In this study was in the course of the international enterprise, what Human Resource¡¦s role & responsibility, and whether Human Resource strategy to fit the organization¡¦s development. For example, how to build up the fluently organization¡¦s communication channel or build up the talent pool for global talent recruitment. In this research, qualitative case study approach to research, according to current enterprise¡¦s practice and scholarly research and observation, to analysis this case for international human resource strategy. This case emphasize in international Human Resource management process control from internal and external environment impact. Through the case study todiscuss & find out what effect on Human Resource management by actual practice in global company. After the data integration & analysis, the results of this study case obtained the following conclusions: 1. Integrated organization design is main type of global management in Human Resource. For keep elasticity, maximum benefit when company still expanding. 2. For global talent war. Initiate more channels to get diversify talents. Set up the ¡§Blue Ocean Strategy¡¨ for global. Because no talents, no opportunity for success. 3. Base on "job training" , set up more aggressive training strategy to build up the learning organizations. 4. Build up more effectiveness information system enhance decision-making performance. The information system for Human resources require powerful & faster , to meet complex organizational design. 5.Bulid up an excellent atmosphere in employee relations and corporate culture. All the ways towards company¡¦s success need to smooth internal communication for eliminate misunderstanding within the company. Forming the internal support and cooperation relations, as the driving force to company¡¦s development.

Aim: Nowadays, China‟s hotel industry has developed rapidly and makes a great contribution to service industry. Nevertheless, there are still various problems in the hotel industry. There is a lack of suitable human resource strategies to develop employees qualitatively and quantitatively, which is the main internal reason. Therefore, with the evaluation of whether the Haibin Hotel and Westin Hotel are aware of the importance of the employees in service delivery and research on how the two hotels develop people to deliver excellent service through human resource strategies, which ultimately reveal that service personnel is playing an extremely important role on excellent service delivery in this paper.   Method: This paper investigates Haibin Hotel and Westin Hotel as multiple case studies to study the human resource strategies for delivering service quality through people. In order to examine the validity of previous relevant theories hence put forward the developed theory of service quality delivery chain through collecting and analysing data from telephone interview with managers and survey employees through questionnaires in both hotels.   Result & Conclusions: With researching the human resource strategies for improving the employees' quality and quantity, and comparing the differences in service delivery through people in both hotels, we conclude that hotels should highlight that the service employees' play an extremely important role on good service delivery as well as specially emphasize on the service quality delivery through integrating the service culture and human resource strategies into the hotels.   Suggestions for future research: One limitation is a lack of customer perception on service delivery. Another limitation is in the telephone interview which cannot yield complete information about the hotel. Two suggestions for further research have been put forward in this paper. One is to conduct more than three case studies that can make the data more rich and effective if the time allowed. Another is adopting face-to-face interviews to collect the qualitative data.   Contribution of the thesis: This paper reveals how the important role of employees in service quality delivery and come up with a developed theory could be applicable to other hotels and provide the guideline for other hotels to improve the service quality delivery.

Abstract After public enterprises transform into privately owned enterprises, human resource strategy, especially the atypical employment will be the key point if they want to enhance organizational performance, when facing the open market competition. The Chung-Hwa Post Co., LTD. has officially been transformed its organization from governmental into a private enterprise effectively since January 1, 2003. The management is facing great challenge of better utilizing their existing human resources in order to fight against the competition in the market. This research is intended to explore the relationship among human resource strategies, atypical employment and the organizational performance by using qualitative research method, sampling and intensively interviewing other six private enterprises and three national organizations based on the similar topics as in the co-related business items of postal delivery, banking and life insurance in the Chung-Hwa Post Co., LTD. The finding of this research is that most of the private enterprises are focused on the core competency, and they integrate the human resource management strategies and the business management strategies, they put more effort on purchasing the outside existing manpower instead of hiring new manpower. The main reason of utilizing the atypical employment is based on the cost effectiveness, legal restrictions and the flexible management of human resources, and the enterprises are using more outsourcing and leasing types of the atypical employment, they also use part time workers to test that the workers are qualified as permanent staff after probation. Most interviewed enterprises are reluctant to use the contractors due to the legal restrictions. Meanwhile, the enterprises use the outsourcing manpower for the purpose of transforming into professional enterprises. The quality of atypical employment has the specific correlations with organizational performance, for instance, the enhancement of the internal core competency. The role of the atypical employment is more used as the complements of the manpower. Nevertheless, when the enterprise is more computerized, the core jobs and the non-core jobs will gradually adjusted each other. The atypical workers will play the role as the substitutes of the existing workers. Another finding of the research is that the private enterprise is more willing to build up commissioned relations with higher ranking or professional people, they also intend to build up the partner relationship with the independent professionals to prevent them to be raided by other enterprises. Nation-owned business entities take the privately owned business enterprises as the benchmark of the performance of labor force; they can also evaluate and justify the reasonable utilization of manpower. Keyword: Entrusted, Privatization, Organizational performance, Atypical employment, Human resource strategy

<p><strong>Aim:</strong> Banks in Sweden appear extend through different distribution channels. The role of branch banking has changed to provide advisory services and sell the banks' products and service which is an approach involves the people interactions. Service employees are associated with the organization service quality and customer satisfaction. A comprehensive human resource strategy thus can help the organization develop a more customer-orientation employee, in order to deliver service quality.  With the help of the human resources strategies wheel (Wilson et al., 2008), how a bank develop people to deliver service quality will be showed, which finally lead to the purpose of this paper - revealing the importance of people on delivering service quality.</p><p><strong>Method:</strong> By reading relevant literatures, the theory about service culture and human resource strategy is defined. Svenska Handelsbanken chose to be the research object. Its decentralized organization which focuses on the interplay between strong branches, highly-trained specialists and efficient support functions is useful to this research. Through face-to-face interview with branch managers, a holistic view of the situation in bank will be showed, additionally, detail information can be digging out.</p><p><strong>Result & Conclusions: </strong>The human resources strategies used by Handelsbanken is a process generally including hire the right people, provides effective and sufficient training and needed support systems, retain the best people. As a result, this research indicates with the service culture which establishes deeply inside the organization; Handelsbanken realizes the important of people on delivering service quality. And then by choosing the right people, training them, supporting them, and retaining them as a serious of human resources strategies, the service quality is delivered. In addition, the authors find out the relation among service culture, human resources strategies and people work as a triangle, constraining and assisting each other.</p><p><strong>Suggestions for future research: </strong>One of the limitations of this thesis is lack of employee perception. Another is hard to find a lot of information about the unique reward system in Handelsbanken - Oktogonen Fundation in English. The document is in Swedish so that the authors only can get general information from the annual report 2008 of the bank. The suggestion for future research is to conduct a study which it includes bank perspective and employee perspective.</p><p><strong>Contribution of the thesis: </strong>The contribution of this study is to show how importance of people in service quality delivery by complementing a framework which is integrated service culture and human resource strategies.</p>

Aim: Banks in Sweden appear extend through different distribution channels. The role of branch banking has changed to provide advisory services and sell the banks' products and service which is an approach involves the people interactions. Service employees are associated with the organization service quality and customer satisfaction. A comprehensive human resource strategy thus can help the organization develop a more customer-orientation employee, in order to deliver service quality.  With the help of the human resources strategies wheel (Wilson et al., 2008), how a bank develop people to deliver service quality will be showed, which finally lead to the purpose of this paper - revealing the importance of people on delivering service quality. Method: By reading relevant literatures, the theory about service culture and human resource strategy is defined. Svenska Handelsbanken chose to be the research object. Its decentralized organization which focuses on the interplay between strong branches, highly-trained specialists and efficient support functions is useful to this research. Through face-to-face interview with branch managers, a holistic view of the situation in bank will be showed, additionally, detail information can be digging out. Result &amp; Conclusions: The human resources strategies used by Handelsbanken is a process generally including hire the right people, provides effective and sufficient training and needed support systems, retain the best people. As a result, this research indicates with the service culture which establishes deeply inside the organization; Handelsbanken realizes the important of people on delivering service quality. And then by choosing the right people, training them, supporting them, and retaining them as a serious of human resources strategies, the service quality is delivered. In addition, the authors find out the relation among service culture, human resources strategies and people work as a triangle, constraining and assisting each other. Suggestions for future research: One of the limitations of this thesis is lack of employee perception. Another is hard to find a lot of information about the unique reward system in Handelsbanken - Oktogonen Fundation in English. The document is in Swedish so that the authors only can get general information from the annual report 2008 of the bank. The suggestion for future research is to conduct a study which it includes bank perspective and employee perspective. Contribution of the thesis: The contribution of this study is to show how importance of people in service quality delivery by complementing a framework which is integrated service culture and human resource strategies.

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.

People who have better relationship and help each other in an organization will be helpful to an organization, because they will have higher sharing willingness. Knowledge is not like the tangible products that we¡¦ll lose them if we share them with other people. In contrast, we can enhance the value of knowledge by sharing. Because human resource strategy is relative to everyone in an organization, and knowledge-oriented culture and knowledge sharing obstructions will also effect the knowledge sharing willingness, this thesis focus on the relationship among human resource strategy, knowledge-oriented culture, knowledge sharing obstructions, and knowledge sharing willingness. I use inducement strategy, investment strategy, and involvement strategy addressed by Dyer & Holder (1988) as foundation to analyze the difference of these strategies in knowledge sharing willingness. And I use eight characteristics of knowledge-oriented culture addressed by Wu (2001) as a moderator between human resource strategies and knowledge sharing willingness. Moreover, I also summarize knowledge sharing obstructions from literature and use factor analysis to divide many obstructions into four types to understand the relationship between sharing obstructions and knowledge sharing willingness. The four types are obstruction of interaction and development, obstruction of resource providing, obstruction of self satisfaction, and obstruction of communication. The samples are employees and managers of human resource department. After statistic analyzing, the results are summarize as following: 1¡BIn human resource strategies, inducement strategy has more influence on knowledge sharing willingness than investment strategy. 2¡BIn knowledge-oriented culture, higher degree of professionalism and openness, initiative of learning, experience sharing, and relationship and harmony will help involvement strategy to cause higher knowledge sharing willingness. 3¡BIn knowledge sharing obstructions, obstructions of cooperation and development, resource providing, and self motivation will influence knowledge sharing willingness. And obstruction of self motivation has stronger influence. 4¡BHuman resource strategies and knowledge sharing obstructions a.Using inducement strategy will cause fewer obstructions of cooperation and development, resource providing, self motivation, and communication. b.Using investment strategy will cause fewer obstructions of cooperation and development and resource providing. 5¡BKnowledge sharing obstructions and the interaction of human resource strategies and personal and organizational characteristics a.When using involvement strategy, people with longer seniority will cause fewer obstructions of resource providing. b.When using inducement strategy, high-tech enterprises will cause higher obstruction of communication. c.When using involvement strategy, foreign enterprise and joint venture will cause higher obstruction of communication. According to the conclusion, this thesis proposes some ideas and recommendations to relative authorities and following researches.

Partant de choses assez générales ce travail de recherche avance pas à pas pour aboutir à une étude de cas : le secteur des technologies de l’information lituanien. Dans un premier temps, les principaux termes liés à la combinaison des stratégies d’innovation et des ressources humaines sont définis ; suivit de la classification des innovations ainsi que des fondements de la combinaison de deux stratégies (innovation et ressources humaines); enfin une vue d’ensemble est dressée des transformations opérées par les Pays d’Europe Centrale et Orientale (PECO) lors du passage du système soviétique au système européen d’innovation. La recherche se poursuit en comparant le système national d’innovation lituanien à celui de l’Italie prenant en compte des facteurs tels que le rôle des intermédiaires ; suit l’observation du marché mondial et lituanien des technologies de l’information et alors seulement nôtre étude sur la combinaison des stratégies en termes d’innovation et des ressources humaines dans le secteur des technologies de l’information lituanien (de 2004 à 2007) fournit des résultats s’appuyant aussi bien sur l’expérience d’autres pays que sur les données issues des réponses de PDG lituaniens oeuvrant dans les technologies de l’information. Notre travail aboutit à des recommandations au gouvernement lituanien ainsi qu’aux intermédiaires et aussi bien aux managers qu’aux salariés des entreprises lituaniennes. / Given an increasing competition in knowledge intensive economic sectors, a perfectly aligned and executed Innovation strategy appears crucial to reduce the cost and time necessary for creation as well as introduction of a new product or service. More than that, the chosen Innovation strategy should be aligned with the company’s business model, technological base and the Human Resource strategy. Thus, the structure of this research work is built on the flow ‘From general to case’ basis where at first, there are the classification of innovations and foundations of combination of the two strategies presented, and only then our survey on combination of the Innovation and Human Resource strategies in Lithuanian IT sector 2008 (covering a three-year period from 2004 to 2007) delivers results by applying both the experience of other countries and the data enclosing the answers from CEOs of Lithuanian IT companies. The survey is conducted to create a systemic approach and multifactor understanding of combination between the Innovation and Human Resource strategies in Lithuanian IT sector. Such a structure serves as a solid background for Policy implications: we deliver recommendations for Lithuanian Government, intermediaries, enterprises and both firms’ managers and its employees. We believe that Lithuanian IT companies are on the right track to catch up more developed countries in innovation; however, there should be many changes done, and we expect a fast transformation process in the upcoming years.

The purpose of the research was to recommend a model for strategic human resource management through an effective staff performance appraisal system in Botswana public libraries. Performance appraisal is not a new concept; however the evolution of performance appraisal tools and techniques has been slow compared to that of other management fields. This discrepancy is now being realised; organisations are starting to acknowledge the importance of comprehensive, regular appraisal of staff as part of an effective human resource management policy. Human resources are a scarce and valuable tool in any organisation and it is mainly through performance appraisal that they can be developed and maintained, to ensure organisational success. The theory underlying strategic human resource management and performance management has been studied. Empirical research through a questionnaire was carried out in 23 public libraries. From these it was possible to develop a model entitled "A recommended strategic human resource management model". From empirical investigation the main critical qualities for efficient public library services were revealed as enthusiasm; positive attitude; innovative thinking; capability and commitment; critical competencies as expertise; team-building; and leadership; critical external factors as external environment; global competition; shrinking budget; changing library customers and employees' needs and information technology; strategic management issues organisational culture; transformational leadership; employee recognition and reward systems; performance measurement system; productivity improvement; and customer orientation; critical staff issues as sense of purpose and achievement; feeling of self-worth; job-security; recognition; status; career development; and salary; motivational factors as effective communication; job satisfaction; delegation of authority; clear job description; performance feedback; conducive working environment; human resource strategy issues as motivation building among staff;continuous education and development; generating competitive advantage through human resources; and alignment of human resource strategy with strategic management plan. The study recommends a strategic human resource management model for libraries along with: conducive working environment; adequate IT infrastructure to store, organise and retrieve information; staff training for excellent customer service; objective, reward based staff appraisal; performance feedback; performance appraisal should be aligned with staff selection, library mission, staff motivation and promotion in order to use it strategically; and human resource strategy should be developed immediately. / Information Science / D. Litt. et Phil. (Information Science)

The study employed a quantitative research method, which is descriptive in nature, to determine the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs. This interest was explored with particular reference to the Environmental Programmes branch of the Department of Environmental Affairs. Data was gathered from senior, middle and junior managers through self-administered questionnaires and it was then analysed using statistical methods and graphs. The findings reveal that the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs is not efficiently elevated or viewed to have any influence on the desired goals of the Department of Environmental Affairs. As a result, the Human Resource Management component is not considered a strategic partner. Furthermore, the senior, middle and junior managers know very little about the Human Resource Management strategy and there exists a lack of emphasis on the development and implementation of joint strategic human resource management plans between the managers and the Human Resource Management component. / Public Administration / M.P.A.