Organisation har i många fall definierats som målinriktat samarbete mellan människor. Dessa mål kräver strategier, men studier visar på att 67 % av Human Resources (HR)- avdelningar inte har strategier som passar ihop med organisationens övergripande strategi. Syftet med denna studie är att undersöka hur HR- funktionen i en organisation upplever mål, men även hur de samarbetar och kommunicerar för att uppnå dessa mål. Tidigare forskning menar att organisationers mål inte kan vara formulerade godtyckligt, och de måste vara formulerade i förhållande till omvärldssituationer. Tydlighet i mål leder till att människor riktar uppmärksamheten, men också att ansträngningarna tenderar att förlängas i och med tydliga mål. Forskning visar också på att de mål som HR ska arbeta efter bör vara samstämmiga med den affärsstrategi som organisationen övergripande har. För att förstå skeenden och hur organisationen arbetar mot mål kommer den här studien även att analyseras utifrån organisationsstrukturen. En kvalitativ metod med semistrukturerade intervjufrågor på ett företags HR- funktion, har tillsammans med skriftliga källor, legat till grund för empiri. Resultatet visar på att det finns tre olika nivåer av mål som den aktuella HR- funktionen har att arbeta mot. Dessa är mål i organisationen, HR- fokus och projektmål. Organisationens övergripande mål ter sig otydliga varpå HR- målen i den aktuella organisationen inte baserar sig på dessa, utan snarare på behov som uppkommer i organisationen. Vidare visar resultatet att samarbetet inom organisationen kan stärkas då funktioner tenderar att arbeta mot varandra, med samma saker eller att flera parter släpper arbetsuppgifter då andra förväntas arbeta med dessa. Kommunikationen i organisationen upplevs som bra, men från ledningens håll är den allmän och övergripande, vilket leder till att medarbetarna inte känner sig som en del av en större helhet. Teorier visar på att medarbetarnas agerande kan vara uttryck för hur organisationen är utformad. Den aktuella organisationen är en matrisorganisation och matrisorganisationer tenderar att ha felriktade eller motstridiga mål och problem i att synkronisera arbetsuppgifter.

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The aim of this thesis is to examine employees views on gender equality at a human resource company in Stockholm. Our results are obtained though interviews and observations. Our informants are, to the extent that it is possible, of different ages, job descriptions and statuses within the company. We have focused on employees’ perceptions of the company in regard to its work on topics that effect gender/discrimination in the work place. Through out this thesis we argue that employees at the human resource company use a discourse which is dedicated to topics of equality, however the employees do not practice these values in any noticeable way. Rather they show an ambivalence as to how these questions should be managed. Thus a discrepancy between discourse and practice is constructed within the company. By applying Robert Connell’s theory on hegemonic masculinity in combination with Lisbeth Bekkengen’s analysis of “child orientated masculinity” to our research we argue that a normative masculinity is created at the company, which not only constructs a marginalized masculinity in its wake, but also prohibits gender equality from becoming common practice. Another factor that complicates work on gender equality is that informants choose not to see gender asymmetries as structural, rather they are lifted out of their context and viewed as individual. Keyword: Human Resources, gender, equality, discourse, masculinity, practice, ethnicity

I dagens samhälle är kunskap och kompetens kritiska framgångsfaktorer för företag och organisationer. I och med detta är det av stor vikt att kompetens tillvaratas, särskilt när det kommer till rekrytering av chefer. För att göra detta anser vi att man behöver undanröja alla de irrationella faktorer som hindrar att kompetenta människor söker sig till chefstjänster. I ett könssegregerat Sverige behöver särskilt de hinder som gör att kvinnor inte når ledande positioner identifieras och undanröjas. Utifrån detta konstaterande formades syftet med denna studie; att få ökad förståelse och insikt i vad som kan upplevas som hinder för att söka chefstjänster på en statlig myndighet. Studien utgick från en fenomenologisk forskningsansats och genomfördes med kvalitativ metod. Datainsamlingen genomfördes med kvalitativa intervjuer vilka analyserades utifrån en metod, inspirerad av tematisk analys och meningskoncentrering. Resultatet visade att det finns upplevda hinder. De hinder som identifierades var bland annat; ett alltför stort fokus på manligt/kvinnligt och att kvinnor i hög grad vill vara säkra på sin förmåga innan de söker en chefstjänst. I resultatet konstaterar vi även att det till viss del finns hinder i organisationsstruktur, organisationskultur och livet utanför arbetet, men att dessa inte är lika stora som de övriga.  Studien ger en bild över vilka upplevda hinder för att söka en chefstjänst som kan finnas. Förhoppningen är att resultatet kan vara en hjälp i myndighetens fortsatta arbete med att få fler kvinnor till ledande positioner. En slutsats vi drar är att arbetet med att få jämn könsfördelning är komplext och att det finns risk att ett fokus på hinder i sig blir ett hinder.

This study aims to provide a human resource planning example to inform government bodies in Saudi Arabia to reallocate community resources towards better dental health. This was achieved by: conducting an inventory on government human and structural oral health care resources in Jeddah and Bahrah; assessing the oral health status and treatment needs for Saudi citizens following the WHO criteria for oral health surveys; exploring the potential differences between oral health supply and treatment needs; and providing 16 models of the number and mix of dentists and hygienists to balance requirements and supply. We conducted a population-based sample survey to collect data on dental status and service requirements through self-administered questionnaires and clinical examinations. We also conducted a census of dentists and assessed their total service output by means of self-administered questionnaires. The population’s treatment needs time was estimated using the clinically assessed treatment needs multiplied by time units contained in the 2001 ODA fee-guide. Dentists’ available time was calculated from dentists’ questionnaires and the activity assessment forms. The times for treatment needs and supply of services were compared to identify differences in treatment hours. Of the 2000 participants aged 6, 12, 16, 24-29 and 35-44, 76.8% rated their oral health as excellent and 29.2% reported visiting the dentist at least once a year. The prevalence of periodontal conditions as described by the CPITN was 86.1%. The caries prevalence for the permanent and deciduous dentitions was 71.3% (mean DMFT=4.92) and 85.5% (mean dmft=5.45) respectively. One hundred seventy-five government and university dentists (56.6% response rate) completed the total service output instruments. When the projected total FTE-dentists needed to treat the incidence of oral diseases/ conditions (11,214) is contrasted with the total available supply in Jeddah and Bahrah (289 dentists) the remaining FTEs needed to meet the needs becomes 10,925 FTE-dentists. Health promotion strategies and increased productive hours could reduce this to 2,729 dentists and 1,595 hygienists. The General Directory of Health Affairs of Jeddah will need to develop different approaches to oral health promotion and/or care provision to meet the population needs.

According to Fama (1980), the agency theory states that in order to avoid issues of moral hazard and adverse selection problems, executive compensation should be in alignment with performance. However, it is difficult to identify specific performance measures that are both precise and sensitive, especially when concerning corporate executives who typically do not give out public information. In order to analyze the validity of the agency theory, this study uses the scope of NCAA Division I-A football to analyze the relationship between pay and performance with respect to head coaches. We investigate factors that various literature on executive compensation have identified as associated variables such as organization size, job complexity, market competition, ability to attract talent, and mentorship. Through multiple regression analysis, results showed that size, ability to attract talent (recruiting ability), competition, and academic success were significantly positively associated with coach compensation. There was no significant association for winning games or mentorship, however. Because winning had no effect on salaries, we concluded that the agency theory did not hold for the specific context of Division I-A college football.

This study aims to provide a human resource planning example to inform government bodies in Saudi Arabia to reallocate community resources towards better dental health. This was achieved by: conducting an inventory on government human and structural oral health care resources in Jeddah and Bahrah; assessing the oral health status and treatment needs for Saudi citizens following the WHO criteria for oral health surveys; exploring the potential differences between oral health supply and treatment needs; and providing 16 models of the number and mix of dentists and hygienists to balance requirements and supply. We conducted a population-based sample survey to collect data on dental status and service requirements through self-administered questionnaires and clinical examinations. We also conducted a census of dentists and assessed their total service output by means of self-administered questionnaires. The population’s treatment needs time was estimated using the clinically assessed treatment needs multiplied by time units contained in the 2001 ODA fee-guide. Dentists’ available time was calculated from dentists’ questionnaires and the activity assessment forms. The times for treatment needs and supply of services were compared to identify differences in treatment hours. Of the 2000 participants aged 6, 12, 16, 24-29 and 35-44, 76.8% rated their oral health as excellent and 29.2% reported visiting the dentist at least once a year. The prevalence of periodontal conditions as described by the CPITN was 86.1%. The caries prevalence for the permanent and deciduous dentitions was 71.3% (mean DMFT=4.92) and 85.5% (mean dmft=5.45) respectively. One hundred seventy-five government and university dentists (56.6% response rate) completed the total service output instruments. When the projected total FTE-dentists needed to treat the incidence of oral diseases/ conditions (11,214) is contrasted with the total available supply in Jeddah and Bahrah (289 dentists) the remaining FTEs needed to meet the needs becomes 10,925 FTE-dentists. Health promotion strategies and increased productive hours could reduce this to 2,729 dentists and 1,595 hygienists. The General Directory of Health Affairs of Jeddah will need to develop different approaches to oral health promotion and/or care provision to meet the population needs.

This research is a survey of two samples, one among the 450 Faculty and the other among the 5,200 full-time and 2,200 part-time students of a bilingual and multicultural university located in Ontario, Canada. Diversity characteristics that are examined include ethnicity, gender, age, job status, marital status, study program, faculty, and disability. The variables under study include inclusiveness, class atmosphere, perceived behavior of students and faculty, support for research, working environment, safety, organizational image, and performance expectations. / Readers must contact Common Ground Publishing for permission to reproduce: http://commongroundpublishing.com

Human resource professionals have extensive involvement in workplace bullying situations and workplace bullying research is not reflective of their experience. This study sought to better understand how HR professionals understood and defined bullying, how they made sense of bullying situations and their position in them, and how policies associated with bullying activities were understood and utilized. Using qualitative methods, the findings indicate that HR professionals define and understand bullying as targets do, except they differed in what elements actually turn bullying behaviors into a situation they would label as "bullying." They also felt that addressing and dealing with bullying was complicated due to its definitional state and their low power position. Still, they felt they took complaints of bullying very seriously and acted in these situations. The HR professionals also made sense of how and why bullying happened by pointing to issues like management style, conflict skills, and personality clashes. Additionally, the roles they played in bullying situations were marked by contradiction and paradox and equated to ?walking a tightrope?. Although many felt their organizations had policies that addressed bullying, it was found that most were ambiguous in regards to bullying or did not mention it at all. This study suggests a number of implications for both theory and practice. The findings also point to many necessary areas of future research which could further our understanding of workplace bullying and where organizations in the U.S. formally stand on the issue.

The main topic of discussion of this research is about the functions and role-played by high-tech human resources employees and to confirm what are the key factors needed to assure success at the role they play? How to maximize human resources functions and role they play to achieve the goal of empowering the industry¡¦s added value and efficiency, this is to be the main consideration of a human resources expert personnel in self-improvement. Ulrich¡¦s role vantage point was used in this research during observation, 4- role structure was applied and 20 appraisal standard tests were designed. Through experts¡¦ discussion and comparison to confirm the importance of 4 role structures, the order according to it¡¦s importance are the following: 1. Strategic human resources management 2. Employees contribution management 3. Company basic constructive management 4. Transformation and changes management. The Analytical Hierarchy Process AHP was applied during the processing of this research, after sorting and organizing the experts¡¦ evaluation and comparison of each role structure, the result shows that, 1.In high-tech industry human resources role structure comparison, the strategic human resources management is the most importance with a highest importance value of 43.9%, the other structures value of importance are: Employees contribution management 21%, company basis constructive management 18.4% and transformation and changes management 16.7%. The results conform with Ulrich¡¦s (1997) view about the human resources experts¡¦ emphasis should shift from ¡§doing the things¡¨ to¡¨ achievable result¡¨. 2.Fitzenz (1993) thinks that the organization and human resources management can lead to high-performance results. It encourages people to join the organization it should join, continue to produce high production rate, long-term organization commitment and maintain the competitive edge, the result of this research also conforms to that opinion. In the high-tech industry where the competition is stiff, to be able to maximize the human resources cost is the greatest benefit. Employees¡¦ contribution management has always been the main important point at work, that¡¦s why it is next important to the strategic human resources management, it is worth for human resources personnel to pay more attention to. 3.This research¡¦s scope is only within the high-tech industry, it was found that the transformation and changing management¡¦s less important than the other 3 structure, it did not receive much attention contrary to the general opinion that high-tech industry demands more change. As a logical conclusion, due to difference in company life cycle, product life cycle, level of technical R&D, therefore the degree of these needs are not the same, moreover, changes needs the support of the higher management and a proper timing, also, it cannot be executed at the same time so it¡¦s actual level of importance was limited. 4.Human resources strategy must be in consolidated with the enterprise strategy this research matches several scholars¡¦ opinion. In the 20 items of evaluation standard, the most important structural phase is the strategic human resources management where 3 items were included in the first 5 items of the evaluation standard. The items included are: coordinating the human resources matters and operation strategy comparative importance 14.1%, cooperate with enterprise goal in setting the human resources strategy, comparative importance 11.5%, joining the drafting of business operations strategy, comparative importance8.2%, this only shows that strategic human resources management is the most crucial key structure phase.