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<p>The significance of the role of virtues in guiding people’s behaviours has been extensively discussed in the ethics literature. In leadership research, however, the concept of virtues has not been systematically examined. In this thesis, I propose two concepts, leader virtues and virtuous leadership, positioning the former as antecedent to the latter. I then identify six cardinal leader virtues (i.e., courage, temperance, justice, prudence, humanity and truthfulness) and develop an 18-item scale to measure them. Furthermore, I propose and empirically test a virtues-based model of leadership. Based on a sample of 230 leader-follower dyads, I found that virtuous leadership associates positively with followers’ perceptions of ethical leadership and leader effectiveness, and with follower ethical behaviours and in-role and extra-role performance as evaluated by leaders. Moreover, virtuous leadership positively predicts leader and follower self-reported happiness and life satisfaction. A discussion of the limitations to this research, applied implications of my findings, and future research directions conclude this thesis.</p> / Doctor of Business Administration (DBA)

Denna studie syftar till att öka förståelsen för hur en HR-funktion med hjälp av olika HR-aktiviteter, kan främja implementeringsprocessens resultat före, under och efter en större organisationsförändring. Studien utgår från en kvalitativ metod med kvantitativa inslag och bygger på en abduktiv ansats. Insamling av primärdata bygger på semistrukturerade intervjuer och en enkätundersökning med medarbetare, förändringsledare, HR-funktion och ledning inom förvaltningen support och lokaler i Skellefteå kommun. Resultatet av studien tyder på att även om det finns en väletablerad HR-funktion inom organisationen, så återfinns barriärer som försvårar implementeringens senare del, där HR-aktiviteter har använts under förändringsprocessen. Studien kan därmed ses bidra till en djupare förståelse kring hur en HR-funktion tillsammans med HR-aktiviteter kan främja resultatet av större organisationsförändringar under hela processen. Vårt resultat belyser även att HR-aktiviteter kan ha en betydande roll för huruvida resultatet av en större organisationsförändring kan anses som lyckad eller ej. Vi ser därför att vårt resultat kan fungera som ett stöd för en ledning som har för avsikt att genomgå en större organisationsförändring med stöd från en HR-funktion. Vi ser också att studien kan fungera som ett hjälpmedel för chefer och ledning som utforskar möjligheten till att genomföra en större organisationsförändring med ett positivt resultat med hjälp av HR-aktiviteter. / Denna studie syftar till att öka förståelsen för hur en HR-funktion med hjälp av olika HR-aktiviteter, kan främja implementeringsprocessens resultat före, under och efter en större organisationsförändring. Studien utgår från en kvalitativ metod med kvantitativa inslag och bygger på en abduktiv ansats. Insamling av primärdata bygger på semistrukturerade intervjuer och en enkätundersökning med medarbetare, förändringsledare, HR-funktion och ledning inom förvaltningen support och lokaler i Skellefteå kommun. Resultatet av studien tyder på att även om det finns en väletablerad HR-funktion inom organisationen, så återfinns barriärer som försvårar implementeringens senare del, där HR-aktiviteter har använts under förändringsprocessen. Studien kan därmed ses bidra till en djupare förståelse kring hur en HR-funktion tillsammans med HR-aktiviteter kan främja resultatet av större organisationsförändringar under hela processen. Vårt resultat belyser även att HR-aktiviteter kan ha en betydande roll för huruvida resultatet av en större organisationsförändring kan anses som lyckad eller ej. Vi ser därför att vårt resultat kan fungera som ett stöd för en ledning som har för avsikt att genomgå en större organisationsförändring med stöd från en HR-funktion. Vi ser också att studien kan fungera som ett hjälpmedel för chefer och ledning som utforskar möjligheten till att genomföra en större organisationsförändring med ett positivt resultat med hjälp av HR-aktiviteter.

<p>This study examined the relationship of talent management practices to employee job-related outcomes in the Indian manufacturing setting. Talent management practices included talent acquisition, talent development, talent engagement, and talent retention. Employee job-related outcomes of this study included intent to stay, job engagement, affective commitment, job satisfaction, and employee competency. This study used the social exchange theory and resource based view as the theoretical underpinning for the proposed TM model. The role of organizational culture as a moderator was also examined in the study.</p> <p>The sample of the study consisted of 992 full time employees working in one of largest textiles and paper manufacturing organization of India with facilities located in two Indian states. Data is collected online through a questionnaire composed of several existing survey instruments. Response rate for the survey was high (62.98 percent). The primary method of data analysis was structural equation modeling.</p> <p>Overall, the findings of the analysis showed a number of significant relationships among talent management practices and employee job-related outcomes. There were strong positive relationships between talent acquisition and affective commitment, talent engagement and job satisfaction, talent engagement and affective commitment, and talent retention and employee competency. The findings showed that organizational culture is significantly related to talent management and employee job-related outcomes. However, the organizational culture does moderate the relationship of talent management and employee job-related outcomes. The overall relationship between talent management and employee job-related outcome was found significant and positive.</p> <p>The findings of this study identified a number of implications for the Indian manufacturing organizations. The study also provides a framework of talent management practices for future research.</p>

Управление персоналом – это установление организационно-экономических, социально-психологических и правовых отношений субъекта и объекта управления с целью получения качественного персонала. На примере организации «Французский пекарь» можно проследить то, как происходит развитие рынка кофеен с течением времени и как меняется стратегия управления персоналом при масштабировании. Объектом исследования данной выпускной квалификационной работы магистра является управление персоналом на предприятиях общественного питания. Предмет исследования – персонал предприятия общественного питания. Цель исследования – выявить особенности и проблематику в работе с персоналом на предприятиях общественного питания и проанализировать технологии управления персоналом на предприятиях общественного питания на примере сети кофеен Французский пекарь. Исходя из поставленной цели, в работе решаются следующие задачи -раскрытие понятия «управления персоналом» и ее целей, рассмотрение теоретических основ системы управления персоналом на предприятиях общественного питания, проанализировать рынок кофеен России и Екатеринбурга в частности и изучить организацию системы управления персоналом в кофейне «Французский Пекарь». В ходе работы было раскрыто понятие «управление персоналом», были определены цели, рассмотрены основные сегменты в теории управления персоналом. В анализе рынка кофеен были обозначены основные тенденции развития кофейного рынка России и Екатеринбурга, в частности. Благодаря изучению и анализу вышеизложенного материала можно подвести итоги об изучаемой компании «Французский Пекарь». Система управления персоналом в компании отвечает внешним рыночным и внутренним организационным вызовам. / Human resources management is the establishment of organizational, economic, social, psychological and legal relations between a subject and a management object in order to obtain high-quality personnel. Using the example of the French Baker organization, we can trace how the coffee market develops over time and how the personnel management strategy changes when scaling. The object of study of this final qualification work of the master is personnel management in catering. Subject of study - restaurant staff. The purpose of the study is to identify features and problems in working with personnel at public catering enterprises and to analyze personnel management technologies at public catering enterprises using the example of the French baker coffee shop network. Based on the goal, the following tasks are solved: the disclosure of the concept of “human resources management” and its goals, consideration of the theoretical foundations of the personnel management system at public catering establishments, to analyze the coffee market in Russia and Yekaterinburg in particular, and to study the organization of the personnel management system in the “French Coffee House Baker". In the course of the work, the concept of “human resources management” was revealed, goals were defined, the main segments in the theory of personnel management were considered. In the analysis of the coffee market, the main trends in the development of the coffee market in Russia and Yekaterinburg, in particular, were identified. Thanks to the study and analysis of the above material, you can summarize the studied company "French Baker". The personnel management system in the company meets external market and internal organizational challenges.

<p>Using a social exchange perspective I develop a relationship typology based upon an organizational member’s psychological investments, or “side bets,” in his or her organization. This study thus examines, for the first time in the employee-organization exchange relationship (EOR) literature, the combined impact of perceptions that organizational members have with respect to their perceived social and economic investments in their organization. Specifically, outcomes of four unique EOR profiles are examined: “loyalist” (high social, high economic); “altruist” (high social, low economic); “captive” (low social, high economic); “mercenary” (low social, low economic). In a matched sample of 334 working professionals (167 employees matched with their corresponding supervisors), the hypotheses of this study are largely supported. Altruists are highest in their perceptions of organizational support, followed in descending order by the loyalists, mercenaries, and captives. Also as predicted, altruists are highest in affective commitment, followed in descending order by the loyalists, captives, and mercenaries. In terms of continuance commitment, contrary to prediction, loyalists have the highest levels of continuance commitment; however, as predicted, captives have higher levels than altruists and mercenaries. Altruists, as predicted, have the highest level of OCB, followed in descending order by loyalists, mercenaries, and captives. Finally, as predicted, mercenaries have the highest level of task performance followed in descending order by altruists, loyalists, and captives. Theoretical and practical considerations of these findings are discussed.</p> / Doctor of Philosophy (PhD)

<p>The processes that link High Performance Work System (HPWS) practices and organizational performance are not fully understood. Using resource-based theory, this research focuses on training, by separating it from other HPWS practices, and human capital development as a source of sustained competitive advantage. The first purpose of my research is to examine the relationships between the HPWS practice of training, innovation, and organizational performance, and look at the mediating effect of innovation over time at the workplace level. The results indicate that the temporal pathway from training to innovation to organizational performance is positive and significant even after controlling for reverse-causality. Strategic activity is also explored and is found to be a significant moderator. This study contributes to knowledge by identifying the importance of aligning business strategy with training, as well as other HPWS practices and innovation to achieve improved organizational performance outcomes. The second purpose of this research is to explore the factors that act to expand or limit the HPWS practice of training, with a focus on the outcomes of employers' decisions to offer training, employees' decisions to accept or decline training, and the job-related training received by employees. The results indicate that the employee-level factors: participating in HPWS practices, use of technology, and using new technology are significant contributors to employers' decisions to offer and employees' receipt of training. Further, employees' perception of the existence of a gap between the skills required for the job and their current skills contributes to employees accepting employer offers of training.</p> / Doctor of Philosophy (PhD)

Research report presented to the Unisa School of Business Leadership / The dynamic nature of the university environment is described from a strategic and operational perspective. Council, Senate and Executive Management had a direct role in maintaining corporate governance while the HR department is mandated to manage compliance. This brought about certain challenges since the achievement of HR objectives through innovation allowed a greater degree of freedom in comparison to the degree of control prescribed by compliance management.

By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.