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The primary problems of the study are to collect data on conflicts with respect to two hospitals. and to analyze such data in order to determine the seriousness of present intra- and intersubgroup conflicts and the subject matters and underlying causes of the more serious present subgroup conflicts. A comparative analysis of the respective subgroups in each hospital and a comparative analysis of the two hospitals in conflicts are also part of the study.

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This thesis investigates the continuing significance of the internal labour market construct for shaping human resource management practices in an international investment banking organisation. By adopting a historical perspective this study departs from existing literature and presents new explanations for understanding internal labour market theory in the investment banking industry. It also adds to existing scholarship on labour markets by considering more human resources indicators than have been previously used to differentiate labour market types. A range of approaches have been adopted. The BZW/ ABN AMRO case study has been investigated using both qualitative and quantitative methods and longitudinal and cross-sectional data. The theoretical framework elaborated has two dimensions. The first involves a model which highlights the importance of the organisational historical context for analysing the origins and functions of internal labour markets. It draws attention to certain recurring interrelated features that ultimately result in the adoption of internalised market arrangements. This aspect of the model also highlights the importance of emerging patterns in internal labour market structures that become evident over time. The second part of the framework involves a typology that establishes the existence of three different labour market types. The study revealed that a historical perspective is extremely valuable for understanding the origins and functions of internal labour markets, and for identifying two internal labour market types, the firm and occupational internal labour market types and also the occupational labour market type or external labour market. It was concluded that despite the claim made by various scholars that internal labour market arrangements are in decline, the dramatic changes experienced by the investment banking industry have proven that these arrangements are very resilient.

This thesis is broadly concerned with the factors that influence and shape the character of human resource management (HRM) within the entrepreneurial start-up enterprise. Specifically, it investigates the way in which such companies implement and action HRM activities, and evaluates the extent to which it is possible to characterise the activities as entrepreneurial and strategic. Human resource management is understood in this thesis in its broadest sense � that is, as signifying people management within employment relationship. Little is known, however, about the development and implementation of human resource management in small and medium size enterprises. The majority of published research to date focuses on HRM in large, formal organisations, and is inter-organisational, rather than intra-organisational. Welsh and White comment that �Small business is not a little big business� (1981: 18), however, and it cannot be presumed that the two have the same managerial practices. Research into small business does, however, indicate that size, informality of structures and processes, and the personal preferences, values and attitudes of the owner/manager impact significantly on the way in which HR practices are adopted. Although there is little extant research that focuses on the relationship between HR practice and strategy in small business, it has been suggested by some that they have limited ability to manage strategically due to the informality of their structures and processes. Others however speak of HRM in the small organisation as strategic where there is a discernible link with the strategic goals and objectives to improve business performance and develop organisational cultures that foster innovation and flexibility. The �entrepreneurial start-up enterprise� is understood in this thesis as a particular type of business; that is, a simple, small, informal enterprise with a founder/owner/manager who is opportunistic, innovative, responsive to the excitement of risk taking, and is interested in fast growth. In the past, studies of the effectiveness of HRM and HR practices in small companies have benefited from being qualitative in nature. However, methodologies employed in the study of entrepreneurship tend to lack diversity and neglect alternative approaches (Aldrich, 1992). There has also been insufficient effort focused on researching organisation formation activities (Gartner and Starr, 1993). This thesis employs a qualitative approach that is interpretive, naturalistic, and narrative in style, in an effort to go some way towards redressing the limitations of existing work in the twin fields of HRM and entrepreneurship research. This is a longitudinal case study of two self-styled entrepreneurial start-up enterprises: Consultco and Pilotco. Consultco is an interactive business consultancy with a recruitment practice as part of its service. Pilotco is a publishing and Internet company that was to produce a series of CD-ROM guides to key Internet sites. A case study methodology was chosen as a sound way to explain, describe, evaluate and explore close-up HRM activities in the natural world of the entrepreneurial start-up. Narrative was chosen as a way of making the respondents stories about the organisational experiences more accessible to both the researcher and the reader, and in this way captures the unfolding story of the founding of a business as it occurs. The thesis is presented in four parts. The first part explores entrepreneurship, the influence of the entrepreneur on their organisation�s culture, and the concept of entrepreneurial strategy within the growth process of the enterprise. It also covers different views of human resource management and the practice of HR in the context of small business, specifically the entrepreneurial start-ups. The second part of the thesis is concerned with the theoretical methodologies that underpin the research, and the design of the study. Part 3 presents the stories of the respondents in their own voice, to create organisational narratives for Consultco and Pilotco. A cross-case analysis follows, which tries to throw light on the process of HRM as it is practiced in the entrepreneurial start-up context. This part concludes with the researcher�s own story within the research process, and how this experience in turn influenced on the process of meaning making. The final part of the thesis revisits the factors that influence and shape the character of HRM in the entrepreneurial context, and posits an alternative way in which to interpret the meaning of HRM, and its relationship to the opportunistic enterprise.

The purpose of this thesis is to explore dimensions that relate to the training systems effectiveness in a number of industry categories. The training system is taken as part of the reproducer boundary subsystem within the organisation (Miller 1978). The research has been developed on the assumption that no single criterion is appropriate as a measure of effectiveness of a training system (Campbell et al 1970). An index of criteria based on the different organisational variables that interact within an organisation is employed in the development of the study. In this research the structural variables (independent variables) including industry category, size and formalisation factors of the sample organisations will be related to the effectiveness of training systems in their organisations. This research attempts to formulate hypotheses in the field of training system research to contribute to a theory of training system impact studies. The popular areas of research in the field of training have mainly tended to focus separately on the effectiveness of training programmes, the economics of training, the social impact of training and the dynamics of training. To my knowledge there is no research work that tests the relationship between structure and the effectiveness of training systems.

Thesis (M.A.)--Bowling Green State University, 2007. / Document formatted into pages; contains vii, 58 p. Includes bibliographical references.

The purpose of the study was to determine whether the State supported Universities in Indiana adjust the number of selected support positions as enrollments vary. To facilitate reporting the data the study was written in five chapters. Chapter I included an overview that delineated the purpose for the study and organization for subsequent chapters.Chapter II presented a review of related research and literature directly pertaining to the study. No literature or research has been found that quantitatively describes what a minimum selected support staff should be, or what existing ratios are. Evidence exists within the literature and research to support the concept that the human resources approach to the personnel function is impacting higher education through the larger society. Evidence exists to support the notion that unions will continue to play a vital role in assuring that support services within higher education will receive a larger percentage of administrative attention within the next decade.Chapter III contained an explanation of the methods and procedures employed to derive the necessary data. The chapter contained procedures for selecting the population, methods used in the collection of data and methods used for analysis of data.Chapter IV contained the data collected from the respective Directors of Personnel Services of the selected institutions and enrollment data collected from the National Center For Educational Statistics. The data was presented in narrative form with the tables and figures utilized to report the raw data.Chapter V provided a summary of the study, findings, conclusions, and recommendations. The findings support the following selected conclusions:1. There has been a generally positive relationship among enrollments and the number of selected support staff positions during the time span stipulated within the study.2. During the time span stipulated within the study, enrollments at all universities have increased at a greater rate than selected support staff positions, although specific yearly negative relationships did occur.3. There appears to have been no conscious effort on the part of personnel directors at any institution studied to either establish appropriate support staff to student ratios or to maintain any such ratio.

The purpose of the study was to investigate the leader behavior of library directors in medium size academic libraries and the influence of the director on selected goal setting activities and goal achievement. Hypotheses were developed to determine if relationships existed between: (1) the leader behavior of library directors as perceived by middle management supervisors and self-perceptions of leader behavior by the director; (2) the middle management perceptions of leader behavior of the directors and the existence of selected goals as perceived by middle --management supervisors; and (3) the middle management perceptions of leader behavior of the directors and the level of goal achievement as perceived by middle management supervisors. The population for the study was identified as medium size academic libraries associated with universities accredited by the North Central Association of Colleges and Secondary Schools. Directors and middle management supervisors in twenty-four universities participated in the study. Participants responded to the Leadership Behavior Description Questionnarie XII and a Selected List of Goal Setting Activities developed for the study. The Hotelling T2 and the Pearson Product-Moment Correlation Coefficient were used to analyze the data.FindingsThe LBDQ-XII mean scores for directors were higher on all subscales than the mean scores for subordinate supervisors.A significant difference was found in leader behavior of directors of academic libraries as perceived by subordinates and self-perceptions by the directors.The subscale of Consideration clearly contributed to the rejection of null Hypothesis I at the .05 level of significance.The subscales of Initiating Structure, Tolerance of Freedom, Production Emphasis, and Predictive Accuracy provided some evidence of a joint contribution to rejection of the hypothesis of no difference. However, the contribution was not great enough for any of the four factors to be independently significant with a critical value derived by application of a conservative Post Hoc t test at the .05 level of significance.Seventy-six percent of all responses for goal existence were circled yes.No correlation was found between middle management perceptions of library director behavior and perceptions about the existence of goals.An average score of 20.832 was observed for goal achievement for all participating libraries. The highest attainable score for achievement on all goals would have been 11.000 and the lowest 55.000.No correlation was found between middle management perceptions of library director behavior and perceptions about the level of goal achievement.Conclusions1. Directors of middle size academic libraries and subordinates do not agree on perceived behavior of library directors on either the Person or the System Dimensions. Library director perceptions are higher on the consideration factor of the People Dimension. Thatrelationships between the director and middle management supervisors as exhibited by trust, respect, and friendship, than are perceived by the middle management supervisors.2. The mean number of yes responses from each respondent indicates a general acceptance of selected goals in middle size academic libraries at the department level is, library directorsperceive stronger social.3. Based on the average response to goal achievement, middle management supervisors generally perceived that the selected goals are being achieved to a moderate degree in middle size academic libraries.4. The LBDQ-XII offers one method of examining the leadership style of an academic library director.