The current study demonstrates human resource strategies in hospitality industry (Hotel segment) and its impact on employee competencies and skills. The human resource management enhances employee performance and their credibility to maximize overall firm goals in hotel segment. Employees with level of attitude and behavior provide best services and performances. In this regard, service managers need to support and improve their employees’ skills and competencies related to the organization structure and strategy. Therefore, it is necessary for organization to have strong human resource management strategies to optimize the employees’ competencies and performance which drives higher organizational productivity. The research question of this thesis is how managers perceive that human resource management strategies influence on employees’ skill and competence in the hotel segment of Gothenburg? The data collection indicates that different human resource strategies executed to sustain employee roles and responsibilities. Various human resource strategies should implement to achieve valuable outcomes contributing to employees’ satisfaction and organization performance. Training practices, recruitment and selection, compensation and incentive practices, performance management and job design are essential human resource strategies which are identified in this research study. The thesis applies qualitative approach. Empirical data are collected through structured interviews. Moreover, the interactive model is used to analyze the collected empirical data.

This Thesis focuses on employee recruitment, selection, hiring and adaptation, the main goal is to analyze the processes within KIT Digital Prague a.s. and propose a set of recommendations leading to significant improvements concerning those processes. The thesis is divided into three parts. The first part covers the theoretical basis of the Thesis subject. The second part describes individual HR activities and processes specific to the company. In conclusion, the thesis will make a series of proposals the objective of which is to significantly improve the aforementioned HR related activities and proceses.

Assegurar um quadro de trabalhadores adequado aos objetivos e finalidades da instituição constitui um desafio permanente, na medida em que se tomam, por referência, processos assistenciais qualificados. A presente pesquisa teve o objetivo de analisar o quantitativo de trabalhadores de enfermagem do Centro Cirúrgico de um hospital de ensino de um município do norte do Paraná. Trata-se de um estudo de abordagem quantitativa, de corte transversal, descritivo tipo estudo de caso. A população foi constituída por sete enfermeiros, 16 técnicos e 24 auxiliares de enfermagem que atenderam aos critérios de inclusão. O período de coleta compreende o período de agosto de 2011 a julho de 2012 e as fontes de coleta de dados foram a Diretoria de Recursos Humanos, Serviço de Estatística e arquivo documental da unidade. Para caracterização sociodemográfica e profissional dos participantes e da instituição, foram realizadas entrevistas e utilizado questionário estruturado. Para o cálculo de pessoal de enfermagem do Centro Cirúrgico, utilizou-se o modelo de dimensionamento desenvolvido por Possari (2001), baseado na metodologia de Gaidzinski (1998). A coleta de dados foi realizada, identificando-se inicialmente o tempo cirúrgico intraoperatório, seguido pelas etapas propostas no método: classificação das cirurgias segundo o porte cirúrgico; identificação do tempo de espera na recepção do Centro Cirúrgico, do tempo de limpeza da sala de operação e do tempo médio de assistência de enfermagem; determinação do percentual de cada categoria profissional; identificação da jornada de trabalho e identificação das ausências previstas e não previstas da equipe de enfermagem. Foram realizadas 5797 cirurgias, sendo 2666 eletivas e 3131 de urgência/emergência, sendo que, em relação ao porte cirúrgico, o maior percentual de cirurgias foi de porte I, com 43,4% (2518), seguida pelas de porte II, com 38,3% (2219), de porte III, com 12,2% (705), e de porte IV, com 7,2% (415). A quantificação do tempo médio de intraoperatório para as cirurgias eletivas apontou um tempo de 75,5 minutos para as cirurgias de porte I; 175,2 minutos, para as cirurgias de porte II; 293,2 minutos, para as cirurgias de porte III, e de 459,3 minutos, para as cirurgias de porte IV. A média geral de intraoperatório das cirurgias eletivas foi de 176,4 minutos. Para as cirurgias de urgência/emergência, o tempo médio de intraoperatório para o porte I foi de 83 minutos, para o porte II, de 170,2 minutos; para o porte III, de 290,7 minutos, e para as de porte IV, 469,6 minutos. A média geral de intraoperatório obtida para as cirurgias de urgência/emergência foi de 154,6 minutos. No período de estudo, a clínica que mais realizou cirurgias eletivas foi a Ortopedia, com 453 (17,0%) cirurgias, e, em relação às cirurgias de urgência/emergência, o Pronto Socorro Cirúrgico foi a clínica com maior volume cirúrgico, 810 (25,9%). O tempo médio total de assistência para as cirurgias eletivas foi de 5,9 horas, sendo 2,5 horas para o porte I; 5,8 horas para as de porte II, 9,8 horas para as de porte III e 16,7 horas para as de porte IV. Para as cirurgias de urgência/emergência, o tempo médio de assistência de enfermagem, segundo o porte cirúrgico, foi de 5,2 horas, sendo 2,8 horas para o porte I; 5,7 horas para o porte II; 9,7 horas para o porte III, e 15,7 horas para o porte IV. Utilizando as equações propostas por Possari (2001), projetou-se o quadro total de funcionários da equipe de enfermagem para o período intraoperatório, que foi composto por 42 profissionais, assim distribuídos: 6 enfermeiros e 36 auxiliares/técnicos de enfermagem. Esse resultado indicou um equilíbrio entre o quadro de pessoal existente e o projetado pelo modelo utilizado. Recomenda-se, entretanto, que cada instituição e cada unidade de Centro Cirúrgico realize sua investigação de modo a obter um quantitativo de profissionais compatível com as demandas e na perspectiva da realidade institucional / Ensuring an adequate cadre of professionals for the objectives and purposes of the institution is a permanent challenge because qualified care processes are taken by reference. This study aimed to analyze the quantitative nursing staff of the Surgical Center of a teaching hospital in a city in the north of Paraná. This study uses a quantitative approach, of a cross- sectional, descriptive type like a study case. The population consisted of seven nurses, 16 technicians and 24 nursing assistants who met the inclusion criteria. The collecting period covers the period from August, 2011 to July, 2012 and the sources of data were the Human Resources Department, Bureau of Statistics and archive documentary unit. Interviews by using structured questionnaires were conducted for social demographic and professional characterization of the participants and the institution. For the calculation of the nursing staff of the Surgical Center, it was used the dimensional modeling developed by Possari (2001) based on the methodology of Gaidzinski (1998). The data collection was performed at first identifying intraoperative surgical time followed by the steps in the proposed method: classification of the kind of surgery, identification of the waiting time in the Surgical Center reception, the cleaning time of the operating room and the nursing care average time, establishing the percentage of each professional category, identification of the workday and identification of planned and unplanned absences of the nursing team. According to the number of surgeries performed, they were 5797. It means that 2666 were elective and 3131 were urgent or of emergency. In relation to the size of the surgery, the highest percentage of surgeries was size I with 43.4 % (2518), followed by size II with 38.3 % (2219), size III with 12.2 % (705) and size IV with 7.2 % (N415). The intraoperative for the elective surgery showed a time of 75.5 minutes for surgeries sized I, 175.2 minutes for surgeries of size II , 293.2 minutes for surgeries of size III and 459.3 minutes for the surgeries size IV . The intraoperative average time in elective surgery was 176.4 minutes. For urgent surgeries / emergencies, the intraoperative time for size I was 83.0 minutes, for size II, 170.2 minutes, 290.7 minutes for size III and 469.6 minutes for size IV. The intraoperative average time obtained for urgent surgeries / emergencies was 154.6 minutes. During the study, the clinic that more performed elective surgeries was the Orthopaedics with 453 (17.0%) and the Emergency Surgical Clinic also had a greate surgical volume, 810 (25.9%). The total assistance for elective surgery was 5.9 hours, 2.5 hours for size I, 5.8 hours for size II, 9.8 hours for the size III and 16.7 hours for size IV. For urgent surgeries / emergencies, the average nursing care according to the surgical duration was 5.2 hours, 2.8 hours for size I, 5.7 hours for size II, 9.7 hours for size III and 15.7 hours for size IV. By using the equations proposed by Possari (2001), it was designed the total nursing staff for the intraoperative period, which was composed of 42 professionals, distributed as follows: 6 nurses and 36 nursing technicians. This result indicated a balance between existing staff and the one designed by the model. However, it is recommended that each institution and each Surgical Center unit conduct their own research in order to get a quantitative of professional compatible with the demands and the prospect of their institutional reality

This study attempts to examine and comprehend the connection between human resources management (HMR) practices and effective supply chain management (SCM) implementation by means of a conceptual framework and construct developed through a literature study and previous studies conducted in this area. The focus of this study was to determine whether a South African automotive manufacturer, implements identified human resources practices and to establish to what extent these practices enhance effective supply chain management implementation. A quantitative research approach was used to conduct this study. A census survey was used to collect data. Electronic data was collected using a monkey survey, and paperbased questionnaires were collected by the researcher at the participating organisation. Seven hypotheses were formulated to guide this study. The data analysis of this research was done for the purpose of testing these hypotheses and achieving the empirical research objectives. The findings from descriptive statistical analysis summarised the strong HR practices which facilitate the implementation of effective supply chain management in the participating automotive manufacturing organisation, and also focused on weak HR practices which might hinder the implementation of effective supply chain management. Some areas in which improvement is possible were identified. By taking into account that this study focused on one leading South African automotive manufacturer, further research is recommended with an expansive scope of South African automotive manufacturing organisations. The study aimed to provide recommendations on the adoption of human resource management practices for the purpose of facilitating the implementation of an effective supply chain management. It is of crucial value for the participating South African automotive manufacturing organisation to apply the study’s findings (The South African manufacturer should revise its compensation practices by ensuring that compensation is comparable to what other employees in similar jobs elsewhere are being paid, and it should also provide a sociable and transparent working environment to its workers). / Business Management / M. Com. (Business Management)

This study attempts to examine and comprehend the connection between human resources management (HMR) practices and effective supply chain management (SCM) implementation by means of a conceptual framework and construct developed through a literature study and previous studies conducted in this area. The focus of this study was to determine whether a South African automotive manufacturer, implements identified human resources practices and to establish to what extent these practices enhance effective supply chain management implementation. A quantitative research approach was used to conduct this study. A census survey was used to collect data. Electronic data was collected using a monkey survey, and paper-based questionnaires were collected by the researcher at the participating organisation. Seven hypotheses were formulated to guide this study. The data analysis of this research was done for the purpose of testing these hypotheses and achieving the empirical research objectives. The findings from descriptive statistical analysis summarised the strong HR practices which facilitate the implementation of effective supply chain management in the participating automotive manufacturing organisation, and also focused on weak HR practices which might hinder the implementation of effective supply chain management. Some areas in which improvement is possible were identified. By taking into account that this study focused on one leading South African automotive manufacturer, further research is recommended with an expansive scope of South African automotive manufacturing organisations. The study aimed to provide recommendations on the adoption of human resource management practices for the purpose of facilitating the implementation of an effective supply chain management. It is of crucial value for the participating South African automotive manufacturing organisation to apply the study’s findings (The South African manufacturer should revise its compensation practices by ensuring that compensation is comparable to what other employees in similar jobs elsewhere are being paid, and it should also provide a sociable and transparent working environment to its workers). / Business Management / M. Com. (Business Management)

In the 21st century, retaining information technology (IT) professionals is critical to a company's productivity and overall success. Senior IT leaders need effective strategies to retain skilled IT professionals. Guided by the general systems theory and the transformational leadership theory, the purpose of this qualitative exploratory case study was to explore the retention strategies used by 2 senior IT leaders in Atlanta, Georgia to retain IT professionals. Semistructured interviews were employed to elicit detailed narratives from these IT leaders on their experiences in retaining IT professionals. A review of company documents, as well as member-checking of initial interview transcripts, helped to bolster the trustworthiness of final interpretations. Those final interpretations included 4 main themes: (a) job-related benefits and compensation; (b) people-related approaches such as promotion, rewards, and recognition; (c) management, organizational, and leadership essentials that include recruiting, hiring, and retaining employees; and (d) barriers, critical factors, and ineffective strategies affecting the retention of IT professionals. By implementing supportive management practice and encouraging employees to embrace the organization culture, company leaders can succeed in retaining key IT staff. These findings may influence social change by uncovering strategies to retain IT professionals within the company and help IT professionals understand leaders' retention strategies.

In Southeast Asia, many small and medium-sized enterprises (SMEs) fail each year; in 2010, SME failure rate exceeded 50%. The purpose of this multiple case study was to explore strategies that some SME business leaders use to decrease the failure rate of SMEs in Southeast Asia. The target population consisted of 5 SME business leaders in Southeast Asia who demonstrated success in using strategies to decrease the failure rate of SMEs. The conceptual framework for this study was the Ulrich model, which supports the notion that a human resource manager needs to be involved in overall organizational decision making as a strategic partner, administrative assistant, employee champion, and a change agent for business continuity and sustainability. Data collection sources included semistructured interviews and analysis of company documents. Using Yin's 5-step data analysis approach resulted in 3 themes: governance, marketing and branding, and integration of information technology. The governance theme included employee engagement and leadership strategies, which could help business leaders to create an agile work environment and work commitment to decrease business failure. The marketing and branding theme included social media and networking strategies that could promote the brand and enhance company image. The implication for social change is that business continuation could lead to economic development, employment opportunities, and tax revenue for local governments, leading to an improved standard of living and overall prosperity of local communities.

The use of analytics in human resource (HR) management has proven successful in improving company performance by reducing workforce costs, improving the quality of recruitment, improving talent management and employee engagement, and generally improving productivity. The purpose of this qualitative, multiple-case study was to explore how HR managers use analytics to improve company performance using the contextually based human resource theory as the conceptual framework. The target population comprised a purposeful sample of 5 HR managers in Washington DC; the United States; and Lagos, Nigeria, who had experience using analytics for HR management. Data were collected through semistructured interviews using face-to-face, telephone, and Internet communications and a review of company documents and websites. Data analysis included content and thematic analysis. Four themes emerged from data analysis: the need for HR analytics to align with organizational strategy, the need for understanding HR metrics and how insights derived from HR analytics improve company performance, influencers of HR analytics adoption, and the barriers to HR analytics adoption. The findings and recommendations of this study can assist HR managers in implementing HR analytics successfully. The implications for positive social change include the potential for increased employee satisfaction, improved productivity, and enhanced prosperity in local communities, leading to positive socioeconomic indicators.

Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.

An Exploration of Human Resource Personnel and Toxic Leadership by Sabrina Michele Maxwell MA, Pepperdine University, 2006 MA, BIOLA University, 2003 BS, BIOLA University, 2001 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University May 2015 ' Toxic leaders are destructive of morale, productivity, and organizational effectiveness. Literature has reported the perspectives of followers, and sometimes how organizations address those toxic behaviors, but research has not examined the perspectives of human resource (HR) managers who must detect the existence of toxic behaviors and handle with the consequences of them. To address that gap, the purpose of this study was to determine how HR managers handle the destructive effects of toxic leaders. Schmidt's definition of toxic leadership guided this phenomenological study about the lived experiences of HR managers involving the presence of a toxic leader. The goal of this study was to discover the processes used by HR personnel to identify and manage the conflict created by the behavior of the toxic leader. With this knowledge HR may be more effective and toxicity may be managed at an earlier stage. Face-to-face interviews were conducted with 9 HR managers who reported some experience with a toxic leader and who belonged to the Professionals in Human Resource Association. The results identified a process commonly used by HR for managing conflicts created by a toxic leader, and revealed a negative impact of managing the conflict on the HR managers themselves. Positive social change may occur within organizations by applying the process outlined in this study for identifying and reducing the negative effects of toxic leaders before significant damage to people and organizations can occur.