Human Resource Management tillämpas idag av nästan alla organisationer i världen och är ett sätt för ledningen att hantera och styra medarbetarna. Human Resource Management berör frågor inom personalhantering, utbildning för medarbetarna och rekrytering. Man agerar som en mellanhand mellan medarbetarna och ledningen för att utveckla organisationen. I dagens konkurrenshårda samhälle är det viktigt att ha medarbetare som besitter en kompetens som är aktuell och att man arbetar med att vidareutbilda de egna medarbetarna, vilket är en viktig del i att fortsätta vara framgångsrika. Man behöver rekrytera nya medarbetare i samband med personalförluster, när ny kompetens behövs eller omformulering av mål och strategier för organisationen. Att hitta rätt i sin rekrytering är vitalt för att se till att organisationen arbetar med kompetenta medarbetare som kan driva organisationen framåt. Uppsatsens syfte är att skapa en större förståelse för hur utvecklings- samt utbildningsmöjligheter och rekrytering sker hos organisationer. Uppsatsen avser att identifiera processer för hur organisationer opererar gällande ovannämnda forskningsområden. Uppsatsen har utgått ifrån den hermeneutiska vetenskapsteoretiska ansatsen med en kvalitativ forskningsmetod. Genom tre kvalitativa intervjuer och dokumentation av internt material har data samlats in för uppsatsen. Uppsatsens redovisade resultat visar att det finns likheter i de undersökta organisationerna där utvecklings- och utbildningsmöjligheter mestadels erbjuds genom samverkan med cheferna och genom organisationernas webbportaler. Däremot finns det skillnader i vilken utsträckning som medarbetarna får tid till utbildningar i de undersökta organisationerna. Rekryteringsprocessen hos organisationerna är i grunden av samma slag med vissa skillnader som tydliggörs under processens gång. Där samverkan mellan medarbetarna, HR-avdelningen och avdelningscheferna är den största skillnaden. / Human Resource Management is used today by almost all organizations around the world and is a way for the management to manage and control the employees. Human Resource Management include question within personnel management, training for the employees and recruitment. Human Resource Management acts as an intermediary between the employees and the management to develop the organization. With today's fierce competition it is especially important to have employees who possesses competence and that the organization is continuously working with developing them further to maintain successful. The organization need to recruit new employees when the existing leaves, new competence is required or reformulated objectives for the organization which leads to a demand on new employees. Finding right in the recruitment is vital to ensure the organization continues with competent employees that can drive the organization forward. The purpose of this thesis is to create a greater understanding of how development- and training opportunities together with recruitment occurs. The thesis aims to identify the processes of how organizations operate regarding the above-mentioned research areas. The thesis has been based on the hermeneutic epistemological approach with a qualitative research method. Through three interviews and documentation of internal material data has been collected for the thesis. The results show that there are similarities in all examined organizations where development and training opportunities is offered mostly by interacting with the unit managers and through the organizations web portals. However, there are differences in the extent to which employees are given time to training in the surveyed organizations. The recruitment process of the organizations is alike, but with some differences which made clear during the recruitment process. Where cooperation with the employees, the HR department and the unit managers is the biggest difference.

Despite the significance of understanding the reasons under which talented individuals are more likely or less likely to quit, the nature of the relationship between Human Resource Management Practices (HRMPs) and turnover intentions has proven to be unclear. Prior studies suggest that talented employees’ turnover imposes significant negative impact on organisational performance, e.g. decrease in productivity, profitability, innovation, serviceability and morale of remaining employees. Likewise, a serious talented Frontline Managers (FLMs) turnover is observed in the private banks of Pakistan. The corresponding reason identified is their dissatisfaction with existing conventional HRMPs, which are typically bureaucratic in nature with no provision of training and development, and lack appreciation, seniority-based pay and promotions. Owing to these factors, FLMs are switching towards reputable government and multinational organisations. In fact, FLMs play an important role in the development and success of banks. To investigate this issue, the present study elaborates an examination of the use of synergistic HRMPs in an on-going effort to control the talented FLMs’ turnover intentions. Precisely, it examines the impact of two formative bundles, namely, skills-enhancing practices (SEPs, i.e. training and development) and motivation-enhancing practices (MEPs, i.e. pay, promotion, recognition and job security) on FLMs’ turnover intentions through organisational commitment. The research methodology employs a positivist philosophy, deductive approach and a quantitative method followed by a survey-based research design. A total of 500 questionnaires were distributed through random sampling technique; 344 questionnaires were finalised for analysis. PLS-SEM was used to test the research hypotheses. Contrary to conventional wisdom, the findings of this study indicate that both SEPs and MEPs demonstrate no significant direct impact on talented FLMs’ turnover intentions. However, organisational commitment (OC) has been found to fully mediate the relationships between both HRM bundles and FLMs’ turnover intentions. This research contributes to HRM literature particularly in the area of HRMPs—Turnover relationships. Furthermore, this study reveals that socio-economic relationships can be used to influence FLMs’ OC and turnover intentions. The findings further suggest that adoption of effective SEPs and MEPs in local banks enhance talented FLMs’ skills and motivation which eventually reduce their turnover intentions. Additionally, this study highlights the important and critical role of OC in HRMPs—turnover relationships, particularly in the Pakistani banking sector and further recommends management to review their HRMPs, which not only tend to reduce turnover but also lead to FLMs’ enhanced enthusiasm to serve.

This article explores the ways in which a multinational company approaches green human resource management (HRM) in its British, German and Swedish subsidiaries. The authors analyse the similarities and differences in Green HRM approaches in these three European subsidiaries of a US restaurant chain. This enables the comparison of Green HRM practices and behaviours, and considers the factors that influence the subsidiaries in this particular domain. Therefore, this research addresses the current lack of international comparative research in the field of Green HRM. The methodological approach is a multi-case study with 50 participants, using semi-structured interviews and focus groups. The results present evidence of proactive environmental management, reflected through a range of operational and people-centred initiatives across the three European countries. Although there is an overarching commitment to environmental sustainability, the positioning and alignment of the environment and HR function differ amongst the subsidiaries, as does the way in which the subsidiaries choose to engage the workforce in environmental sustainability. The study identified a number of factors that explain the differences in approaches including, amongst others, strategic and performance drivers and cultural dimensions, such as relationships with key stakeholders.

Sammanfattning Datum:                               2010-08-30 Kurs:                           Kandidatuppsats i företagsekonomi, FÖA300, 15 hp Handledare:                 Carl G. Thunman Författare:                  Feven Gebretsadkan och Mahabad Minozada Titel:                                   Belöningssystem – ett incitament verktyg för att skapa      motivation. En fallstudie av Sparbanken Rekarne Syfte:                                  Syftet med denna uppsats är att beskriva vad belöningssystem innebär och anställdas uppfattning av belöningssystemet och dess inverkan på motivation i Sparbanken Rekarne. För att sedan ge rekommendationer till förbättringar för hur Sparbanken Rekarnes belöningssystem kan ge mer motivation till de anställda. Metod:                               För att uppnå syftet samlades vetenskaplig information in från litteratur, vetenskapliga artiklar, tidigare uppsatser och övrig information från internet hemsidor. Undersökningen bestod av intervjuer med chefer och anställda på Sparbanken Rekarne. Intervjuerna bestod av personlig kontakt och individuellt med varje respondent. Två intervjuguider användes, varav en användes till ledningen och den andra till de anställda. Analys:                               I analysen har den teoretiska referensramen och den empiriska undersökningen sammankopplats. Slutsats:                             Rekommendationer till förbättringar för hur Sparbanken Rekarnes belöningssystem kan ge mer motivation till de anställda har tagits fram. Då det ska förbättra bankens framtida arbete med belöningar för att skapa mer motivation. Detta vidare genom att engagera de anställda mer i belöningarnas utformning.  Nyckelord:                         Belöningssystem, motivation, human resource    management, incitement, bank  / Abstract  Date:                                  2010-08-30 Course:                              Bachelor thesis in Business Administration, FÖA300, 15 credits Tutor:                                Carl G. Thunman Authors:                             Feven Gebretsadkan och Mahabad Minozada Title:                                   Reward systems - an incentive tool to create motivation. A case study of the Sparbank Rekarne         Purpose:                            The purpose of this thesis is to describe what a rewarding system means and the understanding of the employee to the rewarding system which gives effect to motivation in the Sparbank Rekarne. Recommendations to improve the rewarding system in the Sparbank Rekarne by which the employee will be more motivated is indicated the purpose. Method:                             In order to reach the purpose scientific information was gathered from literature, scientific articles, previous thesis and additional information from internet. The inquiry was done by interviewing the managers and the employee of Sparbank Rekarne. The interview was held personally and individually with every respondent. Two interview guides were used, one to the leaders and the other one to the employee.       Analysis:                           In the analysis the theoretical frame of reference and the empirical enquiry are combined. Conclusion:                      The recommendations to improve how the Sparbank Rekarne rewarding system can give more motivation to the employee have taken out. This can improve the future of the bank with rewarding in order to get motivation by involving the employee in working out the rewarding system. Keywords:                        Reward system, motivation, human resource management,    incentive, bank

Employer branding has become an increasingly popular subject among practitioners. In order to gain competitive advantage it is claimed that companies should hold the best employees. However, in this thesis it is argued that the purposes of employer branding and HRM are strikingly alike, since they both aim to attract and retain employees. Earlier research lacks to explain how companies work with employer branding. Therefore, it is reasonable to wonder how employer branding is practiced and whether employer branding contributes something of value to the company, especially to HRM. Thus, the purpose of this study is to investigate whether employer branding contributes to HRM regarding attraction and retention of employees. A qualitative case study was conduced and the findings show that employer branding can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of employees; potential, current as well as former employees, (2) facilitating the maintenance of the corporate culture and (3) enabling a way for HRM to take a strategic approach.

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.

The major purpose of study is to know the main human resource function role which is performed currently by the subsidiary of Multinational Corporation (MNC) in Taiwan and the concept of multiple-role model is adopted in the study. This study is done by the quantative survey to find out the factors which could influence the human resource function role and the current multiple-role model, meanwhile the cluster analysis is used to investigate the main model of current human resource function role. Human resource activities within the subsidiary of MNC in Taiwan are influenced by both external and internal environments, because there¡¦re many environmental factors to be considered and they are not easy to be controlled, so the study focuses on the discussion of the variables of internal environment in the organization. According to the characters of the variables, the study divides the variables into organization character and management character to investigate the influence of internal environment on human resource function role. After passing through the examination and analysis , the study result is presented as here below: 1. The major human resource function role performed by current subsidiary of MNC in Taiwan is Administrative Expert, the next is Strategic Partner, Change Agent and the last is Employee Champion. It represents that the human resource department of the subsidiary of MNC in Taiwan still do lots of works in the administration. But it¡¦s also found from the result that the roles of Strategic Partner and Change Agent are elevated after comparing with the previous studies. So it¡¦s assumed the position of human resource department becomes higher, human resource department involves more in the strategic management. 2. The cluster analysis is used in this study to evaluate the multiple-role model of Business Partner. The samples in the study are divided into 3 groups and named as High Level Business Partner, Middle Level Business Partner, and Low Level Business Partner. 3. The study finds that two variables, ¡§the position of human resource supervisor¡¨ and ¡§if human resource supervisor joins the management team¡¨, influence the performing level of human resource role.

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.

This thesis examines the transfer of HR practices in the Nigerian subsidiaries of MNCs from emerging countries. It aimed to address a number of gaps identified from the literature, especially as there is a dearth of study in this area in developing countries in contrast to developed countries. Specifically, the study attempts to shed light on the nature of the HR practices, the process of the transfer of HR practices, the factors that influence the transfer process and the role of HR in the transfer process. The study utilised 48 semi-structured interviews conducted between November 2012 and March 2015 in the Nigerian subsidiary of the four case companies. The data was predominantly gathered using an in-depth semi-structured interview of HR managers and specialists, line managers of other functional departments, senior managers and others who are involved with people-related issues on the nature of HRM policies applied in subsidiaries of MNCs from emerging economies and their approach to the management of their human resources in overseas subsidiaries. Generally, the findings from this study reveal that these MNC case companies display more similarities than differences. In particular, similarities were found to be the increasing emphasis on training and development, which was used to develop employees extensively, implementing standard appraisal systems which are more target-oriented and standardised communication. However, differences existed in the areas of compensation and benefits, and recruitment and selection. Additionally, expatriates are appointed in key positions and are used to facilitate the transfer of these practices. Furthermore, similarities and differences are influenced by a number of factors. Overall, the study’s findings contribute to knowledge in several ways. First, they extend knowledge on the convergence debate and show that there is convergence among EMNCs themselves and with western MNCs, and this convergence is with regards to the adoption of Anglo-Saxon practices that are known to be globally accepted standard practices. The study also contributes to the Upper Echelon Theory in that it confirms that the education and experience of top and senior managers affects the nature of HR practices adopted. This study can be extended into other contexts. Secondly, it contributes to knowledge on the approaches adopted by the MNCs and the findings reveal that various IHRM approaches could be used depending on the policy or practice that is considered of “strategic importance”. It reveals that an exportive approach was adopted by the parent companies.

Ill-health has been identified as the cause and consequence of poverty in Uganda. In April, 2009 the ICT4MPOWER project was launched in order to improve health care delivery in the rural communities of Uganda using Information and Communication Technology. One of the aspects considered, was the development of a human resource management system. Studying quality literature, interviewing possible stakeholders and investigating the current healthcare management information system led to the finding of both tactical and strategic functions for the development of human resources. Mock up interfaces was designed to support the needs of the organization. Flowcharts, use cases, and instruction films were made to clarify and to see the process from different end user. We have identified a need for a more strategic approach towards human resource management, but it must begin with establishing the hard foundation.