本研究欲達成之主要目的為分析我國國際觀光旅館業人力運用之概況、特性與相關問題，以及勞動條件、人力資源管理實務之現況，以及實踐於個案國際觀光旅館業之情形。 本研究主要以深度訪談法進行，分別針對G酒店、H大飯店以及L大飯店三家國際觀光旅館之人資部門主管人員進行深度訪談。訪談內容包括勞動條件、適用勞基法之情形、人力資源運用與人力資源管理實務，以及產業競爭環境下未來人力資源管理策略等相關議題。 經由相關文獻與深度訪談之分析，本研究發現高基層人力比例、部分工時人員與外包人力等彈性人力資源之運用，均為我國國際觀光旅館業從業人員之特殊結構屬性。另一方面，國際觀光旅館業提供的勞動條件普遍偏低，人力運用方面則重視數量及功能上的彈性運用，人力資源管理實務則於個案旅館中因經營管理型態而稍有差異，而未來國際觀光旅館業的營業擴展趨勢將使人力面臨短缺，而影響人力資源策略的形成。 / It has long been recognized that hotel industry generally suffered from shortage of human resource, relatively high turnover rate, and lower paying, no matter overseas or domestic. However, it is not an astonishing phenomenon for international tourist hotels which highlight the importance of service quality and attitude. Thus, human resource management is a critical element of operating performance in international tourist hotels. The topic for discussion of this research is exploring human resources management practice and relative issues in international tourist hotels in Taiwan. Therefore, analyzing labor conditions, practice of human resources management, as well as present application of human resources of international tourist hotels in Taiwan are subject of this study. The purposes of the research are listed: 1. Discussing the characteristic and profile of the international tourist hotels industry in Taiwan, along with the operation and conduct types, and business situation, such as operating income and cost, occupation rate, average room rate, customer category, and so on. 2. Discussing the general situation of human resources exercises, characteristic, practice, and related issues of international tourist hotels in Taiwan. 3. To dissect business profile and exercises of human resources, labor conditions, and human resource management practice of three case hotels. To implement the purposes, this research was processed by in-depth interview, during May on 2006. The interviewees are all supervisors at human resources department in G hotel, H hotel and L hotel. According to previous findings, issues involved in the questionnaire are labor conditions, manipulation of human resources, practice of human resources management of these three hotels, including recruitment, selection, promotion and merit, training, profile of turnover rate, and the human resource strategy under competitive industry environment in the future. There are three major results of this study. First, to utilize human resources in international tourist hotels, the numerical and functional flexibility are significant to adjust to business requirement. Such as overtime work, part-time worker, and outsourcing labor are common practices. Second, even though international tourist hotel industry applies to Labor Standards Act, labor conditions in international tourist hotel are rather inferior. Third, human resource management practices in the case hotels show kind of similar on system, with their own chain business type.

Dans le cadre de leurs démarches de modernisation, les entreprises tunisiennes sont à la recherche d’un modèle de gestion efficace de leurs Ressources Humaines permettant, au-delà de la flexibilité et des restructurations nécessaires, d’assurer un développement de leurs performances, ainsi qu’une sécurisation des parcours professionnels de leurs salariés. L’hypothèse centrale que nous avons déterminée comme réponse à cette problématique est la suivante : la rénovation de Gestion des Ressources Humaines, par la mise en place d’une politique de développement de l’employabilité, aide les entreprises tunisiennes à faire progresser leur performance sociale et économique et à sécuriser les parcours professionnels de leurs salariés.Les résultats de cette recherche mettent tout d’abord en évidence les principales difficultés de modernisation de Gestion des Ressources Humaines au sein des entreprises tunisiennes (managériales, structurelles, institutionnels et culturelles), puis l’apport de développement de l’employabilité pour la rénovation des pratiques de GRH et à l’accroissement de performances sociales et économiques à moyen et à long terme et, enfin, les conditions nécessaires à l’intégration d’une politique de développement de l’employabilité à la GRH. / As part of their efforts to modernize the Tunisian companies are looking for a model of effective management of their human resources with, beyond restructuring and flexibility necessary to ensure development of their performance and a career security of their employees. The central hypothesis we have determined as a response to this problem is: the renovation of Human Resource Management, for the establishment of a policy of development of employability, with Tunisian companies to advance their performance social and economic security and career paths for their employees.The results of this research are first identified the major challenges of modernizing human resources management in the Tunisian firms (managerial, structural, institutional and cultural) and the provision of employability development for renovation Human Resource Management practices and increasing social and economic performance in the medium and longer term and finally the conditions for the integration of a development policy employability of HRM.

This work presents development of Human Resource Management System based on analysis of modern development trends as well as fundamentals of key functions and data structures of human resource management systems in organizations. Introduced general-purpose model meets the requirements of human resource management systems and fits for the organizations of any size and structure. The system, mentioned above, was designed using ICONIX, Martin-Odell, RUP, XP, UMM methodologies, tested using black and white box techniques and implemented by means of Lotus Notes/Domino SDK . Created software was installed for the trial period at the joint-stock company 'PTI Technologijos'. The conceptual part of the theses represents component interface specification technique capturing control flow rules. It describes a clear process for moving from business requirements to system specification and identifying system behavior rules conditioning interfaces of the system. Proposed model facilitates dealing with the change and substitutability of business rules, what can be achieved only if the system is properly specified. Interface specification technique was used in practice to design the interface between human resource management system and accountancy system.

<p>Broad access to healthcare services is a key factor of human development in any country. The current health care situation in South Africa can be diagnosed as critical. The hospitals are understaffed, over-occupied and the diseases like Human Immunodeficiency Virus (HIV) give health care workers additional challenges. The demand for management skills in the health sector including those for nurse managers is high. A recent World Health Organization (WHO) study of nurses working in maternal health services identified good management as more important than salary, unless the remuneration was dramatically higher. In South Africa, little empirical research exists about the management skills of nurse managers, even though proper management of human resources is vital to achieve better outcomes and access to health care around the world. In South Africa, a greater focus on human resource management in health care and more research is needed to develop new policies that will help to address the skills gap of nurse managers. The object of this research project was to identify the gaps between required and existing management skills of senior nurse managers in South Africa in private and public hospitals. Once identified, this skills gap assessment can be used by employers and policy-makers to define the management education that nurse managers require. The research is based on a survey of nurse managers in private and public hospitals using a questionnaire. The survey instrument was based on prior research of hospital managers&rsquo / competencies in South Africa, and a review of the related theoretical literature.</p>

Der vorliegende Bericht enthält die Ergebnisse einer Befragung von 648 deutschen Unternehmen, die im Sommer 2014 an einer Onlinestudie zum Umgang mit dem demografischer Wandel teilgenommen haben. Im Fokus der Studie stehen die Fragen, wie Unternehmen die demografische Entwicklung wahrnehmen und welche demografiespezifischen Instrumente des Personal- und Organisationsmanagements sie nutzen. Unsere Ergebnisse zeigen, dass der demografische Wandel und seine Folgen (Fachkräftemangel und der Alterung der Belegschaft) von den Befragten als große Herausforderung bewertet werden. Die Unternehmen nutzen auch bereits Instrumente und Methoden des Demografiemanagements, insbesondere aus dem Bereich der beruflichen Qualifizierung/Personalentwicklung sowie Personal- und Altersstrukturanalyse. Weit weniger häufig kommen Instrumente aus dem Bereich Wissensmanagement sowie alterns- und altersgerechter Arbeitsgestaltung in den Unternehmen zur Anwendung. Des Weiteren zeigt sich, dass diejenigen Unternehmen besonders intensiv Instrumente des Demografiemanagements nutzen sowie die eigene Bewältigungsfähigkeit des demografischen Wandels als gut einschätzen, deren Personalmanagement strategisch ausgerichtet und reflexiv ist. Insgesamt besteht bei den Unternehmen deutliches Potenzial in der Etablierung eines demografieadäquaten Personal- und Organisationsmanagement. Der Bericht beschreibt Hintergrund und Ablauf der Studie und stellt ausführlich die Ergebnisse der deskriptiven Datenanalyse dar. Darüber hinaus werden Handlungsempfehlungen für die betriebliche Praxis abgeleitet. / This paper presents the results of a survey of 648 German companies that participated in an online survey in summer 2014. The study focuses on how companies perceive demographic trends, how they react on it and which specific HRM-instruments are used to deal with it. Our results show that demographic change and its consequences (lack of skilled labor and workforce aging) are perceived by respondents as a major challenge. Most companies already use some common instruments and methods for managing demographic change, especially in the field of apprenticeship, training and human resource development and the analysis of personnel and age structure of the companies. Instruments in the field of knowledge management as well as methods regarding age-friendly job design are far less used. Furthermore, we can show that the more strategic and reflexive companies´ HRM practices are; the more intensive is the use of tools dealing with demographic changes. Overall, the companies do have sufficient potential in establishing HRM practices that meet demographic challenges. This paper describes the background and process of the study and presents in detail the results of the descriptive data analysis. In addition, recommendations for companies are derived.

Introduction: HR departments have been developed to take care of the organizations most important resource: the human being. HR as a function has however faced criticism claiming that the function does not entail any value to organizations. The rest of the organization often have a hard time understanding what HR’s daily work means and thereof not having a clear image of the function’s purpose or the function’s role in the organization   Aim: The purpose of this study is to describe the relationship between the organization's view of the HR department (image) and the HR department's image of themselves (identity) in order to create a greater understanding of how the HR function successfully can be a well-functioning resource in an organization's overall business.   Methodology: The study was conducted in the form of a case study. We have approached the issues by taking different perspective into account, which includes HR, managers and employees. The research has a qualitative research strategy with an abductive approach where data collection is done through qualitative interviews   Results: The study has resulted in different perceptions of what HR's identity is, and different perceptions of what HR's image is. Depending on which work group who answered, we also got different answers on what the HR function’s identity and image is. Although the images are different, the results shows that the HR function is actually needed and the function is proving to be useful, but it can be more useful to the organization in general. The study's contribution to the theory is a model that shows the potential enhancement to give HR more space in the business. / Inledning: HR-avdelningar har växt fram för att ta hand om organisationers viktigaste resurs, nämligen människan. HR som funktion har dock fått möta kritik som hävdar att funktionen inte medför något mervärde till organisationer. Det beror ofta på att övriga organisationen inte förstår vad HRs dagliga arbete och därav inte har någon klar bild över funktionens syfte och roll i organisationen.    Syfte: Syftet för studien är att beskriva relationen mellan organisationens bild av HR-avdelningen (image) och HR-avdelningens bild av sig själva (identitet) för att därigenom skapa en större förståelse för hur HR-funktionen på ett framgångsrikt sätt kan vara en väl fungerande resurs i en organisations övergripande verksamhet.   Metod: Studien har genomförts i form av en fallstudie. Vi har närmat oss frågeställningarna genom att ta hänsyn till olika perspektiv som innefattar HR, chefer och medarbetare. Forskningen har en kvalitativ forskningsstrategi med en abduktiv ansats där datainsamling sker genom kvalitativa intervjuer.   Resultat: Studien har resulterat i olika uppfattningar kring vad HRs identitet är, samt olika uppfattningar kring vad HRs image är. Beroende på vilken arbetsgrupp som svarat har vi också fått olika svar på vad HR-funktionen identitet och image är. Trots att bilderna skiljer sig åt visar resultatet på att HR-funktionen faktiskt är nödvändig och att den uppfyller en nytta, men att den absolut kan bli mer användbar för organisationen i övrigt. Studiens bidrag till teorin är en modell som visar på en potentiell förbättring för att ge HR mer utrymme i verksamheten.

In der wissenschaftlichen Literatur des Human Resource Managements wird viel über normative Empfehlungen bzw. Best Practices für die Organisationspraxis diskutiert. Dabei sind nicht nur die Empfehlungen an sich und deren Erfolgsbeiträge, sondern auch deren Universalität nie ganz unbestritten. Neben der meist theoretisch geführten Diskussion stellt sich die Frage, ob die wissenschaftliche Erkenntnis entgegen allen Barrieren in der Praxis überhaupt umgesetzt wird. Zu diesem Zweck soll das Forschungsvorhaben mittels einer komparativen Untersuchung prüfen, in welchem Ausmaß ausgewählte Best Practices entgegen Widerständen in den einzelnen europäischen Staaten und Branchen (bzw. Branchencluster) angewandt werden. Der Frage nach den Erfolgsbeiträgen dieser Best Practices will das Forschungsvorhaben nachgehen, indem es die Unternehmen, die zu einem hohen Grad den Empfehlungen folgen, unter gleichen Rahmenbedingungen mit anderen Unternehmen anhand ihrer Selbsteinschätzung bezüglich verschiedener Erfolgskriterien vergleicht. Abschließend soll geprüft werden, ob staatliche oder sektorale Einflussfaktoren die Anwendung von Human Resource Management-Praktiken in Unternehmen befördern oder hemmen. Dabei wird untersucht, inwieweit sich die ausgewählten Länder und Branchen in Richtung der Handlungsempfehlungen entwickeln und ob es innerhalb von Ländern oder von Branchen zur Isomorphie in der Anwendung von Human Resource Management-Praktiken kommt. Die Beobachtung von Isomorphie erfolgt durch die Untersuchung der Entwicklung auf finale Konvergenz. (Autorenref.)

The primary goal of this study was to identify key success factors for the management of a conference centre in South Africa. This goal was achieved by firstly portraying an overview of the conference industry in South Africa. Secondly, a literature study was conducted in order to determine the aspects in the literature that are regarded as of vital importance in managing a conference centre. Thirdly, the results of the empirical research were discussed. Lastly, conclusions were drawn from the research and recommendations were made with regard to further research. From the literature study, aspects of strategic management, financial management, marketing management, human resource management and management of operational aspects were identified as being important in the management of a conference centre. These aspects were used to compile a questionnaire. The objective of the questionnaire was to measure the importance that conference centre managers attach to the identified elements. Questionnaires were e-mailed to 250 conference centres. A total of 100 questionnaires were received back. The study population consisted of a database as compiled by the researcher from the Direct Access Conference Handbook (2004) and the Africa Conference Directory (2006/7). Questionnaires were also handed out personally to exhibitors at the INDABA Tourism Exhibition (2006). From the responses to the questionnaire it can be deduced that conference centre managers regard the aspects of strategic management, financial management, marketing management, human resource management and management of operational details as important to very important. A factor analysis was done to determine the key success factors in managing a conference centre. The following factors were identified, namely to: • Provide a conference centre with a functional layout and the correct variety of activities; • perform marketing management; • ensure that operational aspects are in place; • do proper planning; • provide an attractive venue and conduct a post-conference evaluation; and • perform human resource management. Conference centre managers have to apply the above-mentioned key success factors to ensure that the conference centre is successful over the longterm. / Thesis (M.A. (Tourism))--North-West University, Potchefstroom Campus, 2007.

Presently, within the human resource management (HRM) genre and including the construction management discipline, the identification and development of appropriate performance measures is seen as the only viable means for validating and engendering managerial excellence. There is also a growing awareness that appropriate predictive modelling practices can help engender the identification and development of these measures. Against the background that project-based sectors of the construction industry in developing countries need to adopt a proactive approach towards recognising and embedding performance measures in HRM practices, this thesis addresses the development of a model for predicting the performance of project managers (PMs) in mass house building projects (MHBPs) in Ghana. A literature review of the significance of performance measures in the HRM genre is first presented including an evaluation of the methodologies for measuring the performance of PMs. This is followed by a review of research and development in the management of human resources in the construction industry in developing countries including Ghana. Informed by the literature, an appropriate theoretical framework is adopted which draws on the organisational psychology theory of job performance, the conventional wisdom in project success criteria and an emerging framework of project lifecycle. Subsequently, a competency-based multidimensional conceptual model is developed. The conceptual model reflects both the elements of performance behaviours and outcomes in predicting the performance of PMs at the conceptual, design, tender, procurement, construction and operational phases of the project lifecycle. Adopting positivism as an appropriate research paradigm, structured questionnaire survey is used to elicit the relevant data from property developers in Ghana for the construction phase of the project lifecycle. Subsequently the data is analysed using one-sample t-test, factor analysis and multiple regression analysis (stepwise). From a broad range of competency-based measures used as independent variables, it is found that, the best predictors of the PMs’ performance at the “construction phase” of MHBPs are: job knowledge in site layout techniques for repetitive construction works; dedication in helping works contractors to achieve works programme; job knowledge of appropriate technology transfer for repetitive construction works; effective time management practices on the house-units; ability to provide effective solution to conflicts while maintaining good relationships; ease with which the PM is approachable by works contractors; and volunteering to help works contractors solve personal problems. These independent variables explained 74.4% of the variance in the model (at p < 0.0005). Validation of the model confirmed its goodness of fit and hence predictive accuracy. The findings suggest that at the construction phase of MHBPs, PMs who exhibit these behavioural competencies are likely to achieve higher levels of performance. Accordingly, PMs who aspire to achieve better managerial performance outcome on MHBPs should strive towards developing and improving these competencies. It is contended that the developed model could be used by property developers for the selection and recruitment of potential PMs and also for developing appropriate training requirements towards best practice improvement in the implementation of MHBPs. While the study focuses on Ghana, there is the potential for the model to be adopted for use by other developing countries towards the advancement of improved HRM activities in project management practice.

A pervasive critique argues that the educational and social background of senior managers, determined largely by recruitment policies and practices, was an important contributor to the relative economic decline of Britain. The current thesis argues that this critique, even in nuanced form, suffers from serious flaws. For example, long term results of recruitment are confused with information on recruitment processes. In fact, corporate performance can only be judged by understanding the challenges that faced companies, and the limits of the options available to them. The objective of the work, then, is to outline the steps sensible recruiters should have taken to secure their needs for bright young entrants, and to describe and measure what in fact happened. Key findings are that: the criteria used by companies to define high-flier entrants – intelligence, certain personal skills, and signs of character - have remained fundamentally unchanged even if emphasis has moved. Business pursued these attributes through proxies, the most important of which was that of educational qualifications. Business was rightly slow, until the 1950s, to recruit graduate entrants because most bright young people did not attend university. Although British peculiarity in terms of non-vocationalism has been exaggerated, a lesser focus on ‘relevant’ qualifications for non-technical positions was not an economic disadvantage. Proxies for personal qualities were less robust but, over time, were replaced by better direct measurement of individual qualities. The solution found in Britain to bring educated young people together with employers through regional and national recruitment institutions, including the graduate milkround, has proven highly successful. The selection of entrants has been approached at least as well as abroad, and notably unreliable tools were avoided. Business obtained an ever growing proportion of young talent, and did so by integrating educated young people from new social strata to an extent unmatched abroad.