Thesis (Ph. D.)--Texas A&M University, 2005. / "Major Subject: Educational Human Resource Development" Title from author supplied metadata (automated record created on Apr. 27, 2007.) Vita. Abstract. Includes bibliographical references.

Thesis (Ph. D.)--Texas A&M University, 2008. / "Major Subject: Educ Human Resource Dev" Title from author supplied metadata (automated record created on Oct. 13, 2008.) Vita. Abstract. Includes bibliographical references.

The thesis examines the evolution of the approach to staff management in colleges of further education, and the implications of current pressures upon them for the further development of this management function. It recognizes that the traditional approach to the management of staff is based upon the presumption that staff have only to be recruited and selected to ensure that effective management occurs. This approach underplays the importance of personnel management in a labour intensive industry. It seeks to establish the likely directions of future development of the staff management function in F.E. colleges, in the context of governmental and market-induced pressures upon them. It uses the models of personnel management and human resource management, as developed in the literature (itself based largely on experience in industro-commercial organisations), to guide this part of the analysis, taking into account the similarities and differences in the nature of the the two types of organisation. The thesis concludes that colleges are likely to find it increasingly imperative to develop more deliberate personnel policies and practices and to integrate them more closely with objectives and strategies. To this extent, and in this context, the model of strategic human resource management is considered to offer more guidance to F.E. college managements on how they might proceed in the emergent environment.

Thesis (DTech (Human Resources Management))--Cape Technikon, Cape Town, 2001 / The Job Characteristics Model is widely accepted as a conceptual tool for addressing problems related to employee demotivation, dissatisfaction and marginal performance. The validity of the Job Characteristics Model (Hackman & Oldham, 1980) was assessed by reviewing relevant studies of the model. The review and evaluation are based on studies testing the variables and the relationships between the variables as contained in the model. The reviewed evidence confirmed that the dimensionality of the job characteristics is best represented by the five-factor solution as proposed by the model. The subjective self-report measures of the five job characteristics as formulated by the theory and measured by the revised Job Diagnostic Survey (JDS) were also supported. No evidence was found for the multiplicative Motivating Potential Score (MPS), and as a result the use of a simple additive index of job complexity is recommended as the predictor of personal and work outcomes. Strong empirical support emerged for the relationships between the job characteristics and the personal outcomes. Much weaker relationships between the job characteristics and the work outcomes, however, materialized. Results failed to support the mediating effect of psychological states on the job characteristics/outcomes relationships as specified by the model. The postulated relationships between job characteristics and psychological states were also not confirmed by empirical evidence. The role of growth-need strength, knowledge and skill, and work environment characteristics, as moderators of the relationships between job characteristics and psychological states, as well as of the relationships between psychological states and personal and work outcomes, was seriously questioned.

This research explores the link between human resource development (HRD) interventions and leadership competencies in retail supermarkets in Nigeria and the UK, in order to understand better how Nigerian supermarkets can improve their leadership competencies by adopting the appropriate HRD interventions learnt from their UK counterparts. The retail supermarket literature in Africa recognises the inability of indigenous retail supermarkets in the continent to outcompete some foreign entrants in their own local market. The thesis, therefore, starts by reviewing the challenges facing these indigenous retail supermarkets in Nigeria, including the specific competencies they may be lacking in comparison with their foreign rivals. With this established in chapter one, the literature review chapters then explore issues of competency creation, including the theories of learning and HRD, since competency is learnt, and the HRD construct is in the forefront of learning in the organisation. The methodology adopted was a constructivist ontological stance coupled with an interpretivist epistemology. 40 qualitative interviews were conducted and the data analysis method adopted was a thematic analysis, particularly the deductive-inductive strategy, while the method of data reduction was via categorisation, unitisation, and detecting a relationship between the empirical and secondary data collected. A set of core competencies were identified, and of these the key difference in the responses (gathered from the two countries) was ‘reflective action taking’, and which was a major competence identified in the responses from the UK supermarkets, especially, Tesco. The thesis, therefore, matched the Tesco options programme (which is a leadership development programme in Tesco) with David Kolb’s experiential learning theory (ELT), and, both correspond neatly well. The thesis, thus, recommends that the ELT should form a fundamental part of our curriculum design, pedagogy and delivery of HRD related modules in schools, but also should be adopted in leadership development programmes, especially, in developing countries. However, by building on the current debate on the link between HRD, leadership competencies and organisational transformation, this study helps to address the lack of empirical data on HRD in retail supermarkets in developing countries, and suggests ways of improving the competencies of retail supermarket leaders in Nigerian.

Magister Commercii - MCom / The purpose of this study is to investigate and review literature that examines whether job satisfaction and procedural justice have a positive relationshipwith employees organisational citizenship behaviour in a brick manufacturing industry. / South Africa

This thesis presents a new methodology for measuring and reporting the value of human capital (HC). Building on prior research in strategic HC management and related fields, a disclosure-based HC index, which contains both HC proxies and disclosures scores, is built based on information collected from the annual reports and other stakeholder reports of “the best companies to work for” survey (“Universum” 2010). This thesis examines the importance of the degree of HC disclosure and its correlation with company “Universum” ranks and tests whether higher employee benefits and welfare are positively related to HC information disclosed in the issued reports. Furthermore, it investigates whether higher levels of financial and non-financial HC information disclosure are associated with better firm performance and tests whether the positive relationship between human capital proxies and firm performance (concluded by resource-based theory and strategic HRM) is still valid during the crisis years (2008-2010). Regression results indicate that human capital information disclosed in previous years has a weak effect on company’s Universum rank and no influence on firm performance. Moreover, the commonly used employee incentive-based management methods may no longer be effective during the economic crisis years. Investing in training during the financial crisis period is critical for better firm performance. More research is needed in the future to examine the role of human capital in firm performance and how it should be measured, managed and governed in modern corporations.

Yes

Human resource strategy and practices are effective ways to sustain organizational competitive advantage under the concept of strategic human resource management. It was proved that human resource strategy and business strategy have causal relationship. However, we need to explore the relationships among industry environment, business strategy and human resource in corporations of Taiwan. Using literature review and case studies, this research targeted six firms, which were sampled purposely, to conduct an in-depth interview to explore the relationships among human resource strategy, business strategy, and industry life-cycle. And the results showed below: 1.Business strategy is influenced by industry life-cycle stage and industry category. 2.Different business strategic will result in different human resource strategies and practices, that is, the principle of ¡§fitness¡¨. 3.Operation of human resource management will output multi-changes and combinations, due to cross influences of multi-factors.

Economic globalization and the Open-Door policy make China market more significant around the world. On the other hand, intensive competitions are making progress. This paper examines the economic and society change, labor laws altering, and human resources varying since 1949. As the dynamics of competition accelerate are perhaps the only truly sustainable sources of competitive advantage in China firms. Thus, successful management of human capital may be more ultimate determinant of organizational performance and survival than physical capital. Strategic human resource management (SHRM) emphasizes the through the improvement of within reliable bundles of human resources practices and human resources management system, which are appropriately matched or linked to existing organizational environment. Most particularly business strategies could result in higher organization performance achievable. An empirical analysis is presented by gathering data from 80 China firms in 2003. That is on purpose to examine the determinants of the accomplishment of human resource management system and the coverage to human resource management system influences on organization performance.