditions, such perceived organizational support, psychological empowerment, trust in leadership and procedural justice. The study has descriptive-quantitative nature, using a structured questionnaire, not identified, with 93 (ninety-three) questions, carried through a random sample of 638 (six hundred and thirty-eight) hospital employees. It was applied descriptive statistics and exploratory factor analysis, using structural equation modeling and bootstrapping as multivariate estimation procedures for the analysis of causal relationships. The results revealed that the hypothesis concerning the direct influence of competence development practices was not confirmed, however, perceptions of organizational support and psychological empowerment had a positive effect on the behaviors, which shows a mediated influence of these practices. In contrast, the positive influence of perceptions on trust in leadership was not confirmed. The hypothesis of direct and positive influence of information sharing practices was confirmed at the same time the hypothesis of direct and positive influence of the assessment and feedback on performance practices had not been confirmed. However, the perception of procedural justice as a mediator in the information sharing practice, revealed no significant influence on behavior, but working as mediator in the assessment and feedback on performance practice it was fully confirmed. These results indicate that mobilizing HRM practices may stimulate the adoption of positive behaviors by the employees of HUWC / UFC, but, however, may not be sufficient to improve them, if not also implemented practices of justice, support, trust and empowerment, in which employees could develop feelings of deep emotional links to the institution and, consequently, improve relationships, motivation and collective performance.

The purpose of this research is to provide a better understanding of the relationship between human resource management (HRM) practices and innovation. This research responds to calls in the literature on HRM and innovation to consider a wider number of HRM practices that have previously been neglected and are likely to produce a positive impact on innovation awareness and commitment (Shipton et al., 2006; Zhao et al., 2012). Therefore, the research is concerned with a wide number of HRM practices and their impact on innovation awareness and commitment. The underpinning rationale is that while previous studies have revealed that HRM practices can be significant for innovation, these studies are not inclusive, and the research is still scant and in its early stages as there has been a lack of consideration of a comprehensive range of HRM practices (Shipton et al., 2006). In simple terms, previous studies have looked at the relationship between HRM practices and innovation based on a limited number of practices and at the macro or inter-organisational level. Therefore, the fundamental contribution of this thesis is the shift in perspective. While previous research has looked at a limited number of HRM practices that largely appear to be borrowed from high-performance work systems (HPWs), this thesis considers a wider range of practices that can impact on innovation at the intra-organisational level – more specifically, to study employees’ perceptions of HRM practices that may promote innovation awareness and commitment. Innovation awareness and commitment refers to the extent to which the organisation is engaged in innovation. Degree of innovativeness and the open innovation approach are studied in this research, to determine whether HRM practices can impact on radical or incremental open innovation. Additionally, departmental differences are considered in this thesis: that is whether employees in different departments have different perceptions of the extent to which HRM practices promote innovation’. To this end, the data set was obtained from two research phases. A quantitative survey was distributed to 280 employees in a Jordanian telecommunications company. Findings from the first phase of the research indicated a number of new HRM practices that were not recognised by previous studies. This research found a positive impact of HRM practices in promoting innovation, as perceived by employees. HPWs, HRM hygiene factors, motivation and communication were perceived by employees to promote innovation in their organisation. The results show that the relationship between HRM practices and innovation is perceived by employees to promote the origins of innovation, specifically open innovation and radical innovation. No support was found for expectations and sharing information to promote innovation. Phase two of the research consisted of semi-structured interviews conducted with senior managers and employees in the same company that participated in phase one. In phase two of the research, the interviews provided better insights and explanations of the results and findings from the survey questionnaire. The results from phase two confirmed the findings from the statistical analysis, and a distinctive finding was the differences between managers’ and employees’ perceptions of HRM practices. Employees identified or perceived practices that are related to their performance and that enable them to develop their levels of motivation and commitment. Managers identified practices that work in the favour of the organisation, with less focus on employee needs. This was clear when comparing which practices and indications were mentioned by managers and employees. It is worth mentioning here that, given the relatively close conceptualisation in the literature that innovation is a form of organisational performance, this thesis does not intend to rebrand ‘performance’ as ‘innovation’ per se. This is especially in this research as it seeks to understand the relationship between HRM practices and innovation by looking at employees’ perceptions of HRM practices that may promote innovation and cause their company to be perceived as an innovative workplace. This research is probably the first attempt to study the role of a comprehensive list of HRM practices in influencing innovation by considering employees’ perceptions of HRM practices that may promote innovation. Moreover, the intra-organisational level was considered, along with departments, degree of innovativeness (radical-incremental innovation) and types of innovation approach (open vs closed).

This study explores employee welfare and working conditions in relation to ethical HRM practices from the employees’ perspective in the Bangladeshi Ready-Made Garment (RMG) sector. This research is inspired by the need to understand the challenges that employees face in their practical work settings and the unfair Human Resource Management (HRM) process that they experience in their work. The interpretivist philosophical approach and the qualitative research approach have been adopted in this research study, while the semi-structured interview method has been applied for primary-data collection. A total of 25 semi-structured interviews with General Employees, Informal Representative Leaders, Employees, Middle and Senior Managers have been undertaken in this process. Five focus-group discussions have also been applied to corroborate the data generated from the 25 semi-structured interviews. The case-study strategy has also been implemented as a research strategy and thematic analysis has been applied to the data-analysis process. The findings of this research study show the need for deeper understanding and application of ethical HRM practices in particular national and sectoral contexts, specifically in the Bangladeshi RMG sector. These ethical HRM practices include, but are not limited to, the initiation of rights-based understanding and respect-based perception, the inclusion of welfare facilities, the implementation of a fair payment policy, the equitable recruitment and selection policy, and the initiation and equality of training and development facilities. These new ethical understandings contribute to the field of ethical HRM in the context of the development of employee welfare and decent working conditions in this sector.

Employee turnover can cost an organization a significant amount of money. In addition, retention of employees can beneficial towards to an organization as it e.g. allows to save costs related torecruitment and training of new employees. The fast food industry is recognized as an industry which employs low-skilled employees and is especially in the United States known to be prone to high employee turnover. With regards to Europe, only little information is available in the field of low-skilled employee retention in the fast food industry. Looking towards the Netherlands, there has been no conducted research concerning this topic from a manager’s perspective allowing to identify the best HR practices to limit employee turnover in the organization. Our purpose of this thesis is to increase the understanding of the practices on employee retention of low-skilled employees in the Dutch fast food industry. To be able to meet this purpose, the following research question was developed “How do managers address retention of low-skilled employees in the Dutch fast food industry?” To be able to answer this research question, a multiple case study was conducted to study several franchises of the Dutch fast food organization “Verhage fast food”. We chose to conduct a qualitative study by developing semi-structured interviews. The empirical material was collected by interviewing an HR manager and the CEO of Verhage to develop an overview of the organization. Furthermore, we conducted five interviews with franchisees of Verhage. These franchisees were chosen based on four criteria being location, variety in experience, amount of employees, and amount of franchises owned. These four criteria ensured that the chosen franchisees in our study are active in different environmental settings. These interviews were conducted with the aim to find out how these franchisees perceive low-skilled employee retention and to identify how these franchisees address retention through the implementation of HR practices. Our study provided a contribution that shows the most effective HR practices in the fields of recruitment and selection, training and development, career development, and recognition and rewards are depending on the situational factors. Whereas one franchisee needs to pay well above minimum wage to attract low-skilled employees, another franchisee can easily pay the employees minimum wages without the need to worry for job applicants. Another contribution based on the outcome of our study is that the provision of training and responsibilities besides being done to benefit the company in e.g. productivity it also results in more engaging employees with a higher intention to stay.