This study investigated the current practices of strategic human resources planning (SHRP) at large industrial and service companies in the United States and compared these practices with Walker's Four Stages of Human Resources planning model. The data for this study were collected from 130 industrial companies and 117 service companies listed in Fortune directories of the largest 500 industrial and largest 500 service companies in the United States. The study investigated also the impact of internal and external environmental factors on these companies' practices of SHRP. MANOVA, Factor Analysis, and Percentile Analysis were used as prime statistical methods in this study. Environmental factors studied were found to explain 78 per cent of the variances among large American companies. No significant difference was found between industrial and service companies in their SHRP practices. Significant improvements have taken place in large United States business corporations' practices of SHRP since the introduction of Walker's model (1974). These improvements took place in human resources information systems, forecasting human resource needs, human resource planning and development, and evaluation of SHRP projects, but the improvements were unbalanced. The improvements in corporate-centered SHRP activities were greater than the improvements in employee-centered SHRP activities. The reasons for unbalanced developments were explained and future directions were predicted. The findings of this study were compared to the findings of many recent studies in SHRP fields and future directions of the developments of SHRP were discussed. The conclusions of this study suggested that United States corporations are in need of balanced development in both employee-centered and corporate-centered SHRP. American companies are in need of advanced models to shape their practice in SHRP fields. Walker's model has been evaluated as the best available model. The study showed that mediumsized companies in the United States will benefit from SHRP and that they are able to pay the cost of SHRP projects. Several implications and recommendations for future studies and for business and educational institutions are listed.

Submitted by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2015-04-17T10:45:41Z No. of bitstreams: 1 DISS MP Luciano Moura. 2014.pdf: 12456929 bytes, checksum: 4c323db95b4e904c2baeb5a6cb2cd2e9 (MD5) / Approved for entry into archive by Maria Creuza Silva (mariakreuza@yahoo.com.br) on 2015-04-20T11:01:09Z (GMT) No. of bitstreams: 1 DISS MP Luciano Moura. 2014.pdf: 12456929 bytes, checksum: 4c323db95b4e904c2baeb5a6cb2cd2e9 (MD5) / Made available in DSpace on 2015-04-20T11:01:09Z (GMT). No. of bitstreams: 1 DISS MP Luciano Moura. 2014.pdf: 12456929 bytes, checksum: 4c323db95b4e904c2baeb5a6cb2cd2e9 (MD5) / O estudo analisa a produção científica sobre o planejamento da força de trabalho em saúde no período entre 1964 a 2013, ao tempo em que busca identificar critérios utilizados, métodos e as categorias de trabalhadores da saúde tomadas como objeto de estudos no Brasil. Realizou-se um levantamento de artigos nacionais selecionados nas bases de dados bibliográficas Lilacs e Scielo. Foram incluídos 58 trabalhos, analisados a partir das conjunturas políticas brasileiras em três momentos distintos, 1964 a 1979, 1980 a 1989 e 1990 a 2013. Observa-se uma tendência na utilização dos métodos normativos, iniciadas desde 1964 permanecendo ao longo de todo o período analisado. A centralização política no primeiro momento direcionou a prática do planejamento no setor saúde, com forte viés econômico, influência das organizações internacionais e foco na categoria médica. O momento seguinte, de intensa movimentação e proposta de reformulação das políticas de saúde no país é dada maior nitidez e visibilidade a estruturação da área de Recursos Humanos em Saúde. Nota-se que, embora influenciados pelo pensamento estratégico, o planejamento permaneceu com práticas e métodos normativos, voltados para os profissionais da área de enfermagem, incluindo o nível médio, técnico e universitário. Já o período entre 1990 a 2013, marcado pelo processo de implementação do SUS, caracteriza-se pela influência das políticas neoliberais, com redução do papel do Estado e forte processo de privatizações, levando ao pouco investimento no planejamento da força de trabalho em saúde (PFTS). Mesmo em um contexto preocupado com as questões sociais e de ampliação do acesso aos serviços de saúde, a preocupação com as questões referentes a força de trabalho permaneceram em respostas as discussões inerentes ao mercado de trabalho. Conclui-se que mesmo em diferentes contextos políticos e sociais, o planejamento da força de trabalho permaneceu voltado a responder as questões econômicas e com forte concentração no setor hospitalar.

The thesis focuses on human resources management specifically individual area of personnel activity and their approach in a firm. The first part of this work is focused on theoretical outcome and their precise limitation of the topic. In the second part, there is an analysis of human resources management in a particular firm. At the end of this dissertation there are formulated specific proposals and recommendations for a given corporation.The changes are with regards to personal management, which are based from the practical survey founded on the theoretical findings. All recommendations and suggestions were set in accordance with current state of the company.

This graduation thesis deals with the analysis of an educational system and the development of employees in a chosen company. I have analysed the education and development programme in the company E.ON Česká republika, s.r.o. in České Budějovice. The company E.ON Česká republika, s.r.o. realizes that the education of its employees is one of the most important activities within the firm. The main role in education of employees is the department of Development and Recruitment. The current educational system in the company has four phases. The first phase is an identification of educational needs. The second phase is planning the education of employees. Finally the third phase is a realization of education and the last phase is a classification of education. In a discussion part of this graduation thesis are some suggestions for improvement.