No / Although various firms adopt and implement multiple human resource practices as best practices (means), a substantial number of firms fail to realize their objectives (ends). The practices of firms are frequently decoupled from their intended outcomes. By leveraging the concept of means-ends decoupling, which refers to the gap between practices and outcomes, our research examines this important but underexplored phenomenon, which the traditional concept of policy-practice decoupling fails to fully account for. Hence, organizational agency is both conceptualized and measured as consistency and competence. The manner in which this variable affects the implementation and performance of human resource practices is tested with the effect of means-ends decoupling on firm performance. Our results add new evidence that organizational agency has an important role in the process of implementing practices and that it provides additional insights into the relationships between adoption and implementation, which are two distinct institutional dimensions of practices, as well as their different firm consequences.

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¡@¡@While an organization facing a dynamic environment, the only way to survive is to learn as soon as possible. Therefore, organizational learning becomes more and more important. Age of knowledge economy is coming, human resource becomes the key of the competitive advantages. Does learning-oriented human resource have positive influences in organizational performances? In this thesis, the study will discuss this topic from the aspect of learning-oriented human resource and try to find the relationship between learning-oriented human resource and organizational performances and as well as the relationship between the system of learning-oriented human resource and organizational performances. Moreover, the indirect impact of human resource practices intertwined with human resource and competitive strategy as a moderator is also under scrutiny. ¡@¡@This thesis is conduct through opinion survey, relied by the directors of human resource and core department in each company, the findings of the thesis can be summarized as follows: 1. ¡§ Control ¡¨ and ¡§ performance appraisal ¡¨ of the learning-oriented human resource practices impact the organizational performances positively. 2. There is no evidence to show that the system of learning-oriented human resource impacts organizational performances either positively or negatively. 3. The relationship between ¡§cooperation¡¨ ¡§cooperation within departments¡¨ and ¡§training¡¨ of learning-oriented human resource practices and organizational performance will be contingent on an organization¡¦s competitive strategy.

Now, private and public service industries accounted for 68%GDP. It's almost the same as developed countries. Further, the service industries will be more and more important in Taiwan. Because, a service marketing and management filed has evolved that views the management of service firms differently from the management of manufacturing firms, the HRM of service industries is also different from that of manufacturing firms. In this article, I propose that ¡§HR practices¡¨ would yield increased¡§organization performance",and get increased ¡§organization performance¡¨through the fit of ¡§corporate strategy¡¨. In this article, the questionnaires were summarized the studies about HRM practice and corporate strategies in the service. Then, I implemented the empirical survey. The sample were the service firms that having sustainable competitive advantage. The survey had a response rate of 29 per cent, with a useable sample of 80 establishments. I examine the data using hierarchical regression, ANOVA analysis. In the article, the empirical survey shows that: 1. HR practices in service firms are of seven factors: (1) self-directed team operation (2) To use technologies or software to support employees's tasks. (3) To value employee security (4) multiple and elaborate assessment policy (5) the selection of preferring the candidates that having high skills and knowledge. (6) To value the training, coaching and mentoring. (7) The incentive policies depend on the performance. 2. There is a positive relationships and effect between HR practices and organization performance. 3. Differences of human resource management practices due to the differences of organization performance. 4. The corporate strategy has the moderating effects on the relationship between human resource management practices and organization performance. The main contribution of this article is that I try to discover the relationship between HR practices and organization performance through the two perspectives: universalistic perspective and contingency perspective. I find out the core HR practices and the HR practices that fit the corporate strategy.

While facing a dynamic environment, a company needs innovation to enhance their competitiveness and to continue to grow in terms of profits. For the company, the question becomes not ¡§whether¡¨ but ¡§how¡¨ to innovate. This thesis, with a perspective of human resources, explores how organizational innovation capabilities, innovative culture, and human resource practices directly affect the effectiveness of innovation. In addition, the indirect impact of human resource practices intertwined with innovation capabilities and innovative culture as a mediator is also under scrutiny. This thesis is conducted through opinion survey, with 201 samples out of 250 manufacturers introduced by Tianxia Magazine. With the valid 111 questionnaires replied by the chairs or directors of human resources department in each company, the findings of this thesis can be summarized as follows: 1. Innovation capability impacts the innovation performance positively. 2. Innovative culture impacts the innovation performance positively. 3. Human resource practices impacts the innovation performance positively. 4. Human resource practices impacts the innovation capability positively. 5. Innovation capability has mediating effect between human resource practices and innovation performance. 6. Human resource practices impacts the innovative culture positively. 7. Innovative culture has mediating effect between human resource practices and innovation performance.

Den kompetensbrist som råder inom Tech-branschen har inte undkommit många. Trots att fältet accelererar i rasande fart bromsar kompetensbristen digitaliseringen och utvecklingen av samhället. Utvecklande trender tvingar organisationer till kontinuerlig förändring där rekryteringen inom organisationen behöver bli flexibel och anpassningsbar för att kunna möta förändringar och tillgodogöra organisationen med den kompetens som behövs för att hjälpa dom att överleva på marknaden. I och med den kompetensbrist som råder inom Tech, tillsammans med den växande digitaliseringen inom alla olika typer av branscher, slåss de allra flesta organisationer om den lilla mängd kompetens som finns på marknaden. Därför har det aldrig varit så aktuellt att behöva vara en attraktiv arbetsgivare. Syftet med studien är att kartlägga hur en agil Talent Acqusition kan vara ett steg på vägen för att underlätta i processen att få tag i den kompetens som organisationen behöver. Studiens är en fallstudie där undersökningsobjekt har varit ett Tech-företags kampanj för att rekrytera mjukvaruutvecklare. Resultaten visar att rekrytera för segment har varit ett bra första steg mot ett mer agilt arbetssätt. Det är dock näst intill omöjligt att ersätta headhunting av senior spetskompetens med denna typ av tillvägagångsätt för Talent Acquisition. För att skapa mervärde av detta arbetssätt behöver företaget lägga ett större fokus på tvärfunktionella teams, kommunikation samt lägga tydligare ramar. Sammanfattningsvis bidrar ett mer agilt Talent Acquisition till att effektivisera rekryteringsprocessen och ta tillvara på kandidaten på ett bättre sätt, i denna kandidatfokuserade marknad.

Innovation is a key factor for companies. It is also essential on an individual scale for employees. To ensure they are utilizing employees to the utmost efficiency, companies must implement practices to ensure the attraction and retention of top employees. Human resource practices can help to define and explain essential techniques to help employees gain satisfaction from their work, creating intrinsic motivation, and allowing them to ultimately perform more efficiently and perhaps even creatively for the company, helping to generate significant profits. The intent of this thesis is to analyze human resource practices on an empirical study of eight companies (provided from a previous study by Erwin Danneels, Ph.D.) and to determine whether or not human resource practices can help predict a firm's ability to enter new markets and implement new technologies, ultimately leading to innovation. Companies are grouped depending on their residual values generated from Danneels' study and analysis. His research observes the ability to predict new market entrance and technology implementation through five company characteristics: constructive conflict, willingness to cannibalize, slack, learning from failure, and various types of environmental scanning. This thesis seeks to find positive relationships between human resource practices and the companies where the model proves to be a good fit. I define human resource practices by the following six categories, breaking them up into incentives and skill development: extra benefits, fitness incentives, social responsibility, and continuous learning, global opportunities, and rewards/opportunities for advancement. This analysis hopes to contribute to further research by generating an association between human resource practices and company innovation.

This research investigates existing and new HR practices that have impacted public health employee retention in Saudi Arabia during the COVID-19 pandemic. It builds on social support theory and social exchange theory to better understand the relationships between HR practices and retention, and uses quantitative methods to examine the hypotheses based on a conceptual framework. While OLS regression is employed to analyze the relationships between HR practices and retention, path analysis (bootstrapping) is used to examine the mediator variable. Based on 417 valid questionnaires distributed to public health employees in Saudi Arabia's central, western, and eastern regions, the analysis illustrates that while training and emphasis on work-life-balance as existing HR practices had a positive effect on retention, social support (supervisory support) and promotion of mental well-being as new HR practices also had a positive effect on retention during the COVID-19 pandemic. However, the hypothesis that compensation and occupational health and safety would improve retention was not supported. These results indicate that financial benefits and providing safety materials did not lead to employee retention. Meanwhile, safety training programs, psychosocial support, and promotion of well-being have been essential HR practices during the pandemic. Regarding the mediation hypotheses, interestingly, the results show that organizational commitment has mediated relationships between safety training and mental (psychological) well-being on one hand and public health retention on the other during the pandemic.

Absorptive capacity is fundamental for small-middle enterprises to increase their innovativeness and competitiveness in the market place. Human resources, being the most important asset in SMEs, might help firms to obtain adequate levels of absorptive capacity through a planned set of human resource practices. The hu-man costs of implementing such practices, however, cannot be neglected, and this paper studies the relationship between these different variables.

The Defense Industry Reserve Duty System¡]DIRDS¡^has been used in Taiwan for many years. This program enables science and technology industries to recruit talented people, who can contribute to the defense industry and the high-tech industries without interruption by regular military service. This study uses quantitative methodology and interviews with human resources and R&D managers to determine how this program has effected high-tech enterprises from a human resources perspective. Results of this study showed that DIRDS recruits exhibited four characteristics: high stability, high quality, high educational background, and high consistency with industry requirements. Due to these four characteristics, DIRDS recruits have become an important source of IT talent. DIRDS recruits can bring significant growth to R&D efforts and enhance the energy of development. The Defense Industry Reserve Duty System can thus help reduce manufacturing costs, improve operational effectiveness, and raise the prestige of corporate brands. Further analysis and discussion of our results show that for human resources planning, work arrangement with DIRDS recruits should be combined with the company's long term objectives. Recruitment and selection should be focused and strategic since DIRDS targets specialized skills. Training and development should focus on practical or on job training that is tailored to the abilities and temperament of the DIRDS recruit.