Det blir allt mer värdefullt för företag att kommunicera ut sitt arbetsgivarvarumärke till sina medarbetare och till framtida potentiella medarbetare. Fenomenet benämns employer branding och diskuteras i de flesta branscher. Modeindustrin är, i detta sammanhang, definitivt inget undantag. Employer branding handlar om att göra ett företag till en attraktiv arbetsplats och erbjuda ett unikt värde till befintliga och framtida medarbetare. Utmaningen inom employer branding framhävs genom den omstridda konkurrensen över att finna de mest lämpade medarbetarna och behålla de rätta medarbetarna i kombination med att kommunicera sina unika förmåner för att tilltala den allt mer specialiserade kompetensen hos arbetssökande. Employer branding kan i många fall stå i relation till sociala medier, som på många och olika sätt kan tilltala den interna sfären och externa intressenter hos ett företag. Med detta som grund utvecklades studiens syfte att undersöka hur employer branding skapar en attraktiv arbetsplats genom att öka motivationen hos anställda och förmedla ett externt informationsvärde. Studien har utgått från en kvalitativ metod där fyra fallföretag har involverats för att få fram relevant information där semistrukturerade intervjuer genomförts med samtliga fallföretag. Fallföretagens intervjuer presenteras under resultat för att tillsammans kunna mynna ut i en analys. Det har visats att fallföretagen arbetar främst internt med sin employer branding med en levande dialog kring företagets vision och värderingar tillsammans med att erbjuda sina medarbetare utveckling, karriärmöjligheter, trivselaktiviteter och se till den enskilde individen. Detta samtidigt som de har blicken mot de externa intressenterna genom att använda sig av sina befintliga medarbetare och sociala medier för att kommunicera sina unika värden. Dock framförde samtliga fallföretag att de måste utveckla sin externa kommunikation så inte en lämpad medarbetare går vidare till ett annat företag. Sammantaget visar studien hur fyra olika svenska modeföretag resonerar kring och använder sig av det allt mer aktuella fenomenet employer branding.

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.

Dagens redovisning får ofta kritik för att den inte redovisar dess personal, humankapitalet, som en tillgång i balansräkningen. Problemet är aktuellt då humankapitalet generellt utgör en allt större och viktigare del av tillgångarna i dagens företag. Detta leder till att redovisningen blir missvisande, då stora skillnader uppstår mellan verkligt värde och bokfört värde. I elitidrottsföreningar är spelarna en viktig tillgång men tillvägagångsättet vid värdering av spelare skiljer sig mycket mellan både föreningar och sporterna emellan där många föreningar fortfarande inte redovisar sina spelare.   Syftet med studien är att granska hur elitidrottsföreningar värderar och redovisar sitt humankapital samt att undersöka hur valet av redovisning påverkar föreningarnas finansiella ställning och hur väl de uppfyller redovisningens kvalitativa egenskaper. För att uppfylla syftet genomfördes en studie av 5 stycken utvalda svenska elitidrottsföreningar inom fotboll och ishockey. Studien genomfördes med en deduktiv ansats där föreningarnas årsredovisningar analyserades med fokus på områdena eget kapital, resultat och redovisade spelare. Studien innehåller både en deskriptiv del där dagens redovisning inom elitidrottsföreningarna analyseras och en normativ del där vi undersöker hur föreningarnas bör redovisa spelare och vilken effekt detta hade gett på föreningarnas resultat- och balansräkning. Denna del inkluderar hur redovisningen hade sett ut om föreningarna hade aktiverat sina egna talanger i balansräkningen.   Resultatet av studien visar att elitidrottsföreningarna inom fotbollen redovisar sina spelare som en tillgång efter Svenska Fotbollförbundets rekommendationer. De undersökta ishockeyföreningarna saknar rekommendationer från förbundshåll och redovisar inte sina spelare. Vår bedömning är att ishockeyföreningarna skulle gynnas av att aktivera sina spelare i balansräkningen men att det med rådande system och avsaknaden av transfersummor inte är möjligt. Resultatet visar även att redovisningen av spelare hade uppfyllt redovisningens kvalitativa egenskaper på ett bättre sätt vid möjlighet att aktivera egna talanger i balansräkningen. Vårt bidrag till ämnesområdet utmynnar i en rekommendation till elitidrottsföreningar inom fotboll och ishockey att i framtiden skapa möjlighet till att redovisa egna upparbetade ungdomsspelare. / Today's accounting is often criticized for not reporting its staff, human capital, as an asset in the balance sheet. The problem is current since human capital generally constitute an increasingly important part of the assets in today's business. This cause a misleading in the financial statements since large differences arise between the fair value and book value. In elite sport clubs, players are an important asset but the valuation approach of the player is very dissimilar in the clubs and between different sports where many clubs still isn’t accounting their players.   The purpose of the study is to examine how the elite sport clubs value and reports its human capital, and to analyze how different accounting approach affects the clubs financial position and how well they achieve the qualitative characteristics in accounting. To fulfill this purpose, we carried out a case study of five Swedish elite clubs in football and hockey. The study was conducted with a deductive approach, where the club’s annual reports were analyzed, focusing on the areas of equity, earnings and reported players. The study contains a descriptive part where today´s accounting is analyzed and a normative part where we examine how the clubs should report their players and the effect this has given in the income statement and the balance sheet. This part also includes an analyze of the affects in the balance sheet if the clubs had activated their own youth talents in the balance sheet.   The results of the study show that the elite football clubs report its players as an asset using the Swedish Football Association's recommendations. The investigated elite hockey clubs don’t have prepared recommendations and aren´t reporting their players. Our conclusion is that the hockey clubs would benefit from activating their players in the balance sheet but that its not possible with the current system and the lack of transfer fees. The result also shows that the accounting of players had met the report's qualitative characteristics in a better way with the opportunity to activate their own talents in the balance sheet. Our contribution to the subject concludes with a recommendation that the elite clubs in football and hockey in the future should try to find a way to report their own accumulated youth players.

Organizations are facing a distinctive new challenge: the ever-increasing presence of Millennials in the workplace. The Millennial generation, comprised of those born arguably between 1980 and 1998, possess unique attitudes, behaviors, and desires within the workplace, therefore prompting numerous studies on Millennial engagement and retention. This paper contributes to current literature by investigating engagement and retention of Millennial employees specifically within their entry-level experience. By focusing on the unique experiences and needs during this entry-level phase, organizations will have the knowledge necessary to retain their young employees from the start of their career. This qualitative study utilizes interviews with 11 Millennial professionals to give voice to a generation that is predominantly understood through quantitative statistics. This paper outlines the discovered needs and desires of entry-level Millennial employees, how this compares to the current understanding of engagement of the Millennial generation as a whole, and opportunities for organizational improvement within the entry-level experience.

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For the last three decades, semiconductor industry has played an important role in Taiwan economics. The analysis of Taiwan electronics industry has been focused on most channels & logistics. Due to previous working experiences, we will like to do a research of international companies’ sales incentive program in terms of value, culture, core competence, and sales strategy. As we know that R&D, marketing, sales, production, finance, human resource all play the important role in a company. The sales revenue, sales growth, and sales margin play even more decisive role on the stock price. It is very important for company to drive sale team with the incentive, compensation strategy, entrepreneurial culture, and strategy will be discussed in the following chapters. This study will cover a small portion of the criteria to evaluate company’s sales performance which provide a better guidance for my future sales strategy to capture some existing companies’ business models and phenomena.

本研究旨在探討台北關稅局人員核心能力與人力資源發展之研究，運用問卷調查及深入訪談方式兩種方式，研究發現如下： 一、量化問卷方面 透過問卷調查的方式針對台北關稅局人員進行問卷調查，共發出500份問卷，回收419份，扣除廢卷及填答不完整者17份，有效問卷為402份。並運用次數分配、t 檢定、單因子變異數分析、Pearson相關分析及迴歸分析等方法進行統計分析。 1.不同官等、服務年資在核心能力、基層、中階、高階上達顯著差異。不同年齡在核心能力在中階、高階上達顯著差異。不同教育程度在核心能力、基層、中階、高階上達顯著差異。 2. 不同官等在人力資源發展、教育與發展上達顯著差異。不同服務年資在人力資源發展上達顯著差異。不同年齡在人力資源發展及訓練上達顯著差異、不同教育程度在教育與發展上達顯著差異。 3. 人力資源發展各面向與核心能力各面向間有關聯性。 4. 教育與發展與基層、中階、高階之間有顯著的預測力。 二、深入訪談方面： 1. 關員最需具備核心能力以「業務知能」、「溝通協調能力」、「法規知能」居前三位，可見這三種能力對關員而是最需要具備的核心能力。 2. 關員對訓練方式強化的看法：對於安排訓練課程及時間言，關員有 著多元化的認知端視訓練者針對工作業務性質的不同及受訓者的需 求作靈活運用。 3.關務人員在人力資源發展對教育進修看法：多數受訪者對於教育進修持正面的看法。 4. 關務人員在人力資源發展中個人生涯發展之看法：大多數受訪者認為透過工作輪調來歷練關員，幫助關員生涯發展。 5.新進人員培訓課程的加強及建議：對於新進人員培訓方面，應加強何種訓練課程以提昇核心能力，主張加強「專業知能」居多數。 最後根據研究發現，分別就機關政策面、機關人力資源發展、海關核心能力強化上三方面提出建議，提供其他機關參考。 / This thesis examines the Core Competency and Human Resources Development of Taipei Customs Officers by using questionnaires and interviews. The research findings are summarized as follows: Ⅰ.Quantitative Questionnaires Results Out of 500 questionnaires handed out, 419 were returned, of which 17 were invalid or partially answered, resulting in a total of 402 effective surveys. We used frequency distribution, t tests, one-way ANOVA, Pearson correlation analysis, and regressive analysis to conduct statistical analysis. 1.Customs Officers of different job levels and seniorities displayed significant differences in Core Competency at basic level, middle level and high level. The factor of age also demonstrated significant differences in Core Competency at middle level and high level. The education levels also displayed significant differences in Core Competency at basic level, middle level and high level. 2.Customs Officers of different job levels displayed significant differences in Human Resources Development and Education aspects. Different seniorities show significant differences in Human Resources Development. Different age groups demonstrate significant differences in Human Resources Development and Training. Different education levels reveal significant differences in Education and Development. 3.All aspects of Human Resources Development have direct correlation with the aspects of Core Competency. 4.There is a significant predictability between education & development and career levels (basic, middle, and high). II. Interviews 1.Through the interviews, we concluded that the top three qualities of Core competency are business competency, communication competency, and regulation competency. These are apparently the most valuable elements of Core competency in a custom officer. 2.On intensive training: regarding the training schedule and content areas, most officers have understandings and flexibilities of diversification according to the needs of the trainees and their areas of expertise. 3.On Human Resources Development and Education: Most custom officers hold positive attitude towards continuing education of officers as means of human resource development. 4.On career development: most officers agree that regular job rotations are beneficial to the career development of custom officers. 5.On new officer orientation enhancement and recommendation: regarding the training of new officers, the majorities agree that the most important training is to improve business expertise Core competency. Based on the above findings, the author concluded by making recommendations for Taipei Customs based on administrative policies, human resources development, and the improvement of Core competency and thus provides references for other government agencies.

Darbo tikslas: išanalizuoti personalo organizavimo ypatumus Lietuvos bendrojo pobūdžio ligoninėse. Tyrimo metodika: Vienmomentinė apklausa buvo vykdoma Lietuvos bendrojo pobūdžio ligoninėse nuo 2009 m. birželio 20 d. iki 2009 m. spalio 20 d. Tyrimo metu buvo apklausti asmenys atsakingi už personalo organizavimą Lietuvos bendrojo pobūdžio ligoninėse. Statistinėje analizėje buvo naudotos 58 teisingai užpildytos anketos (90,6 proc. visų išdalintų anketų). Rezultatai: Tyrimo rezultatai atskleidė, kad bendrojo pobūdžio ligoninėse vykdomi ne visi personalo organizavimo etapai. Rečiausiai vykdomi personalo organizavimo etapai yra darbuotojų karjeros planavimas (36,8 proc.) ir reguliaraus darbuotojų vertinimo atlikimas (40,4 proc.). Tyrimo metu nustatyta, kad dažniausiai (82,5 proc.) darbuotojų kaita ligoninėse yra nedidelė – iki 5 proc. darbuotojų per metus. Absoliuti dauguma bendrojo pobūdžio ligoninių turi parengtus darbo vietų aprašymus (pareigybines nuostatas), tačiau keturiose (7,0 proc.) bendrojo pobūdžio ligoninėse yra parengti ne visų darbuotojų darbo vietų aprašymai. Lietuvos bendrojo pobūdžio ligoninėms ieškant darbuotojų dažniau pritrūksta kvalifikuotų darbuotojų nei nekvalifikuotų. 71,9 proc. ligoninių vadovų ir asmenų, atsakingų už darbuotojų organizavimą, teigė, kad yra sunku surasti naujoms darbo vietoms tinkamos kvalifikacijos gydytojus. Didžioji dalis (79,3 proc.) tiriamųjų teigė, jog norėtų pagilinti savo žinias personalo organizavimo srityje. Labiausiai norėtų... [toliau žr. visą tekstą] / The aim of the work: to analyze the peculiarities of staff organization in general hospitals of Lithuania. Research methods: Cross-sectional survey was carried out in general hospitals of Lithuania from 20th June 2009 till 20th October 2009. Persons responsible for the staff organization in general hospitals of Lithuania were interviewed. The statistical analysis was performed using 58 correctly filled questionnaires (90.6 % of all distributed questionnaires). Results: The results revealed that not all stages of staff organization were implemented in general hospitals. The rarest implemented stages of staff organization are the planning of employees’ career (36.8 %) and the regular evaluation work performance (40.4 %). The study assessed that employee turnover in hospitals is low mostly (82.5 %) – up to 5 % employees during the year. The absolute majority of general hospitals have prepared job descriptions, meanwhile four (7.0 %) hospitals have had job descriptions not for all positions. General hospitals of Lithuania were lacking of skilled workers more often than unskilled workers. 71.9 % of hospital directors and persons, responsible for staff organization, stated that it is difficult to find appropriate and qualified physicians for new workplaces. The majority (79.3%) of respondents said they would like to increase their knowledge in the area of personnel organization. The most disrere topics were indentifies the analysis of workplaces, personnel training and evaluation... [to full text]

The purpose of this study was to investigate the relationship between narcissism, cultural adjustment, and leadership of expatriates. Specifically, it was predicted that cultural adjustment would partially mediate the relationship between narcissism and selfperceptions of leadership effectiveness such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to selfperceptions of leadership effectiveness. It was also predicted that cultural adjustment would partially mediate the relationship between narcissism and LMX perceptions such that narcissism would be negatively related to cultural adjustment, and cultural adjustment would be positively related to LMX perceptions. Fifty-three participants completed an online survey through Qualtrics. Participants consisted of individuals who were teaching abroad for an extended period of time. Results indicated support for the mediating role of cultural adjustment in the relationship between narcissism and perceived leadership effectiveness, but not in the relationship between narcissism and LMX perceptions. Results also indicated positive correlations between narcissism and cultural adjustment. The implications and limitations of these findings are discussed, and multiple directions for future research are suggested.

The present study examined justice perceptions of an intercollegiate athlete who was punished for a team rule violation outside of competition. This scenario study is a modified replication of Severs’ (2009) study on justice perceptions of intercollegiate athletes; one additional factor, importance of the next competition, was examined in the current study. Perceptions of fairness and perceptions of likelihood of deterring future misconduct were examined using a factorial design with two levels of punishment severity (severe and moderate), two levels of misconduct severity (severe and moderate), two types of punishment distribution (consistent and conditional), and two types of game importance (exhibition and post-season). Consistently applying punishment had a highly significant effect on perceptions of fairness to the punished athlete and to teammates, and on the likelihood the punishment will deter future misconduct by the punished athlete and by teammates. Interactions, with small effects, indicated that the severity of the punishment should match the severity of the violation; that females more than males perceive conditional punishment as less fair; and that the importance of the next competition increases fairness perceptions of conditional punishment. Implications for practice are clear. Consistently apply team rules and punishment for violations of those rules is effective in creating perceptions of fairness of the punishment and deterring future misconduct.