The target of the master thesis is to examine and judge hiring and selection process of employees in the company Citibank. The theoretical part is written on the basis of books and internet resources. The thesis follows on with a practical part. There is examined and judged the hiring and selection process of employees in the Citibank in the practical part of the thesis. The practical part is written on the basis of the Citibank HR documentation and systems, internet resources and the survey for new Citi employees. There can also be found recommendations how to improve the recruitment process in the Citibank in the thesis.

This thesis is focused on offshoring in human resources. Its aim is to provide, based on own experience, a comprehensive overview of how offshoring might look like in reality, what moving business activities abroad involves and what are its advantages and pitfalls. The first chapter is devoted to an introduction to offshoring, to a definition and to an explanation of the difference between the terms offshoring and outsourcing. The following chapter focuses on a description of the company whose Human Resources department is currently struggling with offshoring. The third chapter describes transfer of different business activities of above mentioned company to its shared service centre in South America. The final chapter is devoted to appraisal of offshoring in the company as well as to my own proposals for changes in the given process so as the company is able to achieve the main purpose of offshoring.

Seventy percent of hospital leaders report a lack of succession planning practices as an organizational strategy to mitigate the risk of talent loss and for addressing nursing shortages. The purpose of this multiple case study was to explore succession planning strategies 6 hospital managers used to reduce the shortage of nurse leaders in 2 Hampton Roads, Virginia hospitals. The conceptual framework was Rothwell's succession planning model for understanding the succession planning strategies the hospital managers used to reduce the shortage of nurse leaders. After conducting semistructured interviews, and reviewing supporting hospitals' documents, techniques of compiling, disassembling, reassembling, interpreting, and concluding were used for data analysis. Methodological triangulation was also to validate the findings and ensure the trustworthiness of interpretations. The principal themes emerging from the analysis were identifying organizational staffing needs, providing advancement opportunities, identifying potential leaders, and preparing nurses for leadership positions. The potential pathways for effecting beneficial social change are contributing to leaders' knowledge of succession planning strategies to reduce nurse leader vacancies and contributing to the welfare of society by improving the continuity of healthcare services for patients and communities.

The merits of veteran affirmative action placement and review of performance by management were the rationale of this study. The mismatch theory was applied to explain when an individual receives a favor from affirmative action but is unable to keep pace with others performing in the same role. This quantitative quasi-experimental study was used to examine what differences exist between managerial perceptions of job-related performance and employee designations. A series of hypothetical scenarios were administered to respondents using vignettes that describe the actions taken by employees regarding an unfair labor practice. A paired t test was conducted in this quantitative research to assess if there were differences in the scores of the hypothetical characters specifically as it pertained to their veteran designations. From a 107 person sample and an inclusion criteria of federal government managers who manage attorneys hired with and without veteran-related affirmative action assistance, an analysis included conducting a test for 24 different pairs that compared the characters' aggregate scores and specific performance measures. The test showed that there were no real differences in the ratings of the employees after disclosing their veteran status to the raters. This study indicated greater insights on whether management can identify actual differences in employee performance or if the 2 designations themselves, veteran and nonveteran, are the driving forces of their comprehension and subsequent action. Positive social change may emanate from this study because the insights revealed offer a greater context for the effectiveness of affirmative action programs like veteran preference and if greater controls and/or training needed to be implemented to fortify their effectiveness.

The aim of this dissertation is to study the relationship between the management of human resources of nonprofit organizations and the organizational transformations, using ¡¥Institution of Tainan Home of Philanthropy of Taiwan¡¦ as a model. Institution of Tainan Home of Philanthropy belongs to one of the nonprofit social welfare organizations in Taiwan, and its history can be traced back to as early as Qing Dynasty at 23 Kangxi Age (in 1684). In the early years, it certainly played a governmental role as in carrying the burdens and responsibilities to support welfares and help the minorities, and that is how it could gain its renowned title. After several integrations and expansions, it develops into the largest and the most well-developed and fully-established charity in Taiwan, which is truly a classic model representing the nonprofit organization. Because its fame and influential status in the national welfare society, many focuses have been concentrated on whether this organization can maintain its competitiveness and long-lasting operation. This study investigates the management of human resources, the organizational transformation, and the achievement and performance by the nonprofit institutions, and it also discusses if implementation of reorganization can result in an improved performance by the Institution of Tainan Home of Philanthropy so that the institution can keep on existing in the society and continue running to provide unlimited supply of high quality services to the public. The case study method is used as a tool, and extensive literatures are collected as references and resources for later analysis and examination in this study. Moreover, five volunteers are chosen to be interviewed in great detail, and the information gathered from the interview is then subject to SWOT analysis, which is beneficial to the discussion of the research questions. The major conclusions are drawn as following: 1.Extrinsic environmental impacts result in increased level of competitions between nonprofit organizations; therefore, intrinsic environments of these organizations require to have very robust committee boards to function and to strengthen the management of the human resources. Moreover, obsolete facilities need to be replaced in order to elevate competitiveness; as a result, reorganization is necessarily to be conducted. 2.The committee board is the foundation and the key to direct the policy development; consequently, it plays as the most important catalyst to promote transformation of nonprofit organizations. 3.Practicing human resource evaluations, monitoring achievements of the staff, printing out the employee¡¦s manuals for them to be aware of their work contents and duties, and fairly conducting performance reviews of workers annually can help increase productivity and maintain high performance of the workforce. 4.Developing an institutionalized environment, fulfilling legal administrations and conducts, and always following rules from the manuals can greatly eliminate too much of self-consciousness and any legal discrimination. 5.Establishing employee assessment allows the staff to be on the same competition platform and to have the courage to face challenges so that any resistance for organizational transformation can be prevented and a close relationship between human resources and reorganization can be developed.

Purpose: The purpose of this research is to investigate the result and extent of outsourcing, and from this result to rank the future trend of outsourcing in public hospitals. Method: A survey satisfaction questionnaire of inpatient (5 subscales and 35 items) and outpatient (5sbscales and 32 items) were performed by trained social workers. They collected 30 inpatients and 30 outpatient¡¦s satisfaction questionnaire every month from Jan. 2004 to Dec. 2005 as the independent variables. The same period of the hospital revenue and number of the employees are the dependent variables. Result: (1) The hospital revenue improved 24.5% from years of 2004 to 2005 and the patient satisfaction is significantly improved (p<0.05) in the most of subscales of the patient satisfaction. The outsourcing is successful in our hospital. (2) The subscales of the outpatient satisfaction and the subscales of inpatient satisfaction score are significantly related to outpatient and inpatient revenue respectively. It is further proved increased patient satisfaction would increase patient loyalty Increase patient loyalty then increased hospital revenue. (3) The each month¡¦s total outpatient and inpatient satisfaction score showed significantly related to number of each division of medical employee. There is high collinear between medical staff despite omit some divisions of medical staff, so it is need further study. Conclusion: (1) In order to achieve large financial improvement and patient satisfaction, increasing number of medical staff is important. (2) For reducing cost, outsourcing work of non-medical staff or reducing salary is the way.

Personnel departments in general have a poor reputation for power and influence, although little is known empirically about their position in Higher Education institutions (HEI). There are various factors in the HEI context that suggest that the department should be important but not necessarily powerful. Therefore, by applying existing theory (strategic contingencies theory) to examine the determinants of power and the perceived level of power of the department, a more detailed view of the power of the Personnel department in Higher Education (HE) can be observed. The strategic contingencies theory model proves to be a reliable approach to apply in this context, and demonstrates clearly how the Personnel department is consistently rated lower than other administrative departments on the indicator variables. However, in order to go beyond the static picture of structural power sources sketched from strategic contingencies theory, institutional theory is drawn upon to try to understand how the current situation of low power has arisen. Particular elements of the institutionalised HEI context are explored to discover their effect on both the determinants and levels of power. These elements include the historical status of institutions, eth extent of professionalism in departments, and the sophistication of use of information systems in service delivery; all factors discussed in existing institutional theory arguments. Based on 144 questionnaire responses from a total of 73 HEIs across the UK, the quantitative analyses show differences in the power of Personnel departments in institutions with different historical characteristics, however professionalism and the use of information systems do not show clear relationships with power. Further qualitative data collection from seventeen interviews with HEI senior managers highlights how professionalism in the HEI context has a much broader definition than professional qualification and identity for the Personnel department. the use of information systems is also shown to be equally primitive across institutions in the current HEI context, preventing an evaluation of sophistication of use from yielding conclusive results.

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.

Denna studie är en kvalitativ undersökning som syftar till att undersöka hur de anställda inom Halmstads kommun använder sig av visionen – Halmstad 2020 och värdegrunderna den vilar på i sitt arbete. För att analysera det empiriska materialet har vi använt oss av teorier om kommunikation, värdebaserat och expressivt ledarskap, ledarskap i politiskt styrda organisationen samt Human Resources. Totalt har vi genomfört två informantintervjuer, samt tio intervjuer inom två olika förvaltningar i kommunen. Vi har även tagit del av olika dokument som har legat till grund för vår studie. Resultaten visade att flera av respondenterna upplevde visionen som abstrakt och otydlig. Det framkom även att kommunikationen kring visionen upplevdes som bristfällig inom båda förvaltningarna. Vidare framkom det att ledarskapet har betydelse i arbetet mot en vision. Vår slutsats är att arbetet mot en vision omfattas av god kommunikation, ett värdebaserat/expressivt ledarskap samt ett HR– arbete som är integrerat i organisationens övergripande vision. / This qualitative study aims to investigate how the employees in the munipacility of Halmstad practice the vision - Halmstad 2020 and its value foundations in their working process. We have applied theories about communication, value-based and expressive leadership, leadership in public organizations and Human Resource Management. In total, we performed two interviews with informants, and ten interviews within two different administrations in the munipacility. We have also taken note of various documents that has been the basis of our study. The results indicated that several of the respondents experienced the vision as abstract and vague. It also appeared that communication about the vision was insufficient in the two administrations. Further, the results also indicated that leadership is an important matter in the working process towards a vision. Our conclusion is that the work towards a vision is covered by good communication, a value-based/expressive leadership and that a practice of human resources management are integrated in to the organizations overall vision.

Enterprises, while facing making the transition, besides economy, material resources, financial resources, the important one is ability of ' the tactic management of the human resources ' the most in managerial ability. So, this research adopts the law of case study, via probe into case Company when environmental change , how is it set up competition advantage to come through course that make the transition, moreover, every stages make the transition in course, how to organize the goal to cooperate with managerial ability of the human resources, so that enterprises achieve the goal of dealing in continuously forever. Analysis of the course that this research makes the transition through the organization, and to the interview of the staff of different levels inside enterprises, there is the following research conclusion: 1. Research this show case Company at facing demanding grown up to make the transition , take to combine the inside human resources practice. 2. In education and training, need whole education and training system systematized , education and training and promote development is it marry to linked to, and set up the evaluation system of intact education and training. 3. Examine the respect in the recompense of the wages and performance, except set up rational wages structure, and must distinguish the suitability of examining the index and strengthen the training of the persons who examine again outside linking the personal performance with wages and forming. 4. In promoting the system and duty margin to develop, is it manage duty and technological promotion of duty channel shunt and outside the post wheel is adjusted to cooperate, make and have intact planning to the staff's duty margin in order to strengthen their centripetal force too. 5. In staff's relation management, outside caring staff , help staff to maintain the personal health , pay attention to the quality of the life that the career that the staff continue forever develops and promotes the staff too, in enterprises , there are only satisfactory staff , will just have satisfactory customers. Synthesize the above four items, carry on the application of tactic, in order to support its key ability of human resources to need most at present, strengthen the staff's centripetal force and personnel's quality. After accumulating the plentiful key ability of human resources, the relevant tactics that match and use making the transition , such as passing superior difference between manufacturing capacity , products and service ,etc., guide the transition of the products and pursue the studying type organization and staff's relation to manage, in order to develop key ability in taking the place of workers in manufacturing capacity and speciality of its future