The major of this study is to examine human resource professionals¡¦ competencies in car manufacturing industry and identify their affectability.This study perceived 20 competencies in four domains: strategic human resource expertise, general human resource functional expertise, self-development and support & service for employee to examine their importance through the Analytical Hierarchy Process, AHP.The results of this study indicate that the HRM expert of car manufacturing industry weighting the strategic human resource expertise with 51.1% related to the other three domains, general human resource functional expertise with 21.8%, self-development 10.5% and weighting support & service for employee for 16.7%.The result emphasizes the importance of strategic human resource expertise and the general human resource functional expertise follows. The HRM competencies in Taiwan are still ranged in training and development of employee, usage of HRM information system, performance review and compensations & benefits. But the experts reach the common consensus that the strategic human resource expertise will be the most important competency for the requirement as the circumstance changing.

Personalvetarprogrammet läses under tre år, studier visar dock att kunskapen som studenter får med sig när de är klara på många sätt är otillräcklig på dagens arbetsmarknad. Syftet med denna studie är att bidra med kunskap kring hur nyutexaminerade personalvetare ser på den kunskap som förvärvats genom utbildningen och i arbetslivet, samt vilken roll deras arbetsgivare spelat i detta. För att finna information om detta genomfördes åtta semi-strukturerade intervjuer med alumner som läst program med inriktning mot personal- och arbetslivsfrågor vid Uppsala universitet. För att generera kunskap om alumnernas upplevelse har vi använt Wengers (1998) teori om lärande, Communities of Practice och vi har kompletterat denna teori med Lundmarks (1998) kompetensblomma samt Olofssons (2012) utbildningskontrakt. Genom en tematisk analys har studiens tre frågeställningar besvarats. Studiens resultat visar att praktiska kurser är det som respondenterna främst tog med sig från universitet. Resultatet visar även att synen på viktig kunskap är relativt intakt, men att betydelsen av det som ansågs som viktig under studietiden, fick en ökad betydelse när de började arbeta efter uttagen examen. Arbetsgivaren spelar en stor roll i att fylla de kunskapsluckor som finns hos nyutexaminerade personalvetare, men upplevelsen skiljer sig beroende om en person har börjat arbeta på sitt nuvarande företag efter examen eller om personen under studietiden arbetade deltid på företaget, för att sedan påbörja en heltidstjänst efter examen. / The Bachelor's degree in Human Resources (HR) is a three-year program. Studies show that the knowledge that students possess when they have completed is insufficient in numerous of ways in today's labor market. The purpose of this research is to gain information about newly graduated Human Resource professionals view regarding the knowledge received at University and at work, and what role their employer played in this. To gain information eight semi-structured interviews were conducted with alumnis from Uppsala University who has studied the program with focus on HR. To gain knowledge about their experience we have used Wenger's (1998) theory about learning, Communities of Practice and we have extended this theory with Lundmark's (1998) competence flower and Olofsson's (2012) education contract. Through thematic analysis the study's three main questions have been answered. The outcomes show that practical courses are what respondents mainly brought with them from the university. The result also shows that the view of important knowledge is relatively intact, but when they started working after graduation they understood the importance about this knowledge. Employers plays a major role in filling the knowledge gaps that exist for newly graduated HR-professionals. The experience differs depending on whether a person started working at its current company after graduation or if the person worked part-time at the company during the study, and began a full-time job after graduation.

The Family and Medical Leave Act (FMLA) has had significant influence on both for-profit and nonprofit employers since it was enacted in 1993. Because nonprofit organizations often have more limited resources than for-profit organizations, implementing family and medical leave policy mandates can be problematic. Arts-related nonprofit organizations often have even fewer resources available yet must still ensure legal compliance and market competitiveness while continuing to focus on meeting their missions. Even if a smaller nonprofit organization is not subject to the FMLA, it is subject to other federal, state, and local employment laws, and the organization must decide whether to offer unpaid or paid family and medical leave, perhaps styled after the FMLA. The purpose of this qualitative study was to understand how those who conduct human resource functions in nonprofit arts organizations would perceive governmental prompting toward providing FMLA and paid leave in relation to their ability to meet their missions. This question was explored through the lens of nudge theory and involved interviews with nine HR professionals from nonprofit arts organizations. Data were analyzed using Bazeley and Jackson's bucket coding and Yin's explanation building processes. The results of the study indicated that HR professionals perceived little to no effects of the FMLA on their nonprofit arts organizations' ability to meet their missions. The social change implications of this study involve providing insights to policymakers that could inform decisions about family and medical leave mandates or nudges toward a desired outcome regarding these leaves of absence in the nonprofit sector.

Magister Commercii (Industrial Psychology) - MCom(IPS) / The South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.

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