Crew Resource Management (CRM) training has evolved since its inception in the 1980s to better accommodate the operational needs of flight crews. However, even as the aviation and research communities have pointed to the potential benefit of providing CRM training, some criticism continues to emerge periodically which claims that there is no concrete evidence of its impact on flight deck performance and safety. Therefore, it is imperative to develop tools that allow researchers and, more importantly, practitioners, to more effectively and objectively assess training effectiveness and identify whether or not desired CRM behaviors are being put to practice during line operations. This study focused on evaluating pilots' CRM schemas and identifying differences in CRM knowledge structures among pilots. Differences in CRM knowledge and opinions about training could be an indication of the existence of what Hatano and Inagaki (1986) have described as two distinct types of expertise, namely, routine and adaptive expertise. The study sought to identify differences among routine and adaptive expert pilots in CRM knowledge structures (schemas), their perceptions on the value and efficacy of current CRM training evaluation, along with their opinion on how CRM training effectiveness could be more accurately assessed. Results from over 250 pilots showed that, in general, participants had a positive view of CRM training and training evaluation, regardless of their type of expertise. Some evidence of potential differences in the structural knowledge of CRM between routine and adaptive experts, as well as, differences in their opinions about CRM training, evaluation, and automation on the flight deck was also identified. Additionally, analysis of survey scores and free response items indicate the existence of a third category of experts, between routine and adaptive expertise (whom I call transitional experts). The study results provide evidence that assessment of CRM schemas could potentially be used as a way to evaluate CRM training effectiveness. The results of the study also indicate that identification of specific training needs for each group of expert may be possible through the assessment of CRM schemas and type of expertise. Implications for practice and theory, limitations of the study, and suggestions for future research are also provided.

Thesis (Ed.D.)--Boston University

The goal of our educational system is to create successful students. Research has found that instruction from a high-quality teacher has more impact than other factors, and students taught by those high-performing teachers experience a range of long-term ongoing benefits (Marzano,2003; Chetty et al., 2011). Understanding this impact, one of the most important roles of educational leaders is to ensure that they are hiring teachers who will be effective at instruction. This hiring effectiveness has a direct impact on the efficacy of their school (Donaldson, 2011; Loeb et al., 2012). Despite the importance of using effective hiring practices, there has been a scarcity of research on determining what practices have been found to be successful in hiring high-quality teachers (Klassen and Kim, 2019; Bruno and Strunk, 2019). The purpose of this study was to examine the hiring practices of principals to discover what practices they found to be successful. Through the framework of a basic qualitative study, several principals were interviewed regarding their hiring practices. Through the study, the lessons that they learned from their hiring experiences were examined. By analyzing these practices, commonalities were explored that might be applicable to a broader group of hiring administrators. With teacher shortages hitting school districts nationwide (Walker, 2019), this study sought to provide assistance to those making those hiring decisions to help them secure the most effective teachers who will have a positive impact on student success. The findings discuss the importance of having common hiring practices, the ways that administrators develop those hiring practices, the factors currently prioritized when making hiring decisions (candidate experience and the perception of candidate interpersonal skills), and the impact that a smaller available pool of candidates has had on the hiring process. The implications suggest that districts should focus on including research-based hiring practices into their professional development opportunities and should provide more opportunities for discussion around hiring practices. Finally, the current hiring conditions should encourage leaders to adjust their approach to the hiring process in order to recruit and retain effective teachers in this competitive educational job market. As principals work to grapple with hiring challenges, continued research on effective practices will be needed to help guide them towards making the best choices. The success of their school and students requires nothing less. / Doctor of Education / The purpose of this study was to examine the hiring practices of principals to discover what practices they have found to be effective. Research has found that instruction from a high-quality teacher has more impact than other factors, and students taught by those high-performing teachers experience a range of long-term ongoing benefits (Marzano,2003; Chetty et al., 2011). This hiring effectiveness has a direct impact on the efficacy of their school (Donaldson, 2011; Loeb et al., 2012). Through the framework of a basic qualitative study, several principals were interviewed regarding their hiring practices. Through the study, the lessons that they have learned from their hiring experiences were examined. The study's findings align and diverge from research studies on hiring practices. The findings discuss the importance of having common hiring practices, the ways that administrators develop those hiring practices, the factors currently prioritized when making hiring decisions (candidate experience and the perception of candidate interpersonal skills), and the impact that a smaller available pool of candidates has had on the hiring process. The implications suggest that districts should focus on including research-based hiring practices into their professional development opportunities and should provide more opportunities for discussion around hiring practices. Finally, the current hiring conditions should encourage leaders to adjust their approach to the hiring process in order to recruit and retain effective teachers in this competitive educational job market. As principals work to grapple with hiring challenges, continued research on effective practices will be needed to help guide them towards making the best choices. The success of their school and students requires nothing less.

A wide range of Human Resources (HR) processes and information can now be managed and devolved to line managers and employees using e-HRM (‘electronic Human Resource Management’). E-HRM has been defined as “An umbrella term covering all possible integration mechanisms and contents between HRM and information technologies, aiming at creating value within and across organisations for targeted employees and management.” (Bondarouk & Ruel, 2009, p.507). Contemporary e-HRM technologies contain powerful functionality that can support organisations in reducing the cost and improving the quality of Human Resource service delivery, as well as enabling higher productivity and providing strategic capability. The aim of this dissertation is to explore why the development of e-HRM has been relatively immature, given that organisations tend to take an ‘automating’ approach that focuses primarily on administrative efficiency. The central thesis is that future development of e-HRM depends on two factors; firstly, that stronger links between e-HRM and competitive advantage at the organisational level must be defined and exploited; and secondly that shared frames of reference with regard to technology are critical to gaining the support of investors in e-HRM. The dissertation explores the wider context of e-HRM and its relationship to contemporary themes such as HR transformation, service delivery models, the growth of the internet and changing employee and managerial workplace expectations. Various definitions of e-HRM are explored, together with a literature review that categorises and summarises e-HRM literature over a twenty-one year period, concluding that there has been inadequate focus on understanding how e-HRM creates value. The dissertation makes a key contribution to practice through the e-HRM Value Model, a framework for defining, understanding and articulating how e-HRM creates organisational value. Its focus is on the outcomes of e-HRM rather than its characteristics, proposing that only three forms of outcomes can be derived from e-HRM: Operational HR cost reduction, improved people management / productivity and increased strategic capability. It represents a means of defining not only the value outcomes of e-HRM, but also the linkages between value potential, value conversion and value outcomes, providing a practical framework for defining the linkages between e-HRM and competitive advantage, as well as the basis for a diagnostic tool. The dissertation makes a contribution to knowledge through the analysis and subsequent synthesis of a wide-ranging literature review and interviews with fortysix managers and line managers across fifteen organisations that were planning for or had implemented e-HRM. It concludes with a series of proposed reasons for the slow progress towards greater strategic use of e-HRM, based on a technological frames approach with regard to the Nature of Technology, Technology in Use and Technology Strategy. The dissertation argues that unless HR professionals are themselves able to make sense of e-HRM and articulate the benefits in terms of competitive advantage, e-HRM development is likely to remain immature. Further research opportunities to develop and test the model are identified, together with an assessment of the implications for e-HRM management.

Knowledge management only recently gained respect as a strategic business tool. Assisted by technology, the ability to gather, formulate and share data took on new dimensions. Knowledge management is multifarious and covers areas such as cognitive science, business process and human resources management. Human resources management in turn covers a wider area than knowledge management. The two areas overlap because knowledge creation is primarily a human activity. Critical success factors and specific objectives for human resources management within a knowledge-based environment were the main outcomes derived from this research. Human resource practitioners need to change their work practices in order to be effective in a knowledge-based environment. This was a key finding of the research. It was established that information technology management was still the main driver of knowledge management projects in organisations, but had also grown tremendously in understanding human issues within technical environments.

Most mergers and acquisitions (M&A) are focus on the activities of Law, Finance, and Business. But many of top management who experienced M&A had admitted that human resources management is a critical point to success at M&A. As the development of concept of Human Capital, the function of Human Resources Department had been upgraded from ¡§Administration¡¨ to ¡§Strategy¡¨ in recent years. Perform as a business advisor/partner or strategic partner via providing more pro-active services, including activities of analysis of human capital, recruitment, training and development, compensation, performance management, change management, and so on. In order to operate business smoothly, when an international corporation enters to a new environment, it¡¦s necessary for this corporation to use well the local professionals and managers. After completion of M&A, then implement business strategies from headquarters. To investigate human resources strategies in 5 local companies merged by international financial groups, we could clearly to see that how those corporations conducted communication, employee retention, benefits, and relevant human resources strategies in M&A. The human resources activities in the organization could be conducted well only if there are proper human resources strategies. The competitiveness of a corporation will be reduced if there are no human resources strategies or to implement business strategies without considering factors of human resources. Human resources strategies play an important role in M&A integration from the study of these 5 companies, and they do effect future development of the organization after M&A.

The purpose of this study was to examine workforce characteristics of RDs in Ontario from 2003-2009. Descriptive statistics were used to determine: (1) What does the profession of dietetics look like? (2) What are the employment transition trends of RDs? Data analysis revealed two themes: (1) Succession planning for mid-career RDs- what are the priorities? (2) The shift to the community- who is paying the moving costs? Findings indicate the workforce of RDs aged 40-59 years has declined; these RDs represent the smallest proportion of the workforce with graduate-level education. There has been a shift of RDs out of government and public health settings into LTC/CCAC‟s and FHTs. Results indicate that while hospitals are the most attractive work setting, there are few RDs in the FSAD practice area. Recommendations include development of retention strategies for mid-career RDs and increasing understandings of RD workforce transition trends for future HHR planning. / UOIT

HR-området har på senare år genomgått en förändring som inneburit en ökad strategisk och värdeskapande roll, vilket ökar betydelsen av HR:s plats i ledningsarbete. Samtidigt som detta skett har vikten av fler kvinnor i ledningsarbete och styrelser blivit ett allt mer omdiskuterat ämne i dagens samhälle och i media. Då HR är en kvinnodominerad profession innebär deras plats i ledningar för det mesta att en kvinnlig chef träder in i en oftast mansdominerad ledningsgrupp. Detta tar HR och kvinnorna ett steg närmare makten. Men hur stort inflytande har dessa kvinnor i ledningen egentligen? Syftet med denna studie har varit att undersöka ledningsplatsens betydelse för upplevt inflytande i organisationen. Studien har undersökt ifall kvinnliga HR-chefer anser att en plats iorganisationens ledning är en förutsättning för inflytande, samt hur eventuella könsmaktsordningar påverkar deras upplevelse av den egna auktoriteten i ledningen. Studien bygger på sex kvalitativa intervjuer med kvinnliga HR-chefer inom arbetslivets olika sektorer. För att få förståelse för de kvinnliga HR-chefernas inflytande i ledningsgruppenanvänds teorier kring makt och könsmaktsordningar som teoretisk begreppsram. Studiens resultat visar att ledningsarbete upplevs som en viktig förutsättning för möjligheten till inflytande i organisationen. Resultatet visar att ledningsarbetet underlättar för att lära känna verksamheten och skapa interna relationer, vilket även det beskrivs som viktiga förutsättningar för inflytande enligt studiens respondenter. De anger även att VD:ns stöd är viktigt för att förmedla HR:arbetets betydelse. Studien visar att könsmaktsordningar inom ledningsgruppen kan försvåra möjligheten till inflytande och utgöra ett hinder för de kvinnliga HR-cheferna. Övriga hinder som identifierats är begränsad ekonomi och en generell HR-omognad inom organisationen.

Investeringar som görs i humankapital kan ses som lönsamma då de kan bidra till konkurrensfördelar, högre resultat och bättre service. Detta kan ske via utbildningar, satsningar i företagshälsovård och arbetsmiljö för att stimulera och behålla personal.  Humankapitalinvesteringar ger utrymme för utvecklingsmöjligheter vilket hjälper företag att verka konkurrenskraftiga i en föränderlig miljö. Dock har det påvisats svårigheter i att mäta effekten av investeringarna. Genom uppföljning i form av undersökningar hos dess intressenter kan företagen få en bättre uppfattning kring investeringens effekt. Då andra faktorer kan ha en inverkan bör företagen utvärdera dessa investeringar inom en rimlig tidsram för att minimera dessa faktorers påverkan. Det är inte enbart företag som påverkar de investeringar som görs utan omvärldens påtryckningar tvingar företag att handla. Investeringar i humankapitalet kan även skapa en motiverande effekt hos de anställda vilket leder till en starkare lojalitet till arbetsgivaren och visar att de bryr sig om sin personal. Om personalen känner en ökad kontroll och uppskattning för sitt arbete kan det leda till en ökad motivation på arbetsplatsen. Det kan också leda till att arbetsgivaren blir mer attraktiv på arbetsmarknaden.

Established service firms acknowledge that successful radical innovations are critical to create substantial customer value by satisfying unmet needs, enhance long-term growth and the flows of idiosyncratic asset stocks that create sustainable competitive advantage. Despite these invaluable advantages, the failure rate of these costly and complex innovation initiatives is high and incremental innovation and imitation behaviour dominates most service industries, especially the financial service industry. Given the importance of services and the low performance records of these projects, it was expected that radical service innovation would be considered as a high research priority. Unfortunately, it was not the case. The central objective of the current research project is to develop a multi-layer (dynamic or evolutionary) conceptual framework for the key capabilities and competences of radical innovation success in the context of the Egyptian banking sector. An analytical, multi-layer conceptual framework was proposed before approaching the empirical study to guide the process of data collection and analysis. This conceptual framework elaborated on the major principles of the competence-based view of the firm. A (retrospective) longitudinal, multi-method, qualitative case study research was designed. Three data collection techniques were used: interviews; documents, and observations. A common framework of data analysis was employed: process narrative strategy; and synthetic strategy. The findings show that key to the success of radical service innovation is a complex set of capabilities and competences. These are: entrepreneurial (resource building) capability, theoretical (second-order) construct; core radical innovation competence, superordinate (third-order) construct; incubation capability, theoretical (third-order) construct; and acceleration capability, theoretical (third order) construct. Moreover, the success/performance of radical innovation is assessed through four categories of constructs. The first category is temporary competitive advantage (TCA), which may be: effectiveness advantage; or efficiency advantage. The second category is sustainable competitive advantage (SCA). The third category is a set of imitation barriers. The fourth category is the superior long-term financial performance. The findings show that the entrepreneurial (resource building) capability is causally linked to the core radical innovation competence, which is causally linked to both the incubation and acceleration capabilities. The findings also show that the incubation capability is causally linked to acceleration capability. The acceleration capability, on the other hand, is causally linked to TCA. The findings also show that the TCA-SCA relationship is contingent, and moderated by imitation barriers. Moreover, the SCA is causally linked to the superior long-term financial performance. Finally, the superior long-term financial performance is causally linked to core radical innovation competence. The current research project contributes to several streams of the literature in four main ways. First, it develops a process model for a radical service innovation project, from its inception to introduction. This model is developed based on a radical innovation at the national level: the National Program for Vehicle Replacement (NPVR), which is seen as success story in a developing country. Several national and international banks have played key roles in the incubation and acceleration phases of this program. Second, it delivers a set of original theoretical constructs (manifested by a consistent and comprehensive set of 72 first-order latent factors), and the propositions linking these theoretical constructs. Third, it identifies 13 criticisms for one of the most widely adopted theory within the (entrepreneurship, innovation, and strategic management) literature, the resource-based view (RBV) of the firm. Finally, it reinforces one of the least employed research methodologies, longitudinal qualitative research based on process data.