Dagens arbetsmarknad kännetecknas av ständig rörlighet av arbetskraft och en generationsväxling som under de närmsta åren kommer att påverka efterfrågan på arbetskraft. Under sådana omständigheter är det viktigt att säkra att de kompetenser som organisationers medarbetare innehar stannar kvar även om enskilda medarbetare väljer att lämna organisationen. För att säkra dessa kompetenser var kompetensöverföring en central fråga att arbeta med. Svensk sjukvård är inget undantag från denna verklighet, utan är i stort behov av att attrahera nya och kompetenta medarbetare. För att säkra att nya medarbetare får den kompetens som behövs för organisationens verksamheter, är individuella och organisatoriska villkor för kompetensöverföring under inskolning varit viktiga faktorer. Vi har studerat medarbetares upplevelser av vad som villkorar kompetensöverföring under inskolningsprocessen på Norrlands universitetssjukhus. Utifrån tidigare forskning har vi definierat begreppet kompetens genom faktorerna motivation, kunskap, färdigheter, erfarenheter, nätverk och värderingar. Dessa har utgjort grunden för genomförandet av denna studie. Vidare har strukturer som HR-strategier, handledar- och mentorskap samt inskolning identifierats. Strukturerna har studerats ur perspektivet att dessa utgör villkor för hur kompetensöverföring genom inskolning kan ske. Resultaten av studien visade på att alla ovan beskrivna villkor påverkade hur kompetensöverföring sker. Samtliga deltagare upplevde även att kompetensöverföring genom inskolning är ett område som bör ges stort fokus i syfte att säkerställa god och hög kvalité så väl ur medarbetar- som medborgarperspektiv.

The 21st Century is a highly competitive era. More and more international business realize that only by developing new products unceasingly can they enjoy the extra profits in the international market, and maintain the constant competitive superiority. Hence, the formation and accumulation of organizational innovative capabilities (OIC) are especially meaningful for international business. The research is of the opinion that most of the innovative activities take place in the R&D department. The R&D people are the crucial roles of producing extra OIC. Therefore, they have great relationship with the R&D department's adopting the innovative human resource strategies, elevating the degree of organizational commitment, and creating OIC. In the process of the innovative activities, how to eliminate the obstacles of innovation is the key successful factor of assuring innovation, and it depends on the highly efficient innovative management. The research took the three dimensions of "Innovative Organizational Culture" "Innovative Organizational Reengineering" and "Innovative Organizational Learning" as the focal points of the R&D human resource strategies for international business in order to test and verify if it has the influence on OIC's producing and accumulating. Moreover, "Innovative Management" was manipulated as the conditional variables and conducted into the above-mentioned research model to prove if it has the obvious influence on the research model. The result of actual demonstration manifested that: (1) When a firm adopts "Innovative Organizational Culture" as the focal point of the R&D human resource strategies, it has the conspicuous influence on OIC's producing and accumulating. It shows that the R&D people attach importance to the organizational cultural contents that can mold the innovative atmosphere and environment, and inspire the innovative activities. Besides, it has the obvious influence on the research model after conducting the highly efficient conditional variables of "Innovative Management." (2) When a firm adopts "Innovative Organizational Learning" as the focal point of the R&D human resource strategies, it has the same favorable result on OIC just like the previous item (1). It also has the obvious influence on the research model after conducting in the highly efficient conditional variables of "Innovative Management." In short, it shows the good innovative management can efficiently eliminate the factors that obstruct the innovation in the firm, either is beneficial for the formation of the creative learning in the firm.

No campo da gestão estratégica de pessoas, uma preocupação que está em evidência é a investigação de variáveis mediadoras da relação entre gestão estratégica de pessoas e desempenho organizacional. Para desvendar as etapas intermediárias do processo de geração de resultados da gestão estratégica de pessoas, pesquisas anteriores sugerem a análise de fatores no nível organizacional, a exemplo das capacidades organizacionais. Nesse contexto, o objetivo geral desta pesquisa foi estabelecer relações entre as configurações de estratégias de gestão de pessoas, as capacidades organizacionais e o desempenho organizacional dos meios de hospedagem do Nordeste brasileiro, oferecendo subsídios para a gestão eficaz dos empreendimentos e para a maximização de resultados no setor. Foi desenvolvido um estudo descritivo e relacional, de abordagem quantitativa. Foram aplicados questionários a 151 gestores de meios de hospedagem localizados nos dois principais destinos turísticos de quatro estados do Nordeste do Brasil, a saber: Salvador/BA, Porto Seguro/BA, Fortaleza/CE, Canoa Quebrada/CE, Recife/PE, Porto de Galinhas/PE, Natal/RN e Pipa/RN. As estratégias de gestão de pessoas foram avaliadas segundo o Modelo de Valores Competitivos de Cameron e Quinn (2006). As capacidades organizacionais foram investigadas a partir do modelo de múltiplos papéis de Ulrich (1998; 2000). O desempenho organizacional foi avaliado com o uso de indicadores adotados por pesquisas anteriores: taxa de ocupação hoteleira, valor da diária média, desempenho financeiro, produtividade do trabalho e qualidade dos serviços. Os dados foram analisados por meio da aplicação de diversas técnicas estatísticas adequadas às características dos dados e aos objetivos do estudo. Os resultados revelam que existe um razoável equilíbrio na implementação das diversas configurações do Modelo de Valores Competitivos. Entretanto, percebe-se uma tendência de que os hotéis conseguem implementar melhor as estratégias de gestão de pessoas que apresentam enfoque organizacional orientado para o ambiente interno e implementar menos as estratégias voltadas para o ambiente externo. Também se verificou uma tendência entre os meios de hospedagem de conseguirem desenvolver melhor as capacidades organizacionais orientadas para o cotidiano e para o nível operacional e de enfrentarem maiores dificuldades para desenvolver as capacidades organizacionais orientadas para o futuro e para o nível estratégico. As relações encontradas confirmam a sobreposição proposta por Cameron e Quinn (2006) entre as estratégias de gestão de pessoas do Modelo de Valores Competitivos e as capacidades organizacionais do modelo de múltiplos papéis de Ulrich (1998) e revelam outras associações concomitantes e complementares. Essas múltiplas relações identificadas corroboram a perspectiva configuracional ao sugerirem a existência de modelos híbridos, em que sejam contemplados elementos dos quatro modelos de gestão de pessoas analisados nesta pesquisa, buscando uma combinação sinérgica entre eles para maximizar e usufruir dos benefícios que cada um é capaz de proporcionar. Apenas duas capacidades organizacionais exercem influência direta sobre o desempenho organizacional, ambas voltadas para as atividades de administração de pessoal, apresentando maior ênfase sobre as pessoas e traduzindo maior flexibilidade. Por outro lado, análises complementares atestaram que os hotéis que conseguem desenvolver as quatro capacidades organizacionais de forma conjunta e equilibrada alcançam um desempenho superior, confirmando assim a noção de equilíbrio defendida pelos autores de ambos os modelos. As constatações permitiram ampliar a compreensão sobre as relações entre as estratégias de gestão de pessoas e o desempenho organizacional, inserindo as capacidades organizacionais como variável mediadora. / In the field of strategic human resource management there is evident concern with investigation into variables that intercede in the relationship between strategic human resource management and organizational performance. In order de clarify the intermediate steps in the process of generating results of strategic human resource management, earlier research suggests an analysis of factors at the organizational level, an example being organizational capabilities. Within this context, the general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector in the Brazilian Northeast, offering support for the management efficacy of these business undertakings and for the maximization of results in the sector. A descriptive and relational study, with a quantitative approach, was designed. One hundred and fifty-one questionnaires were applied to managers of hotels located in the two principal tourism destinations of four states in the Northeast Region of Brazil: Salvador, BA, Porto Seguro, BA, Fortaleza, CE, Canoa Quebrada, CE, Recife, PE, Porto de Galinhas, PE, Natal, RN and Pipa, RN. Human resource strategies were evaluated according to Cameron\'s and Quinn\'s (2006) Competitive Values Model. Organizational capabilities were investigated by way of Ulrich\'s (1998, 2000) Multiple Roles Model. Organizational performance was measure by use of indicators adopted from earlier research: hotel occupation rate, average value of daily rates, financial performance, labor productivity and service quality. Data were analyzed through the application of diverse statistical techniques consistent with the characteristics of the data and research objectives. The results reveal that there exists a reasonable equilibrium in the implementation of the diverse configurations of the Competing Values Model. However, a tendency to be more able to put into practice human resource strategies that present an organizational focus oriented toward the internal environment and to a lesser implementation of strategies directed toward the external environment was perceived. Also, a tendency was verified, among the hotels, to be more able to develop organizational capabilities orientated toward the day-to-day and for the operational level and to encounter greater difficulties in developing organizational capabilities directed toward the future and for the strategic level. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006) between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich\'s (1998) Multiple Roles Model and reveal other concomitant and complementary associations. The multiple relationships identified in the study lend support to a configurational perspective that suggest the existence of hybrid models, in which elements of the four models of human resource management analyzed here are contemplated, in the search for a synergetic combination among the models in order to maximize and take advantage of the benefits that each model is capable of providing. Only two of the organizational capabilities exercise direct influence over organizational performance, both focused upon personnel administration activities, presenting greater emphasis on people and translating into greater flexibility. On the other hand, complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a jointly and equilibrated form, manage to reach higher performance, thus confirming the notion of equilibrium defended by the authors of both models. The findings permit a comprehension and amplification of the relationships between human resource strategies and organizational performance, inserting organizational capabilities as a mediating variable.

No campo da gestão estratégica de pessoas, uma preocupação que está em evidência é a investigação de variáveis mediadoras da relação entre gestão estratégica de pessoas e desempenho organizacional. Para desvendar as etapas intermediárias do processo de geração de resultados da gestão estratégica de pessoas, pesquisas anteriores sugerem a análise de fatores no nível organizacional, a exemplo das capacidades organizacionais. Nesse contexto, o objetivo geral desta pesquisa foi estabelecer relações entre as configurações de estratégias de gestão de pessoas, as capacidades organizacionais e o desempenho organizacional dos meios de hospedagem do Nordeste brasileiro, oferecendo subsídios para a gestão eficaz dos empreendimentos e para a maximização de resultados no setor. Foi desenvolvido um estudo descritivo e relacional, de abordagem quantitativa. Foram aplicados questionários a 151 gestores de meios de hospedagem localizados nos dois principais destinos turísticos de quatro estados do Nordeste do Brasil, a saber: Salvador/BA, Porto Seguro/BA, Fortaleza/CE, Canoa Quebrada/CE, Recife/PE, Porto de Galinhas/PE, Natal/RN e Pipa/RN. As estratégias de gestão de pessoas foram avaliadas segundo o Modelo de Valores Competitivos de Cameron e Quinn (2006). As capacidades organizacionais foram investigadas a partir do modelo de múltiplos papéis de Ulrich (1998; 2000). O desempenho organizacional foi avaliado com o uso de indicadores adotados por pesquisas anteriores: taxa de ocupação hoteleira, valor da diária média, desempenho financeiro, produtividade do trabalho e qualidade dos serviços. Os dados foram analisados por meio da aplicação de diversas técnicas estatísticas adequadas às características dos dados e aos objetivos do estudo. Os resultados revelam que existe um razoável equilíbrio na implementação das diversas configurações do Modelo de Valores Competitivos. Entretanto, percebe-se uma tendência de que os hotéis conseguem implementar melhor as estratégias de gestão de pessoas que apresentam enfoque organizacional orientado para o ambiente interno e implementar menos as estratégias voltadas para o ambiente externo. Também se verificou uma tendência entre os meios de hospedagem de conseguirem desenvolver melhor as capacidades organizacionais orientadas para o cotidiano e para o nível operacional e de enfrentarem maiores dificuldades para desenvolver as capacidades organizacionais orientadas para o futuro e para o nível estratégico. As relações encontradas confirmam a sobreposição proposta por Cameron e Quinn (2006) entre as estratégias de gestão de pessoas do Modelo de Valores Competitivos e as capacidades organizacionais do modelo de múltiplos papéis de Ulrich (1998) e revelam outras associações concomitantes e complementares. Essas múltiplas relações identificadas corroboram a perspectiva configuracional ao sugerirem a existência de modelos híbridos, em que sejam contemplados elementos dos quatro modelos de gestão de pessoas analisados nesta pesquisa, buscando uma combinação sinérgica entre eles para maximizar e usufruir dos benefícios que cada um é capaz de proporcionar. Apenas duas capacidades organizacionais exercem influência direta sobre o desempenho organizacional, ambas voltadas para as atividades de administração de pessoal, apresentando maior ênfase sobre as pessoas e traduzindo maior flexibilidade. Por outro lado, análises complementares atestaram que os hotéis que conseguem desenvolver as quatro capacidades organizacionais de forma conjunta e equilibrada alcançam um desempenho superior, confirmando assim a noção de equilíbrio defendida pelos autores de ambos os modelos. As constatações permitiram ampliar a compreensão sobre as relações entre as estratégias de gestão de pessoas e o desempenho organizacional, inserindo as capacidades organizacionais como variável mediadora. / In the field of strategic human resource management there is evident concern with investigation into variables that intercede in the relationship between strategic human resource management and organizational performance. In order de clarify the intermediate steps in the process of generating results of strategic human resource management, earlier research suggests an analysis of factors at the organizational level, an example being organizational capabilities. Within this context, the general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector in the Brazilian Northeast, offering support for the management efficacy of these business undertakings and for the maximization of results in the sector. A descriptive and relational study, with a quantitative approach, was designed. One hundred and fifty-one questionnaires were applied to managers of hotels located in the two principal tourism destinations of four states in the Northeast Region of Brazil: Salvador, BA, Porto Seguro, BA, Fortaleza, CE, Canoa Quebrada, CE, Recife, PE, Porto de Galinhas, PE, Natal, RN and Pipa, RN. Human resource strategies were evaluated according to Cameron\'s and Quinn\'s (2006) Competitive Values Model. Organizational capabilities were investigated by way of Ulrich\'s (1998, 2000) Multiple Roles Model. Organizational performance was measure by use of indicators adopted from earlier research: hotel occupation rate, average value of daily rates, financial performance, labor productivity and service quality. Data were analyzed through the application of diverse statistical techniques consistent with the characteristics of the data and research objectives. The results reveal that there exists a reasonable equilibrium in the implementation of the diverse configurations of the Competing Values Model. However, a tendency to be more able to put into practice human resource strategies that present an organizational focus oriented toward the internal environment and to a lesser implementation of strategies directed toward the external environment was perceived. Also, a tendency was verified, among the hotels, to be more able to develop organizational capabilities orientated toward the day-to-day and for the operational level and to encounter greater difficulties in developing organizational capabilities directed toward the future and for the strategic level. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006) between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich\'s (1998) Multiple Roles Model and reveal other concomitant and complementary associations. The multiple relationships identified in the study lend support to a configurational perspective that suggest the existence of hybrid models, in which elements of the four models of human resource management analyzed here are contemplated, in the search for a synergetic combination among the models in order to maximize and take advantage of the benefits that each model is capable of providing. Only two of the organizational capabilities exercise direct influence over organizational performance, both focused upon personnel administration activities, presenting greater emphasis on people and translating into greater flexibility. On the other hand, complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a jointly and equilibrated form, manage to reach higher performance, thus confirming the notion of equilibrium defended by the authors of both models. The findings permit a comprehension and amplification of the relationships between human resource strategies and organizational performance, inserting organizational capabilities as a mediating variable.

The Blue Bulls Rugby Referees’ Society has experienced difficulty identifying the competencies required for individuals to become successful referees at national and international levels. The purpose of this study, therefore, is to identify the generic competencies required by a referee to become successful at the highest level. Competencies therefore, according to this study, are a prerequisite for successful rugby union refereeing. The two main research strategies used are the quantitative and qualitative research methods. In this study quantitative research is predominant, but qualitative research was also used to identify the competencies employed in the questionnaires. Interviews were conducted with the management of the Blue Bulls Rugby Referees’ Society, and with the players to gather input based upon their knowledge. Interviews with approximately ten senior coaches were also conducted to obtain their views. The information gathered from these interviews, together with personal experience and inputs from De Beer (2003: unpublished interview) were utilised to draw up a list of competencies. In this study survey research was used, using the Delphi technique to determine what the Blue Bulls referees’ opinions are about the required competencies of a successful referee, and to ensure that important competencies were not excluded. The Blue Bulls referees’ inputs were incorporated and a final questionnaire compiled. This questionnaire consisted of 36 competencies, which could be rated on a 5 point Likert scale. The total population for the study was 223, with 181 referees and 42 Currie Cup players. A weighted competency index was determined from these responses and the ten most important generic competencies, required to be a successful referee, from these responses are: Objectivity / Impartiality (being able to treat both sides the same) Consistency (consistency in the way rules are applied during a match) Concentration / Focus (ability to stay focused during a match and not allow the mind to fluctuate) Honesty / Integrity (the ability to be honest with players, on and off the field) Commitment (dedication to do the best when preparing for games, know the rules, and always giving the best when refereeing a match) Judgement (ability to evaluate and judge situations during a match correctly) Fitness (fitness in terms of physical ability to keep up with play during a match) Trustworthiness (ability to make the players trust you and know that you will apply the laws consistently and fairly) Decisiveness (ability to reach quick and firm decisions) Composure (to be calm during difficult situations) / Dissertation (MCom(Human Resources Management))--University of Pretoria, 2003. / Human Resource Management / unrestricted

Research shows that due to a lack of strategy in managing human resources (HR), small businesses frequently close within the first 5 years of operation. The purpose of this multiple case study was to explore the strategies that HR managers used to maintain business operations for longer than the first 5 years. The targeted population comprised 2 owners of small business in North Carolina who used HR strategies successfully to sustain their businesses for longer than 5 years. Data collection methods included face-to-face, semistructured interviews and the review of the company documents associated with owners of the businesses and their attempts to remain in operation for longer than 5 years. A modified van Kaam method was used for data analysis. Three key themes emerged from data analysis: (a) effective leadership, (b) organizational structure, and (c) work climate. The results of the study indicated that HR strategies are critical to the sustainability of small businesses. The implications for positive social change include providing guidance to owners of small businesses regarding effective HR strategies that might help to sustain small businesses and their roles in job creation, innovation, competition, and economic growth in the United States.

This thesis explores the meaning of career as a phenomenon and its implication for career guidance. In 1996, career as a phenomenon was more or less considered to be an obsolete or even extinct phenomenon. Since then, career guidance has received increased attention along with the increased interest in lifelong learning strategies. This thesis is motivated by the paradoxical message of career as an extinct yet living phenomenon. Career is outlined as a bridging issue that involves several contexts and is characterized by a number of dominating discourses in tension with one another. Two educational fields linked by career are of particular interest: the field of education and training in working life and the educational field of career guidance counselling. This thesis explores the meaning of career among a triad of various interested parties in this time of transition in the world of working life, and it explores the sense in which such understanding(s) of career influence policies and practices of career guidance. The thesis is based upon four separate studies. The first study explores, in order to disclose underlying views on career, how the language of European policy documents on career guidance characterize career and career development. Qualitative content analysis is used as the basic method to approach the subject in the texts, with an inductive development of categories. The analysis then conducts a sender-oriented interpretation, based upon a textual model for analyzing documents. The results revealed that underlying perspective on career in the documents derive from economic perspective, learning perspective and political science perspective, and communicate career as subordinated to market forces. The second study pays attention to the receiving side of the ideational message, disclosed in the first study. The second study extends the analysis of the first study with an exploration of ethical declaration documents for the profession. The exploration focuses on significant key principles, the profession's role and mission, and significant changes between the initial and the revised ethical declaration. Similarities and differences were compared, combined with the first study’s results as an interpretive frame for analyzing what consequences and significance the core meaning of career at structural level will have for career guidance practice. The results revealed an implicit shift of emphasis in the career guidance mission, which creates uncertainty regarding on behalf of whom the guidance counsellor is working. The third study explores common-sense knowledge of career, among a group of people influenced by changing conditions in working life. This study explores what social representations people have about career. The study also explores how people's anchored thoughts reflect scientifically shaped thoughts, and how they relate to thoughts currently dominating on structural level. Results disclose how the group explored has stable social representations of career that are anchored in the past, in previous working life conditions, and that contrasts with perspectives dominating in the structural context. The group also has dynamic representations, which provide space for negotiation of the meaning of career. The fourth study explores guidance counsellors' social representations of their mission and of careertherein. Results generated four social representations expressed in argumentative pairs of opposites. The first pair is concerned with their professional mission and reveal their professional identity. The second is concerned with career. Their view on their mission and their professional identity is in sharp contrast with how they experience others' interpretation of their mission, as being a matching practice on behalf of the business sector. Guidance counsellors reject the general view of career among others' and they regard career in the context of guidance as something other than the common view. At the same time guidance counsellors reveal difficulties in really clarifying the meaning they ascribe to career. The empirical findings of each of the four studies are finally interpreted as a whole in the final section of this thesis. With support from social representations theory, the empirical findings illuminate the sources as bearers of social representations of career, which both meet and clash.