Organizational control is a fundamental process which ensures organizations achieve their goals. The importance and difficulty increase when the organization is a law enforcement agency. Control within an organization can be implemented in several different ways. Regular rotations and transfers of personnel is one of the control mechanisms employed by organizations to direct, motivate and encourage employees to adhere to organizational standards and objectives. The Turkish National Police (TNP) rotates and transfers police officers geographically while providing security services throughout the country. Geographic personnel rotation (GPR) is a human resource management policy of the TNP which bans home city deployment and obligates officers to transfer regularly for various deployment periods and in differing regions. The research examines geographic personnel rotation policy as an organizational control mechanism. To help better understand GPR's impact on control, the study examined data collected from interviews with human resource managers and police chiefs who implement the policy, from participant observation, and from documents and archival records. GPR is a distinct control mechanism the TNP employs to maximize personnel performance and minimize police deviance. More significantly, GPR allows the TNP to reward and punish employees depending on their performance, as well as detect and reduce deviation from organizational norms. GPR also affects the formation of police identity, which may increase or decrease commitment to the organization based on the perceived fairness of the practice. / Ph. D.

Don Bosco Technical School in Phnom Penh is a typical example of a long-running non-profit institution in Cambodia. In this part of the world it is plainly called an NGO – a non-governmental organization. It provides vocational skills training education to some four hundred out-of-school youth every year. And yet it does not charge for tuition; nay more it even provides free lunch at noon. So how does Don Bosco Technical School survive this monetary based and profit oriented society? What are its sustainability secrets?This capstone project strives to look at the institution from a business perspective with organizational behavior, strategic planning, and human resource management as criteria.To achieve this, the process will include: •A critical evaluation of its organic strategic plan through a thorough analysis of its strategic documents like: logical framework, organizational charts, and programming sheets.•A structured interview of key employees gauging factors such as: their job satisfaction, job fit, and job identification with organizational values. •An in-depth analysis of its human resource management through observation of operations and investigation of corresponding documents like: salary scales, contracts, policies and procedures.The results of the study show that Don Bosco’s main strength lies in the staff’s strong commitment to the mission of the organization thereby providing the motivation to continue the work in spite of financial odds. On the other hand it has room for improvement in terms of organizing a more formal human resource management system due to its institutionalizing trend and for sustained sustainability of its work.

Background: The rare ability to manage simultaneous high growth and entrepreneurship is pivotal for a thriving business. Be leveraging intention, ability and opportunity the post growth actions of Swedish high growth SMEs facilitate effective and profitable operations. Sweden, the country with the largest share of high growth SMEs in EU, offers an ideal setting for gaining a comprehensive understanding of these operations. Purpose: The study aims to examine the impact of the pre-growth factors: intention, ability and opportunity on post high growth actions taken by Swedish high growth SMEs and identify differences and similarities regarding the use of these strategies between the firms in the sample. Method: The study is a multiple case study using semi structured interviews with six Swedish high growth SMEs. The study uses an interpretivism perspective with an abductive research approach and empirical data is analyzed through a mechanisms data analysis. Conclusion: The study concludes that firms pre-growth factors significantly impact their post high growth actions. Risk-prone firms with strong growth intentions view high growth as essential for organizational improvements, while more risk-averse firms view organizational improvements as a prerequisite for high growth. Firms with strong growth intentions employ strategic exit to align their pre-growth factors, especially when lacking investment. Firms with more passive growth intentions consider strategic exit as a last resort. Developing support functions is closely tied to firm size and ability while investments into internal competency is crucial for firms in fast-changing markets where opportunity is vital. Keywords: High growth SMEs, Pre-growth factors, Entrepreneurship, Innovation, Strategic exit, Human resource management

No / Despite the interest over recent years in the fragmentation of organizations and the development of contracting, little attention has been paid to the impact of the associated inter-organizational relationships on the internal organization of employment. Inter-organizational relations have been introduced primarily as a means of externalizing - and potentially rendering invisible - employment issues and employment relations. In a context where inter-organizational relationships appear to be growing in volume and diversity, this constitutes a significant gap in the literature that this paper in part aims to fill. The purpose of the paper is two-fold: to develop a framework for considering the internal and external organizational influences on employment and to apply this framework within a case study of a multi-client outsourcing call centre. We explore the interactions between internal objectives, client demands and the use of external contracting in relation to three dimensions of employment policy: managing the wage-effort bargain, managing flexibility and managing commitment and performance. It is the interplay between these factors in a dynamic context that provides, we suggest, the basis for a more general framework for considering human resource policy in permeable organizations.

No / In this article, we contend that due to their size and emphasis upon addressing external social concerns, the corporate relationship between social enterprises, social awareness and action is more complex than whether or not these organisations engage in corporate social responsibility (CSR). This includes organisations that place less emphasis on CSR as well as other organisations that may be very proficient in CSR initiatives, but are less successful in recording practices. In this context, we identify a number of internal CSR markers that may be applied to measuring the extent to which internal CSR practices are being observed. These considerations may be contrasted with the evidence that community based CSR activities is often well developed in private sector small to medium sized enterprises (SMEs) (Observatory of European SMEs, 2002), a situation which may be replicated in social enterprises especially those that have grown from micro-enterprises embedded in local communities. We place particular emphasis upon the implications for employee management. Underpinning our position is the Aristotelian-informed capabilities approach, a theory of human development and quality of life, developed by Sen (1992; 1999) and Nussbaum (1999) which has been developed further, in an organisational context, (e.g., Cornelius, 2002); Cornelius and Gagnon, 2004; Gagnon and Cornelius, 1999; Vogt, 2005. We contend that the capabilities approach offers additional insights into CSR in social enterprises in general and internal CSR activity in particular. Our article concludes with proposals for future research initiatives and reflections upon social enterprise development from a capabilities perspective.

No / This paper reports on empirical work recently conducted about the use and effectiveness of HRM practices in small and medium sized enterprises (SMEs). A telephone survey was conducted with 100 senior managers of SMEs to ascertain their use of a range of human resource practices and the extent to which they had found those practices successful in aiding the achievement of company objectives. Additionally in-depth interviews were conducted with senior managers from a further 22 SMEs. Findings suggest that there is considerable diversity amongst SMEs in relation to their use of HR practices. A model is provided that identifies the key criteria that underlie the adoption of HRM practices, and the implications of the model are discussed.

No / In this article we adopt a capabilities theory perspective to analyse 40 in-depth interviews (20 women, 20 men) exploring the careers of senior women and men in human resource management. Both groups felt driven by increasingly unconstrained demands of work, in the case of women paid and non-paid domestic work and for men primarily paid work, and perceptions of time autonomy (being able to exercise autonomy in allocating one's time) for both differed markedly. However, these senior women appeared to have negotiated a path which fitted with their realized functioning and quality of life goals and they measured success in their own terms. Senior men's working patterns and definitions of success remained largely traditional and for most the demands of work were dominant. However, there was evidence that male views were changing with some expressing a desire for a better balance with less time involved with work. Our findings highlight the importance of the family and we suggest that there is a need for the obligations of organizations in terms of their impact on the family unit to be stated and acted upon with the role of fathers as carers equally and explicitly expounded with that of mothers.

Yes / The academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.

No / The NHS must increase productivity by 6% per annum if it is to make projected efficiency savings of £21 billion by 2014. At the same time, it is expected to maintain or improve the quality of care. Given that staff costs are 60% of the current NHS budget, it is likely that both the number and composition of the 1.7 million strong workforces will need to be changed to meet these targets. Healthcare management will be greatly affected by these changes. We argue that skill maximisation (e.g. increasing the responsibilities of healthcare practitioners) is the key to increasing productivity and care quality. We argue that to increase output (represented by volumes of cases treated) and quality of care is not just necessary, but essential. We therefore argue that the key to addressing the future of healthcare is the maximisation of the use of human resource.

No / This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.