Syftet med vår studie är att öka förståelsen för hur personer inom HR arbetar strategiskt med Employer Branding för att attrahera och säkerställa behovet av ingenjörer samt hur arbetet påverkar organisationens utveckling. Vi har genomfört en kvalitativ studie med hermeneutisk ansats och har intervjuat sammanlagt sju respondenter från tre olika ingenjörsföretag. Utifrån intervjuerna kunde vi genom hermeneutisk analysmetod kombinerat med tematisk analysmetod utvinna fyra huvudteman med tillhörande subteman. Resultatet visar på att företagen arbetar proaktivt med att attrahera och skapa intresse för ingenjörsyrket. Det har framkommit att värderingarna utgör en viktig del för att differentiera företag på arbetsmarknaden och att dessa bör integreras i företagens Employer Branding arbete. Vidare visar studien att arbetet med Employer Branding ska gå i linje med företagets affärsstrategi och mål och att det ska genomsyra hela organisationen.

<div> <p>Employee turnover is widely recognized as a concern for hospitality employers. Therefore, strategies are needed to attract and retain workers. Organizational newcomers are vulnerable to job stressors that lead to burnout and turnover. However, organizational socialization facilitates employee learning and adjustment, which subsequently reduced turnover intentions. The purpose of this study is to examine the impact of organizational socialization tactics on the domains of socialization learning and on organizational commitment in the hotel industry. The study also investigated th­e influence of socialization tactics and learning on turnover intentions. Additionally, the study explored content, context, and social aspects of organizational socialization tactics used by hotels to facilitate employee learning. ­­The study utilized a mixed methods approach including survey data from employees of upper midscale and upscale hotels in the Midwest, and interviews conducted with a convenience sample of survey participants. Empirical analyses were conducted using descriptive statistics, t-tests, analyses of variances, and regression analyses. Thematic analysis was used for interview transcripts. Findings indicate higher perceived levels of institutionalized organizational socialization tactics do positively impact the four domains of socialization learning – training, understanding, coworker support, and future prospects. Higher levels of two socialization learning domains, coworker support and future prospects, positively impacted organizational commitment. Institutionalized socialization tactics and the socialization learning domain of future prospects were negatively associated with turnover intentions. Interview findings enhanced survey data on organizational socialization tactics in the hotel industry. There was a higher prevalence of individual and informal learning, and employees have limited awareness of sequential steps or fixed timetables. Employees engaged in observational learning related to job duties from coworkers, and observation of customer service skills from their supervisors. The study also found employees are learning interpersonal skills from guest interaction, including how they can integrate guest feedback into their organizational roles. The study demonstrates the positive influence of institutionalized organizational tactics on employee learning in the hotel industry and provides further context on socialization tactics from an employee perspective. Implications, limitations, and recommendations for future study are discussed. Practitioners are encouraged to engage in institutionalized socialization activities. Employers can also cultivate an organizational climate that enhances hands-on learning by adopting socialization activities that enhance employee self-efficacy and encourage relationship building between coworkers. </p> <p> </p> </div> <br>

The target of the master thesis is to examine and judge hiring and selection process of employees in the company Citibank. The theoretical part is written on the basis of books and internet resources. The thesis follows on with a practical part. There is examined and judged the hiring and selection process of employees in the Citibank in the practical part of the thesis. The practical part is written on the basis of the Citibank HR documentation and systems, internet resources and the survey for new Citi employees. There can also be found recommendations how to improve the recruitment process in the Citibank in the thesis.

This thesis is focused on offshoring in human resources. Its aim is to provide, based on own experience, a comprehensive overview of how offshoring might look like in reality, what moving business activities abroad involves and what are its advantages and pitfalls. The first chapter is devoted to an introduction to offshoring, to a definition and to an explanation of the difference between the terms offshoring and outsourcing. The following chapter focuses on a description of the company whose Human Resources department is currently struggling with offshoring. The third chapter describes transfer of different business activities of above mentioned company to its shared service centre in South America. The final chapter is devoted to appraisal of offshoring in the company as well as to my own proposals for changes in the given process so as the company is able to achieve the main purpose of offshoring.

The aim of this dissertation is to study the relationship between the management of human resources of nonprofit organizations and the organizational transformations, using ¡¥Institution of Tainan Home of Philanthropy of Taiwan¡¦ as a model. Institution of Tainan Home of Philanthropy belongs to one of the nonprofit social welfare organizations in Taiwan, and its history can be traced back to as early as Qing Dynasty at 23 Kangxi Age (in 1684). In the early years, it certainly played a governmental role as in carrying the burdens and responsibilities to support welfares and help the minorities, and that is how it could gain its renowned title. After several integrations and expansions, it develops into the largest and the most well-developed and fully-established charity in Taiwan, which is truly a classic model representing the nonprofit organization. Because its fame and influential status in the national welfare society, many focuses have been concentrated on whether this organization can maintain its competitiveness and long-lasting operation. This study investigates the management of human resources, the organizational transformation, and the achievement and performance by the nonprofit institutions, and it also discusses if implementation of reorganization can result in an improved performance by the Institution of Tainan Home of Philanthropy so that the institution can keep on existing in the society and continue running to provide unlimited supply of high quality services to the public. The case study method is used as a tool, and extensive literatures are collected as references and resources for later analysis and examination in this study. Moreover, five volunteers are chosen to be interviewed in great detail, and the information gathered from the interview is then subject to SWOT analysis, which is beneficial to the discussion of the research questions. The major conclusions are drawn as following: 1.Extrinsic environmental impacts result in increased level of competitions between nonprofit organizations; therefore, intrinsic environments of these organizations require to have very robust committee boards to function and to strengthen the management of the human resources. Moreover, obsolete facilities need to be replaced in order to elevate competitiveness; as a result, reorganization is necessarily to be conducted. 2.The committee board is the foundation and the key to direct the policy development; consequently, it plays as the most important catalyst to promote transformation of nonprofit organizations. 3.Practicing human resource evaluations, monitoring achievements of the staff, printing out the employee¡¦s manuals for them to be aware of their work contents and duties, and fairly conducting performance reviews of workers annually can help increase productivity and maintain high performance of the workforce. 4.Developing an institutionalized environment, fulfilling legal administrations and conducts, and always following rules from the manuals can greatly eliminate too much of self-consciousness and any legal discrimination. 5.Establishing employee assessment allows the staff to be on the same competition platform and to have the courage to face challenges so that any resistance for organizational transformation can be prevented and a close relationship between human resources and reorganization can be developed.

Purpose: The purpose of this research is to investigate the result and extent of outsourcing, and from this result to rank the future trend of outsourcing in public hospitals. Method: A survey satisfaction questionnaire of inpatient (5 subscales and 35 items) and outpatient (5sbscales and 32 items) were performed by trained social workers. They collected 30 inpatients and 30 outpatient¡¦s satisfaction questionnaire every month from Jan. 2004 to Dec. 2005 as the independent variables. The same period of the hospital revenue and number of the employees are the dependent variables. Result: (1) The hospital revenue improved 24.5% from years of 2004 to 2005 and the patient satisfaction is significantly improved (p<0.05) in the most of subscales of the patient satisfaction. The outsourcing is successful in our hospital. (2) The subscales of the outpatient satisfaction and the subscales of inpatient satisfaction score are significantly related to outpatient and inpatient revenue respectively. It is further proved increased patient satisfaction would increase patient loyalty Increase patient loyalty then increased hospital revenue. (3) The each month¡¦s total outpatient and inpatient satisfaction score showed significantly related to number of each division of medical employee. There is high collinear between medical staff despite omit some divisions of medical staff, so it is need further study. Conclusion: (1) In order to achieve large financial improvement and patient satisfaction, increasing number of medical staff is important. (2) For reducing cost, outsourcing work of non-medical staff or reducing salary is the way.

Denna studie är en kvalitativ undersökning som syftar till att undersöka hur de anställda inom Halmstads kommun använder sig av visionen – Halmstad 2020 och värdegrunderna den vilar på i sitt arbete. För att analysera det empiriska materialet har vi använt oss av teorier om kommunikation, värdebaserat och expressivt ledarskap, ledarskap i politiskt styrda organisationen samt Human Resources. Totalt har vi genomfört två informantintervjuer, samt tio intervjuer inom två olika förvaltningar i kommunen. Vi har även tagit del av olika dokument som har legat till grund för vår studie. Resultaten visade att flera av respondenterna upplevde visionen som abstrakt och otydlig. Det framkom även att kommunikationen kring visionen upplevdes som bristfällig inom båda förvaltningarna. Vidare framkom det att ledarskapet har betydelse i arbetet mot en vision. Vår slutsats är att arbetet mot en vision omfattas av god kommunikation, ett värdebaserat/expressivt ledarskap samt ett HR– arbete som är integrerat i organisationens övergripande vision. / This qualitative study aims to investigate how the employees in the munipacility of Halmstad practice the vision - Halmstad 2020 and its value foundations in their working process. We have applied theories about communication, value-based and expressive leadership, leadership in public organizations and Human Resource Management. In total, we performed two interviews with informants, and ten interviews within two different administrations in the munipacility. We have also taken note of various documents that has been the basis of our study. The results indicated that several of the respondents experienced the vision as abstract and vague. It also appeared that communication about the vision was insufficient in the two administrations. Further, the results also indicated that leadership is an important matter in the working process towards a vision. Our conclusion is that the work towards a vision is covered by good communication, a value-based/expressive leadership and that a practice of human resources management are integrated in to the organizations overall vision.

Enterprises, while facing making the transition, besides economy, material resources, financial resources, the important one is ability of ' the tactic management of the human resources ' the most in managerial ability. So, this research adopts the law of case study, via probe into case Company when environmental change , how is it set up competition advantage to come through course that make the transition, moreover, every stages make the transition in course, how to organize the goal to cooperate with managerial ability of the human resources, so that enterprises achieve the goal of dealing in continuously forever. Analysis of the course that this research makes the transition through the organization, and to the interview of the staff of different levels inside enterprises, there is the following research conclusion: 1. Research this show case Company at facing demanding grown up to make the transition , take to combine the inside human resources practice. 2. In education and training, need whole education and training system systematized , education and training and promote development is it marry to linked to, and set up the evaluation system of intact education and training. 3. Examine the respect in the recompense of the wages and performance, except set up rational wages structure, and must distinguish the suitability of examining the index and strengthen the training of the persons who examine again outside linking the personal performance with wages and forming. 4. In promoting the system and duty margin to develop, is it manage duty and technological promotion of duty channel shunt and outside the post wheel is adjusted to cooperate, make and have intact planning to the staff's duty margin in order to strengthen their centripetal force too. 5. In staff's relation management, outside caring staff , help staff to maintain the personal health , pay attention to the quality of the life that the career that the staff continue forever develops and promotes the staff too, in enterprises , there are only satisfactory staff , will just have satisfactory customers. Synthesize the above four items, carry on the application of tactic, in order to support its key ability of human resources to need most at present, strengthen the staff's centripetal force and personnel's quality. After accumulating the plentiful key ability of human resources, the relevant tactics that match and use making the transition , such as passing superior difference between manufacturing capacity , products and service ,etc., guide the transition of the products and pursue the studying type organization and staff's relation to manage, in order to develop key ability in taking the place of workers in manufacturing capacity and speciality of its future

The study of human resource management, competitive strategy and performance: the comparison of indigenous and foreign business in Taiwan Abstract _______________________________________________________________________________________________________ In the 20th century, the characteristics of a successful enterprise are having plenty of resources, sufficient capital, advanced technology and high-quality human resources. But in the 21st century, technology and human resources will become the primary competitive factors that lead to the success of a business and will be the elements of a strong country. Taiwan¡¦s human resource is the strength to build the Asia-Pacific Regional Operation Center. But it is paid less attention to the human resources management of Taiwan¡¦s businesses. This study is to find out the differences of the human resources management between the indigenous and foreign corporations in Taiwan, and the impact on the value of HR, competitive strategies and the human resources management system. Furthermore, this thesis studies how these factors above affect the organization performance. This thesis gathered information for analyzation by mailing questionnaires to the HRM managers or related staffs of the indigenous and foreign businesses in Taiwan. Effective questionnaires sent back are 263 and the effective rate is 11.39%. By using the statistic method, the results of this research indicate that: 1. Besides the capital investment types of European and American have significant difference on ¡§work system¡¨, other types (in Taiwan and Japan) doesn¡¦t show any obvious discrepancies on ¡§HR flow¡¨, ¡§employee influence¡¨, ¡§reward system¡¨, ¡§HR value¡¨, ¡§competitive strategy¡¨ and ¡§organization performance¡¨. 2. American-invested businesses have negative impact on ¡§employee influence¡¨, that means they are inclined to use the human resources management system of ¡§cost reducers¡¨ on employee influence policy and thus have the lower degree of ownership that participated by employees. 3. HR value has significant positive effects on ¡§work system¡¨ and ¡§reward system¡¨, indicating the more the senior executives emphasize on managing human resources, the higher degree to use the ¡§commitment maximizer¡¨ of ¡§work system¡¨ and ¡§reward system¡¨ and the more autonomy for employees, emphasis on employee¡¦s reward system and performance appraisal. 4. HR value and competitive strategy have positive effects on ¡§organization performance¡¨. Considering the results mentioned above, some suggestions are made for both firms and further researches in this field. Key words: human resourses, competitive strategy, organization performance.

ABSTRACT The manpower dispatch development in US, Japan and European country, all become mature industrial stage, in Taiwan also gradually develops under this tidal current, and gradually becomes one of frequently strategies adopt by the enterprise human resources department for human flexible scheduling. The manpower dispatch not only may provide the enterprise human resource in response to peak time or obtains the support of special specialized talented person, simultaneously can outside of administration responsibility, exempt from related cost for the employment of permanent staff, lets the enterprise have the extra mental effort to concentrates in its core specialty, therefore the enterprise get much attention and use it, further enhance its development of the enormous potential. The manpower dispatch already is one of 12 prioritizes service industries in "service industry development guiding principle and the course of action" by the Economic Construction Committee of Executive Yuan, according to the industry and commerce general survey that held by DGBAS (Directorate-General of Budget, Accounting and Statistics) in 2001, there are approximately 790 manpower supplies industry, from the experiences of US, the manpower dispatch will be very important in the future duty field. According to the estimates of Economic Construction Committee, the average labor force are 9,900 thousand people in Taiwan, the dispatch laborer population might reach 300 thousand people in the future. But recently, the type of knowledge worker change the manpower dispatch level (Yang Ch'aoan, 2004). Perhaps the dispatches worker's image impression of most people is still the image of low-end manual worker, the administration worker or the sanitation worker, but the nowadays enterprise's demand gradually transformed to technical role in specialist, high-level white-color worker as well as telecommunication ,marketing specialist. At present in practice, some company runs the dispatch of tradition low level affairs or the labor work, some runs the recommendation or dispatch of the high step personnel (commonly knows as¡Ghead hunting) ,as for the high-level manpower dispatch that different from the dispatch of traditional dispatch and head hunting, in Europe/America and Japan had the explicit law definition and business volume, but in Taiwan is whether feasible? In the limit of not having enough literature for reference, this research attempts from the demand of enterprise, the supplies of high-level manpower, the barrier in practical and the economical scale of market, to analyze its feasibility, provides some reference for the dispatch industry. This research discovered that¡G (1) the high-level manpower dispatch truly has its demand in Taiwan, and increases day by day. (2) the supplies of the high-level manpower due to lack of protection of the law, presents recruits difficult and high turnover. (3) the high-level manpower dispatches will match the expectation for both supply and demand sides (for example, the cognition of the employer, the trust, authorization and support to high-level dispatch manpower, and whether is willing to give reasonable service fee for which provides dispatch service) the challenge still many, was the key point of high-level manpower dispatch management. (4) the business volume of high-level manpower dispatch at present in Taiwan is not enough, and is insufficient to support the dispatch industry to run this service only. (5) the high-level manpower dispatch is feasible, and will be supposed to the mainstream of manpower dispatch market for the future. Keyword: the manpower dispatch, the human resources, high-level manpower, dispatch demand enterprise