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Abstract The globalization tendency has led the new market, the new product, the new point of view, the new ability and the new competitive advantage, the enterprise must have to be able to have the unique competitiveness, the manpower becomes one of enterprise competition most important sharp weapons, the human resources new duty will be guides the enterprise to break through the challenge, the new role must act which from the traditional bracelet. This research is for the purpose of discussing the enterprise the human resources activity situation, enterprise characteristic regarding human resources activity influence, and discusses the human resources function and the human resources potency relations. According to correlation literature discussion, of human resources management function, this research classification will adopt Dr. Bingen Wu's "the organization development","The resource management","the strategy consultation", and"the personnel administration" and so on four big construction surface make the classification. This object of study for aims at of human resources department the enterprise one artificially to execute measures the object, the grand total sends out 782 questionnaire, the returned and effective questionnaire altogether 153, the returns-ratio is 19.8%. The material analysis is take the human resources management function as from variable, as depends on variable potency of weight take the human resources, carries on the variance analysis to examine the human resources management function to the human resources potency whether has the remarkable influence, and utilizes the regression analysis inquisition human resources function to of influence the human resources potency result. These researches concludes: 1.The level of Human resources role is promoted. With the specialty human resources personnel, the human resources highest manager has Master or above school record, and participates in the enterprise operation meeting, shows the importance of the human resources for the enterprise . 2.The human resources function is more perfect, the human resources potency is better. a. The development of organization function is more perfect (make long-term development system for organization, appraisal present situation, draws up the manpower cultivation strategy, impetus organization studies, lead the organization transformation), the potency of the customer capital surface is better. b. The personnel administration function and the resource management function are more perfect (utilizes the multi-dimensional way to hire new employees, salary survey, draws up various levels training plan, result of the achievements to be the dismissal basis, and make the human resource plan for now and the future, base on this to develop education and training plan, achievements evaluation, manpower change and future development plan), the potency of the human capital surface is better. c.The strategy consultation function and the personnel administration function is more perfect (The human department is able to provide the suggestion, the strategy, and drafts the cultivation plan, and also transform the enterprise strategy to the practice of the human resource management, to develop suitable human resources motion, and in hiring, operating, training and keeping, both considering the quality and the cost), then potency of the financial capital surface is better. d.The resource management function is more perfect (draws up the plan for manpower oversupply or shortage, link it to the education and training plan, the manpower changes and the future development in the process), the potency of the structure capital surface is better. The research discovered, the organization should place importance on the investment of the capital of human resource, and coordinates the regulation revision and the human affairs flow improvement, it will conducive toward favor fast also has the system promotion organization's competitiveness

This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.

The current research firstly explores the degree of organisation/market orientation of Japanese managers in Japanese plants in Japan - called "Japan plants" hereafter - and British managers in Japanese owned UK plants - called "UK plants" hereafter - in terms of values and attitudes related to the work place. Secondly, the research examines the degree of organisation/market orientation of Japan and UK plants with respect to organisational structures and practices implemented in them. Thirdly, the research investigates the gap between Japanese managers' and Japan plants' organisation/market orientation, and British managers' and UK plants' organisation/market orientation, since recent environmental changes observed in Japan and the UK may create a gap between them British managers showed slight market orientation. In general UK plants also showed slight market orientation. There was little discrepancy between managers' and firms' market orientation in the UK. In contrast, Japanese managers showed very slight organisation orientation whereas Japan plants generally showed high organisation orientation. There was therefore a large discrepancy between firms' and managers' organisation orientation in Japan. This indicated that the speed of change occurring in Japanese managers' attitudes towards their tasks and company was much faster than Japanese firms' attempts to modify organisational structures/practices as a result of environmental changes. The internal pressures for change are pervasive since they directly impact on a key asset of an organisation, namely its human resources. Accordingly, firms will have to more promptly modify their structures/practices in accordance with changes in managers' conceptions and values. In today's globalised economy we are being constantly exposed to, and influenced by the prevailing cultural values and lifestyles. As a result, cultural differences are gradually and almost imperceptibly absorbed and assimilated. Eventually managers' attitudes towards their tasks and companies may not much differ across societies. The universal approach claims that the driving force towards conversion to the same structures/practices is an economic rationale. The current research, instead, suggests that the driving force towards similar structures/practices is the assimilated conceptions and values of managers and other employees.

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This thesis seeks to address not only <i>what </i>and <i>how </i>but also the <i>why</i> issues that accounts for the HR practices with Chinese characteristics through both inside-out and outside-in approaches.  This thesis also aim to find out whether there are any lessons western firms can learn from the Chinese approach to people management which is deeply embedded in Chinese traditional thinking and its core values. Semi-structured personal interviews were conducted with 21 senior and middle/top-level Chinese male and female managers.  Findings are presented in narrative form through in-depth direct statements of interviewees to provide authentic examples of how Chinese managers conceptualize and practice Chinese traditional thinking and core values in HR management.  Results demonstrate that Chinese traditional thinking comprise unique features that might be described as <i>holistic </i>and <i>naïve, fuzzy </i>and <i>processual, indirect </i>and <i>long-term, </i>and that this approach translates into an adherence to five core values, which are <i>He </i>(harmony «!»), <i>Zhong Yong </i>(the Doctrine of Mean «!»), Hierarchy, Superiority and Loyalty («!»), <i>Guanxi </i>and <i>Renqing </i>(personal connections, relationship and human sympathy/favour «!») and <i>Face </i>(<i>Mianzi </i>and <i>Lian </i>«!») which have significantly affected contemporary Chinese HR practices. The research shows that the penchant for harmony is responsible for the steady and smooth development strategies of Chinese organisations; a relatively mild approach to personnel reforms; harmonious interpersonal relationships; nominal performance appraisal systems; and the importance of leaders as the role model.  The principle of <i>Zhongyong </i>accounts for the preference for modest and reserved people in recruitment and selection; the harmonious and balanced relationships between superiors and subordinates; a relatively mild, lenient and gentle leadership style; and the soft, flexible and conflict-free way of communication and negotiation in Chinese HRM practices.

There is a pharmacist shortage in British Columbia that is considered particularly acute in rural and remote locations. As a result, the Faculty of Pharmaceutical Sciences at the University of British Columbia has increased enrolment from certain geographic areas, assuming that students will return to these areas on graduation. The main objectives of this study are to determine where pharmacy graduates take their first jobs and the factors that influence their selection of job location. Survey methodology was used, with a written questionnaire being administered to the Class of 2007 after a validation process involving volunteers from the Class of 2006. Mean values of responses on rating scales were compared to assess for statistically significant (p≤O.O5) effects of location size and the demographic variables of age, sex, marital status, and ethnicity. Of 93 respondents who reported both a primary home town and ajob location, only 33(35%) planned to take jobs where they grew up and only 42 (45%) were taking jobs in the same area of the province. The most common migration patterns were from smaller to larger communities and from all over the province into Metro Vancouver. Those who grew up in Metro Vancouver did not leave. However, the majority of those who did take jobs in other areas of the province had lived there previously. The strongest influences on job location were familiarity with the location, ability to get an enjoyable job, pace of life, proximity to significant others, and career and relationship plans. Smaller community size, ability to practice in the manner desired, and pace of work were more important, and access to cultural, entertainment, and/or social activities were less important to those taking jobs in rural rather than urban areas. There were no findings of practical significance associated with the demographic variables examined. The selective admission into 12 specially funded seats in the program of students from geographic areas other than the province’s one large urban centre is modestly effective in ensuring a supply of pharmacists for these areas. However, the use of geography as a criterion for all seats and an increase in the total number of seats would ensure that the student body is more representative of the provincial population and would address both supply and demand aspects of the pharmacist shortage.

The environment within which the South African public service renders a variety of services is always changing. Some needs may be justifiable and some may not meet the expectations of the South African citizens as their expectations increase while the human resource and financial capacity do not increase in the same proportion. A direct consequence of this situation is a backlog in service delivery, unresponsive service delivery and impatience on the part of consumers. Human resources, therefore, need to be managed for optimum service delivery. The public service needs to invest more in human resource and be able to retain skilled employees. This article attempts to define concepts that relate to human resources development. Furthermore, this article pays attention to the policy and institutional framework within which public services have to be rendered. The objectives of human resource development are also explained in his article. A number of challenges that impede human resources development are analysed. Lastly, the article focuses on interventions and recommendations that could enhance capacity building in the public service.