In overseas, Emotional Intelligence (EI) is a very important topic in Human Resource Management. It is important as EI is the major factor in a person¡¦s thoughts, motive, willingness and actions. EI is a key factor for a person¡¦s achievement. If an organization is lacked of the capability in EI management, the organization will reduce its internal relation, hence reduced in its efficiency. In the globalization environment, to prolong the advantages and compete in the market, globalize human resource management strategy based on the competency being created. As thus, Competency Models application makes all activities inside the organization more efficient. The employee could be placed on the appropriate task, creating the best human resource in the organization. The purpose of the human resource management activities, are to suit the organization performance goals and market competing strategies. If the job competency management technique could be enhanced, not only it could help to strengthen the organization human resource capital, increase the human resource capability to meet the organization mission and performance goals. This thesis is to study on the relationships between the Emotional Intelligence, Competency and Human Resources Management Activities, with the Company P as case study. Using questionnaire directed to the P Company staffs registered in the Competency Database. The Chinese Questionnaires are translated from the literatures and the interviewing of the company management staffs, using the Attitude Index of the Core Competency and leadership Competency in the Competency Dictionary. In the study, a total of 427 questionnaire papers been released, with the 195 papers of them received. Effective Collection Rate is 45.67%. After the Factor Analysis, Reliability Analysis, Correlation Analysis and Multiple Regression Analysis, following are the important findings from the study. 1. Distinct Emotion has a positive effect to the core competency and leadership competency. 2. Emotional recovery capability and core competency has negative effect. 3. Core competency and leadership competency are having positive correlation to the Human Resource Management activities in Recruitment, Succession Planning, Performance Management, Training & Development and Competency Models achievement. 4. Leadership Competency is having a positive correlation to the Human Resource Management activities achievement. 5. Competency could be a bridge for the Emotional Intelligence and Human Resource Management activities. Competency has mediating effect between the Emotional Intelligence and Human Resource Management activities.

When the global financial crisis struck, the economic downturn, the phenomenon of lay-offs continue, the survival of enterprises and the problems faced by employees¡CPeople have lost confidence in the leaders .The subject of talent issues become into a business topic. What are the specifications of talent ? What can be predicted effectively work or context or the reference standard for outstanding workers? Some scholars have pointed out the competency can provide as media between strategy and human resource management activities. Data from the study found the area of Taiwan's current competency are concentrated in certain special duties, management level or scale of the establishment of specific Competency, but Competency for the business development background, pre-assessment, the import process, human resource practice, as well as assessment of the overall study is considerable proportion of the minority. Therefore this study were funded with the field of human resource, associations and consultants recommend the practice of competency or the effectiveness of a reputation for a sample case study. Through the practical application of business competency to explore and understand each case whether there is common or similar factors, and the implementation , application, conversion and other experience sharing, research and development competency in order to promote the practical value of the field and help those are interested in the future or into the competency of the difficulties now facing into the direction of the business guidelines. The results of this study show that: 1. Cases of human organizations in general are facing the issue of restructuring. Organizations in response to changes in the external environment, which are facing rapid growth or a merger of human re-engineering issues, have decided to choose the competency to solve the issue of talents in short-term or long-term planning of human resources. 2. For handling competency project, the input and investment to the human resources executives, depending on the support of chief executive in charge of the attention the extent of funding, communication objects and into the depth of the breadth of the scale, but with the company scope are not directly related to the scale. 3. The construction of the core competency and managerial competency model is used to the majority of cases , the main way to construct is carrying out a large number of interviews and meetings to high-level consensus. 4. The implementation of competency could be divided into the promotion of nature and linkage of human resource system. Comprehensive approach would be funded by the people planning the internal marketing activities, training activities to experience the competency carried out to collect examples of behavior sample to promote the human resource system. 5. Competency in the recruitment selection, training and evaluation of all cases of the competency generally used in surface structure, showing the practical application of these three is also the most popular. Career development and successors funded in comparison to others used less practical. One of the Consultant is the only one among the of the sample which adopts the competency-based payment. 6. The feedback Competency of the effectiveness of the use of a wide range of dimensions can be quantified in practice get a small number of indicators, such as improved retention rates or a decline in turnover rate, or most other acts of bias and cultural face and the impact surface. 7.Through the implementation, the general reaction feedback from staff are normally in ifficulty of the recognition and identification, even in the assessment took place with the staff in charge of the issue of cognitive differences. Cases suggested that a solution can be sustained and effective marketing activities or competency of the depth of training experience to lead the communication stage. 8. The support of executives of all companies surveyed unanimously agreed that an important key factor. Most other cases the company generally agreed that there are the success factors: choice of the competency of the application of tools and consultancy firms, as well as easy to understand the behavior described in the follow-up to facilitate communication, as well as HR need to have a good attitude and can adhere to the communication, continuous input and implementation. View from the case studies ,link the competency model to the human resources function, we can see based on the concept of competency has been greatly to replace the traditional job-based human resources management activities. Keywords: Competency, Competency model, Competency assessment, Human resource management activities

Detailed information about the services and associated fees provided by consulting foresters informs forestland owners about the range of management practices available to them and their related costs. This information also allows consulting foresters to compare their fees and services with others. Mississippi’s consulting foresters completed a survey used to determine what management services they provided to landowners and the related fees for those services in 2012 - 2013. The survey addressed a comprehensive array of management services, aggregated by topic such as forest management, timber sale administration, timber cruising, and other management activities. Summary statistics determine the range of services Mississippi consultants provide and the associated fees. Further analysis determined if consultant characteristics such as years of experience and membership in professional organizations such as the Society of American Foresters and the Association of Consulting Foresters were associated with differences in services offered and fees charged.

Cette thèse porte sur la gestion du changement et plus particulièrement sur le support offert aux gestionnaires par une équipe de gestion du changement lors de l'implantation d'un système de gestion intégré (SGI). Hydro-Québec nous a offert un excellent terrain de recherche par son projet Système Information Clientèle (SIC) qui consiste à l'implantation du logiciel SAP R/3. L'équipe de gestion du changement du projet nous a ouvert ses portes d'autant plus qu'elle désirait faire le point sur les services offerts aux gestionnaires durant la première phase du projet pour ensuite ajuster celles des deux phases subséquentes. La première phase, pour une livraison en mars 2005, inclut le volet mesurage. La deuxième phase regroupe les volets affaires et commercial pour une livraison en janvier 2006. Quant à la troisième phase, elle concerne le volet résidentiel pour une livraison en janvier 2008. Afin de supporter l'équipe de gestion du changement à Hydro-Québec, les connaissances théoriques relatives aux équipes de gestion du changement, aux gestionnaires en situation de changement et aux implantations de SGI ont guidé et alimenté la recherche. Bien que comportant un nombre impressionnant de références, ce champ d'études renferme toutefois peu d'études empiriques (Melkonian, 2008; Stewart et Kringas, 2003; Venkatesh, 2006, Wang, Klein et Jiang, 2006). De plus, il se dégage, d'une recension de vingt-deux modèles en gestion du changement, un manque de précision sur les activités de gestion du changement et sur les intervenants impliqués dans ces activités. Considérant ces deux constats, la présente étude doctorale vise à répondre à la question suivante : Comment une équipe de gestion du changement soutient-elle les gestionnaires lors de l'implantation d'un système de gestion intégré? Pour ce faire, les objectifs poursuivis sont, d'abord, d'identifier et de décrire les activités développées et réalisées par une équipe de gestion du changement destinées à soutenir les gestionnaires; ensuite, de rendre compte de la satisfaction des gestionnaires intermédiaires et de premier niveau à l'égard du soutien offert par l'équipe de gestion du changement et; finalement, de générer un modèle des interventions d'une équipe de gestion du changement destinées à soutenir les gestionnaires. Adhérant au paradigme épistémologique constructiviste, cette étude doctorale se distingue par ses allers-retours entre le terrain et les connaissances théoriques lui accordant un statut de recherche abductive. Mettant l'accent sur la compréhension de dynamiques se déroulant dans un environnement unique et visant l'exploration, la description et l'explication d'un phénomène pour en dégager une modélisation, l'étude de cas s'avère une méthode de recherche appropriée (Gummesson, 2000; Hlady Rispal, 2002; Nieto et Pérez, 2000; Robson, 1993; Tashakkori et Teddlie, 1998). Les quatre outils de cueillette de données se sont avérés être la recherche documentaire, les entrevues semi-structurées avec des gestionnaires intermédiaires et de premier niveau, l'observation-participation des activités de gestion du changement ainsi que des documents produits et discutés avec l'équipe de gestion du changement. L'analyse de ces données a suivi trois étapes soient une première étape de codage pendant la collecte de données, une deuxième étape d'analyse avec le logiciel d'analyse qualitative Atlas.ti et une troisième étape de modélisation. Bien qu'ayant suivi trois étapes, l'analyse de données s'est davantage présentée comme un processus itératif avec des activités concomitantes de mises à jour de la littérature, de codage, de création de catégories conceptualisantes et de modélisation. Cette façon de procéder s'appuie sur les méthodes de Hlady Rispal (2002), Laperrière (1997b), Miles et Huberman (2003) et Paillé et Mucchielli (2003). Les principaux résultats de recherche émanant de l'étude de cas sont la description et l'évaluation d'activités de gestion du changement réalisées par une équipe de gestion du changement afin de soutenir les gestionnaires intermédiaires et de premier niveau. Les entrevues avec les gestionnaires appuient le choix d'activités offert par l'équipe de gestion du changement à Hydro-Québec ainsi que celles émanant de la littérature. Le côté original issu des entrevues avec les gestionnaires consiste à l'émergence de principes opératoires. En effet, les améliorations suggérées par les gestionnaires prennent la forme de principes opératoires venant ainsi guider l'équipe de gestion du changement dans la réalisation de leurs activités. Il se dégage alors un modèle composé de six groupes d'activités et de trois principes opératoires. Les activités sont les suivantes : Implication des gestionnaires et des employés, Communication, Ateliers de préparation au changement, Ateliers et formation sur la gestion du changement, Plan de gestion du changement et Formation. Quant aux principes opératoires, il s'agit de : Activités génériques de plus en plus spécifiques, Contextualisation des activités et Intervention de la ligne hiérarchique. Lorsque cette liste d'activités est comparée aux activités communes aux équipes de gestion du changement (Collerette et ses collaborateurs, 2002, 2003a, 2003c, 2004; Fabi, Martin et Valois, 1999; Grenier et Gowigati, 2002; Prosci, 2006a, 2006b, 2006c; Rondeau, 1999; Sherer, Kohli et Baron, 2003; Victor et Franckeiss, 2002) et aux gestionnaires (Bareil, 2004; Collerette, Schneider et Legris, 2003c; Coyle-Shapiro, 1999; Doyle, 2002; Fabi et al., 1999; Prosci, 2006b) issues de la littérature, il ressort que toutes les activités de la littérature sont incluses dans celles émergentes de l'étude de cas réalisée à Hydro-Québec. De plus, le modèle provenant de l'étude de cas se démarque des autres modèles présents dans la littérature par deux principaux éléments. D'abord, les activités ne sont pas uniquement nommées, elles sont richement décrites et accompagnées d'exemples. Puis, les activités sont accompagnées de principes opératoires pour enrichir les activités de gestion du changement et guider leur réalisation. En contrepartie, les gestionnaires rencontrés à Hydro-Québec soulignent que les activités de gestion du changement réalisées par l'équipe GCC ne prennent pas suffisamment en compte les aspects humains dont la qualité de la relation établie entre l'équipe GCC et les gestionnaires ainsi que l'identification des besoins des gestionnaires suivie de l'ajustement des activités pour répondre à ces besoins. Il apparait en effet que l'équipe GCC aurait eu avantage à favoriser davantage les échanges de négociations avec les gestionnaires, aspect d'ailleurs soulevé par Collerette, Schneider et Legris (2003b) et Giroux (1998). Quant à l'identification des besoins et des ajustements aux activités, il semble que l'équipe GCC désirait s'en tenir à son programme initial. Lorsque les participants aux activités (gestionnaires et employés) émettaient des critiques, l'équipe GCC semblait peu ouverte l'état psychologique des participants. À titre illustratif, au lieu d'envisager des ajustements à une activité de formation, la décision de l'équipe GCC a plutôt été de l'annuler. Il faut toutefois mentionner, qu'en contre partie, des efforts ont été déployés par l'équipe GCC pour ajuster les activités entourant les Supers utilisateurs. Nonobstant ces améliorations possibles, le modèle émergeant de l'étude de cas à Hydro-Québec pourrait être transférable dans d'autres milieux organisationnels pour guider des équipes de gestion du changement dans le cadre de projet d'implantation de SGI. Outre le fait d'offrir un modèle d'intervention pour une équipe de gestion du changement transférable dans d'autres milieux organisationnels, cette recherche doctorale permet également d'accroître le nombre d'études empiriques dans un domaine qui en contient peu. Cette thèse offre ainsi une étude de cas portant sur le fonctionnement d'une équipe de gestion du changement dans un projet d'implantation de SGI tout en présentant une panoplie d'activités précises en gestion du changement accompagnées du niveau de satisfaction de gestionnaires intermédiaires et de premier niveau à l'égard de ces activités.

Significant literature on sustainable supply chain management exists but there is a lack of theory explaining diffusion of sustainability practices within the supplier base led by manufacturing firms. In particular diffusion theory is insufficiently developed to characterise the development of sustainability practices in suppliers. The purpose of this research is to establish the conditions for enhancing the diffusion of environmental and social sustainability practices across the supplier base from the buying firms’ perspective. The research design is based on a theory building strategy. The data analysis was carried out based on a triangulation of different sources of data (e.g. 30 interviews with directors or managers of four sustainability leading manufacturing firms from the beverage, cosmetic and textile sector, and an extensive array of documents) and cross-case analysis and application of diffusion of innovation theory (DoI). This research identified environmental and social practices diffused through supplier selection (implementation of requirements), performance assessment and development. This map of sustainability practices provides a unique perspective; hence it distinguishes practices diffused across different supply chain tiers, as well as the mechanism/initiatives employed to diffuse them. The findings suggested that more emphasis was given to environmental practices than social practices. In general, social practices were more related to compulsory level (e.g. human rights) and were evaluated (selection), monitored (performance) and diffused through development (especially educating initiatives) in both 1st tier and 2nd tier. Critical materials suppliers in the 2nd tier were more likely to be engaged by specific procurement teams through the selection, performance and development activities, especially with the aim of meeting compliance and improving performance. The findings also suggested that joint initiatives with critical industrial suppliers focused more on environmental practices. Diffusion of innovation theory was applied to consider different elements that have not been covered in the literature, for instance, emphasis on communication channels and social system elements. The rate of adoption of sustainability practices was directly affected by supporting suppliers in measuring and collaborating in implementing improvements plans, as well as intense educating initiatives. DoI provides a powerful lens to help explain the role of buying firms in the diffusion of sustainability practices. The research provided a more comprehensive view on how sustainability practices were diffused through the supplier selection, performance assessment and development. This work is the first instance of considering intra- and interorganisational factors in the same model for enhancing the diffusion of sustainability practices. Overall, this depicts patterns of the factors and points out the most critical variables influencing the implementation of sustainability practices across the supplier base. This research has the potential to serve as an analysis tool to uncover gaps in activity that could lead to greater adoption of sustainability practices by suppliers, as well as gathering good practice in a structured way.

The pharmacy industry in Taiwan has produced a succession of great changes in recent years, for example: The National Health Insurance, the division of medical treatment & medication, Join the World Trade Organization(WTO) which were putting into practice. However, the competent authority which protects the medicine price and nuclear price policying, bringing a large impact to the pharmaceutical factory. So the promotion sales are effected first. So, for be able to improve the sales¡¦ performance & understand the releationship of human resources management activities & sales¡¦ performance, this research attempts to take one pharmacy company for an example, and using Multiple Regression Anylysis to research the effect of Selection, Traing & Education, Salary & Welfare, Position Alternation & Employees Participating to Sales Amount, Achievement Rat of Sales, Leave Application & Customer Developing. Besides this, it also using the Analysis of Variance to understand the difference of sales¡¦ performance under the situation of Cost Reducing & Human Resource Promoting. So according to the Multiple Regression Anylysis & Analysis of Variance, this research get the results as follow: 1.Traing & Education, Salary & Welfare, Employees Participating, the three Human Resource Management Activities have the significance effect to Sales¡¦ Performance. So the hypothesis H-1, H1-3 & H1-5 are all supported. 2.Selection also has the significance effect to Sales¡¦ Performance, but not all of factors can anticipate the Sales¡¦ Performance. So in accordance with the hypothesis H1-1 just present a partical supported result. 3.Position Alternation just has the significance effect to Sales Amount, Leave Application & Customer Developing, but not has the significance effect to Achievement Rat of Sales. So in accordance with the hypothesis H1-4 just present a partical supported result. 4.Under the difference Type of Human Resource Management, The sales¡¦s performance not only has the significance effect to Sales Amount & Customer Developing, but also has the higher performance. However, there are no significance about this difference. So in accordance with the hypothesis H2-1 & H2-2 just present a partical supported result. According to above-mentioned results, if we want to enhance some of sales¡¦ performances, we should enforance some of the optional human resources activities. This research also discover that: The higher salary & welfare structure & The type of human resources promoting, which have the significance effect to increase the sales¡¦ performance.

Sweden is a country that stands out in terms of attracting highly skilled workers and having a large number of young firms. However, with the young age and specifically put in a concrete context of the COVID-19 pandemic, young firms may face the risk of losses due to a lack of funds to maintain or having volatile financial sources.  Therefore, this thesis tries to provide insights on the relation between knowledge management activities (KMAs) and financial performance in young firms from 5 to 10 years old in Sweden. In other words, the thesis aims to understand how young firms in Sweden have implemented KMAs inside their firms. More specifically, striving to determine which knowledge management enablers influence KMAs, what kinds of KMAs young firms are applying, and at what level those kinds of activities impact young firms’ financial performance. A mixed-method approach has been selected to utilize both qualitative and quantitative methods. Together with semi-structured interviews, Exploratory Sequential Design is applied in the thesis, which enables defining the impact of KMAs on the financial performance of young firms in Sweden and the availability of the presented conceptual framework in practice.

Магистерская диссертация «Цифровые технологии в управлении деятельностью муниципальной спортивной школы (на примере МБОУ ДО СШ № 16 города Екатеринбурга)» состоит из 3 глав, введения, заключения, библиографического списка и приложений. Целью диссертационной работы являлось разработать рекомендации по совершенствованию применения цифровых технологий в процессе управления деятельностью муниципальной спортивной школы. Объектом диссертационного исследования являлась управление деятельностью муниципальной спортивной школы. Предмет диссертационного исследования – цифровые технологии в процессе управления деятельностью МБОУ ДО СШ № 16 города Екатеринбурга. Объем работы составил 78 страниц. В работе содержатся 10 приложений, 8 таблиц, 1 рисунок. В библиографическом списке представлено 50 источников. / The Master's thesis "Digital technologies in the management of the activities of the municipal sports school (on the example of the municipal budgetary educational institution of additional education sports school No. 16 of the city of Yekaterinburg)" consists of 3 chapters, an introduction, a conclusion, a bibliographic list and appendices. The purpose of the dissertation work was to develop recommendations for improving the use of digital technologies in the process of managing the activities of a municipal sports school. The object of the dissertation research was the management of the activities of the municipal sports school. The subject of the dissertation research is digital technologies in the process of managing the activities of municipal budgetary educational institution of additional education sports school No. 16 of the city of Yekaterinburg. The volume of work was 78 pages. The work contains 10 appendices, 8 tables, 1 figure. The bibliographic list contains 50 sources.

Šio tiriamojo darbo tikslas yra išanalizuoti ir apibrėžti personalo valdymo veiklų (toliau – PVV), joms atlikti taikomų metodų bei jų subjekto teorinius aspektus, ištirti PVV situaciją Lietuvos organizacijose, teikiančiose paslaugas žmonėms su proto negalia lyginant ją su PVV atliekamomis organizacijoje, teikiančioje tokio paties pobūdžio paslaugas labiau ekonomiškai išsivysčiusioje šalyje, įvardinti problemiškas PVV sritis Lietuvos organizacijose ir pateikti konkrečius projektinius sprendimus. Tiriamojo darbo pirmoje dalyje nagrinėjami personalo valdymo (toliau PV) teoriniai aspektai, pateikiama PVV samprata ir PVV subjektas. Antroje dalyje, pasitelkiant palyginamąją analizę, nagrinėjamos personalo valdymo veiklos (sutrumpintai PVV) Kauno neįgaliojo jaunimo užimtumo centre (toliau – KNJUC), Vilijampolės vaikų ir jaunimo pensionate (toliau – VVJP) (Kaunas), Kauno vaikų abilitacijos centre (toliau – KVAC). Pateikiama PVV situacijos palyginamoji analizė šiose organizacijose bei apibendrinti anketinės apklausos rezultatai. Trečioje darbo dalyje įvardijamos pagrindinės PVV probleminės sritys Lietuvos organizacijose ir jų sprendimo būdai, apimantys personalo planavimo, adaptavimo, vertinimo, judėjimo valdymo ir karjeros planavimo, ugdymo bei atlygio už darbą veiklų tobulinimą, subjekto pasirinkimo alternatyvos. / The goal of this Master’s paper work is to analyse and provide the definition of the Human Resource Management (HRM), Human Resource Management Activities HRMA), methods used to implement them and theoretical aspects of the subject, in Lithuanian organizations, providing services for people with mental disabilities, by comparing them to a similar organization in more economically developed country, to name the problematic areas of HRM in Lithuanian organizations and to provide with the concrete solution projects. Theoretical aspects of HRM, HRMA, methods and subject are analyzed and defined in the 1st part of this Master’s paper work. Generalized results of the inquiries on the HRM, HRMA and its subject in Kaunas Day Centre for Disabled Youth (KDCDY), Vilijampolės Children and Youth Boarding - School (VCYBS), Kaunas Adaptation Center for Children with Autism Syndrome (KACCAS) and comparative analysis with HRM, HRM and its subject in Sunbeam House Services, Ireland (SHS) are provided in the 2nd part of this paper work. The 3rd part of this paper work is intended to name the main problematical areas of the HRM, HRMA in KDCDY, VCYBS, KACCAS and to provide with the concrete solution projects. The solution projects are designed for the following HRMA improvement: human resource planning, adaptation, appraisal, movement and career planning, training and development, remuneration.

Virtual enterprises are increasingly being used as an organizational strategy for meeting customer needs. Potential benefits of virtual enterprises include increased profits, flexibility, increased customer service, better quality, a quicker time to market, and access to larger markets. However, the brokers that organize these ventures face challenges that arise in five key management activities: select partners, develop communication, develop culture, develop trust, and enhance behavior through motivation. A broker?s ability to overcome the problems in these activities determines the degree to which the benefits are achieved. Examples in the literature point to the possibility that interactive relationships exist between the five management activities. Considering all of these possible associations leads to a complex web of relationships that makes it difficult to determine the overall impact of specific improvements. This research investigates the five management activities and defines the primary relationships between them. The primary relationships are used to develop a conceptual model that brokers can apply as a methodology for systematically developing a virtual enterprise and thereby proactively addressing potential problems. In developing the conceptual model, this research utilizes approaches from other disciplines for addressing similar problems. The application of these approaches results in the use of systems engineering concepts to plan and design a virtual enterprise, the development of a partner selection methodology that incorporates ideas from the supplier performance measurement literature, the development of a pre-partner cultural assessment and post-partner cultural development process that are based on ideas found in the literature on mergers, and the use of project management as a means for coordinating the activities in a virtual enterprise. In addition to the preceding contributions, this research provides a comprehensive view of the characteristics of virtual enterprises. Included in these provisions are a detailed definition process and an extension of the literature to establish a typology of virtual enterprises.