Abstract The competitive market in 21 century is full of uncertainty. The needs of customers change fast as time, location, age, and feelings. Customers lead market. Successful business in uncertain environment must respect, understand, satisfy, and master customers. Only when business do well in CRM, and then customers can shop goods again. And public praise not only reduce the cost of marketing to open up new customers but also gain sales and profits. The culture of customer-oriented is the premise of CRM. Understand customers¡¦ needs, meet them, provide good service and process, make sure the safety convenience of deals. Because customers are satisfied and have high loyalty, it can produce the beneficial result of CRM. Building HR effective management is from the business culture of customer-oriented in competitive age. And HRD is more important than assets. Information resource has become a part of life for people. Business managers should consider how to use information resource and technology ability well. Let these tools help employees provide better services to customers. By doing this we can increase sales profits, raise customer loyalty, and reduce business cost. The results of research are as follows¡G 1.HRM activities and the beneficial result of CRM have significant relation. 2.To HRM activities and the beneficial result of CRM, some parts of COC are mediators. 3.HRM activities and the culture establishing of customer-oriented have significant relation. 4.Technology skills¡Bculture of customer-oriented and CRM have moderator situation. 5.Information resource¡Bculture of customer-oriented and the beneficial result of CRM have moderator situation.

In this work we propose a methodology for providing real-time capabilities to component-based, on-the-fly reconfigurable, distributed systems. In such systems, software components migrate across computational resources at run-time to allow applications to adapt to changes in user requirements or to external events. We describe how we achieve run-time reconfiguration in distributed Java applications by appropriately migrating servers. Guaranteed-rate schedulers at the servers provide the necessary temporal protection and so simplify remote method invocation management. We describe how we manage overhead and resource utilization by controlling the parameters of the server schedulers. According to our measurements, this methodology provides real-time capability to component-based reconfigurable distributed systems in an effcient and effective way. In addition, we propose a new resource discovery protocol, REALTOR, which is based on a combination of pull-based and push-based resource information dissemination. REALTOR has been designed for real-time component-based distributed applications in very dynamic or adverse environments. REALTOR supports survivability and information assurance by allowing the migration of components to safe locations under emergencies suchas externalattack, malfunction, or lackofresources. Simulation studies show that under normal and heavy load conditions REALTOR remains very effective in finding available resources, and does so with a reasonably low communication overhead.REALTOR 1)effectively locates resources under highly dynamic conditions, 2) has an overhead that is system-size independent, and 3) works well in highlyadverse environments.We evaluate the effectiveness of a REALTOR implementation as part of Agile Objects, an infrastructure for real-time capable, highly mobile Java components.

The accuracy and similarity of team members' perceptions regarding the interdependencies of their task as well as the criticality of teamwork behaviors is essential to team performance. Unfortunately, these perceptions are not always accurate or similar, which has led to calls for research evaluating the effectiveness of interventions aimed at improving these perceptions. The present study evaluated the accuracy and similarity of crew members' perceptions of task interdependence and teamwork in the U.S. railroad industry. Specifically, this study assessed (1) the effect of Crew Resource Management (CRM) training on the accuracy and similarity of locomotive and maintenance of way (MOW) crew members' perceptions and (2), the extent to which the accuracy and similarity of those perceptions are retained 2-years after training. The overall results of the present study suggests that CRM training is effective in increasing the accuracy and similarity of crew members' perceptions of team-relatedness (amount of task interdependence) and perceptions regarding the importance of teamwork. However, the effectiveness is often dependent on the metric used (i.e., accuracy vs. similarity), and the specific characteristics of the crew members (i.e., locomotive vs. MOW, higher vs. lower interpositional experience). Furthermore, the results suggest that training did not increase the accuracy or similarity of crew members' perceptions of team workflow pattern (form of task interdependence). Lastly, a small sample size and low power precluded the running of quantitative statistical analysis assessing the long-term retention of the accuracy and similarity of participants' perceptions of task interdependence or teamwork. However, for the sake of completeness, the means, standard deviations, and effect sizes are presented in the Appendix.

As industries have been changed, enterprises are facing more fierce competitions. Human Resource Management has been gradually taken seriously. HR professionals can assist enterprises in building reasonable internal systems to promote employee performance and further overall organizational performance. This study aims at exploring the influence of Human Resource Management strategy on organizational commitment and job performance. The results from the analysis of influence are offered as references for enterprises in planning and implementing Human Resource Management strategies. 270 questionnaires were distributed and 241 ones were collected. The overall response rate is 89%. 20 invalid questionnaires were deleted. The response rate of valid questionnaires is 81%. The regression analysis was adopted. The research results are as follows: I.The influence of Human Resource Management strategies on organizational commitment is positive. II.The influence of Human Resource Management strategies on job performance is positive. III.The influence of organizational commitment on job performance is positive and Human Resource Management strategies have partial moderation effects on job performance.

The reason of discussing the influences of Law of the PRC on Employment Contracts is, pursuing the economical growth has been the main development policy from the beginning of the reforming and opening up of China. However, the derivative labour problems are getting worse. Although the PRC government passed the Labour Law of the People's Republic of China in 1995, the execution of the Law achieved little, resulting in more labour-management problems instead. For this purpose, the PRC government passed the Law of the People's Republic of China on Employment Contracts in 2007, expecting to eliminate the situation of long-term ignorance and violation of labour rights. The Law has great influences on employers in China such as decreased employing flexibility and increased operating costs. Therefore, this research intends to comprehend the influencing coverage of the Law of the PRC on Employment Contracts through investigating the Law¡¦s legislative background and its legal meaning, and adjusting future human resource systems and positioning human resource management strategies for the enterprises according to their influenced coverage. During the research process, I have consulted a large quantity of documents related to the Law and news regarding enterprises¡¦ reaction toward it. Through collecting, analyzing related documents, and interviewing cases, I found that the Law insists much on recording and reserving anything regarding labour rights in written form during the operating processes of enterprises. Besides, other influences toward enterprises including the changing of cost structures, especially the law violation costs. For example, enterprises do not have probation period, dismissing employees illegally, or the expending of economical compensation and so forth. In addition, I also found that the regulation of the open-ended employment contracts and granting the economical compensation influence enterprises fairly much. However, the two above regulations are complements of each other. The purpose of the legislation is to let enterprises and employees built long-term and stable labour-management relations. At last, I discovered that in the future, enterprises need to change the passed attitude of dealing with labour-management relations when facing the Law. They have to pay more attention on details when operating company, especially when dealing with affairs about labour rights. For example, they have to notice the details of the design of appraisal system, improving staff training, modifying the company¡¦s rules and regulations, and the new employee recruitment and so forth. To conclude, in the future, enterprises have to take a more reciprocal attitude when facing labours and managing labour relations.

As the tendency of globalizes and regionalization of enterprise management develops, enterprises in the world have to face an extremely important subject of multiple human resource management. Whether the enterprise is classified as globalize, cross-nation or regionalization, it should face and plan the strategy of its human resource management more appropriately, which is the core part and the foundation of an enterprise. The range and object of this research is based on Taiwan High Speed Rail Corporation and its employees. The company, THSRC, is one of the largest BOT projects in the world. Employees of THSRC with their profession in construction management, operation management at railway area, were recruited from many different countries. The research of investigating the manage method and organization climate of THSRC, can surely provide a great reference to some regional enterprises during the process of transit to globalized enterprises. The purpose of this research is trying to examine the relationships among the perceptions of human resource management practice, organizational climate, role adjustment, and working attitude. Also, this research intends to investigate the affection of differenct personalities to human resource management practice, organizational climate, role adjustment, and working attitude. The questionnaire survey of this research was implemented on April 2008. 300 questionnaires were sent out, and 272 were replied, in which 256 are valid. Through a statistical analysis, we conclude the research result as follows: 1.The human resource management practice has a positive affection on working attitude. 2.The human resource management practice has a negative affection on role adjustment. 3.The organizational climate has a negative affection on role adjustment. 4.The role adjustment has a negative affection on working attitude.

Enterprise resources include organization departments and information systems Enterprise resource management examines resources owned by an enterprise and develops competitive advantages for an enterprise. This research comes out with architecture-oriented enterprise resource management model, abbreviated as AOERMM, to describe all enterprise value chains occurring from the organization departments and information systems within an enterprise. In a value chain, there are ¡§primary activities¡¨ and ¡§supportive activities.¡¨ AOERMM is an integrated model which is able to present all business views. Most importantly, an enterprise¡¦s profit depends on its performing these activities efficiently. AOERMM must meet customer requirement and firm-strategy to build up all business activities. AOERMM uses six golden rules such as architecture hierarchy diagram, structure element diagram, structure element service diagram, structure element connection diagram, structure behavior coalescence diagram, and interaction flow diagram to build up the enterprise resource management architecture. With AOERMM, we can easily and quickly conquer any challenge forthcoming from the market. Therefore, process-oriented is out of date. Architecture-oriented is on the rise for tomorrow¡¦s enterprise resource management.

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

<p>Abstract</p><p>Keeping the key individuals in a post merger and acquisition situation is vital to preserve the value of the investment. Yet it is not uncommon, in relation to mergers and acquisitions, that key individuals not only leave the organization but assumes a position with a competitor or even start a competing business. This problem was highlighted as a sug-gested topic for this thesis by Nordic Construction Company (NCC).</p><p>Findings from interviews with 4 key individuals at NCC and 6 individuals with a combined experience of the human resource management aspect of the merger and acquisition process and its aftermath, show that the primary reasons why key individuals leave is, even if the deciding factor differs, strongly linked to uncertainty that can be reduced with a suffi-cient communication strategy.</p><p>This thesis suggests a number of potential actions of improvement to the NCC merger and acquisition process and its aftermath. The following human resource influences should improve the NCC merger and acquisition process in order to prevent the loss of key individuals</p><p>• Introduce the human resource aspect into the strategy discussion during the merger and acquisition preparation phase.</p><p>• Infuse human resource related enquiries into the discussion with the target organization’s owners, during the initial due diligence phase.</p><p>• Conduct qualitative and quantitative human resource research that relate to the set human resource management strategy, during the due diligence phase as soon as access to the workforce individuals have been granted.</p><p>• Implement extraordinary PLUS conversations with key individuals shortly after the closing of the deal process.</p><p>• Modify the welcome package that is communicated in relation to the merger or ac-quisition so that it includes a list of communication channels, a contact information list and a message in alliance with the human resource strategy. This message should put the individual in the center by focusing equally on the expectations flowing from the individual to the new organization and vice versa.</p>

<p>Background: Going abroad for a number of years to live and work in a different country and culture is a major change for most people. To make this easier and minimize the risks of facing adjustment difficulties for these people going abroad, companies’ Human resource departments, in particular, have great responsibilities. It is also mainly their responsibility to ensure a smooth re-adjustment for employees returning to home country after a completed international assignment. Today many companies not only underestimate the problems related to an unsuccessful repatriation process, but also do not acknowledge the difficulties that the expatriates face upon return. Moreover, there is evidence showing that only a minority of companies invest substantial resources in the task of creating an Effective Repatriation process, even though researchers have confirmed repatriation to be more challenging than expatriation.</p><p>Purpose: The purpose of this thesis is to find out how companies can improve and facilitate the repatriation of their employees. This will be done by examining factors affecting how an expatriate perceives the repatriation process and by identifying the most critical actions in achieving an effective repatriation process.</p><p>Method: In order to fulfill the purpose of this thesis a qualitative method was chosen. A case study was conducted over Volvo Construction Equipment in Eskilstuna, based upon personal interviews with expatriates as well as representatives of the Volvo International Assignment Management (VIAM) and Human Resource department of Volvo Construction Equipment in Eskilstuna. Further, the case study included a preliminary study based on a question and answer format, answered by 20 expatriates at Volvo CE in Eskilstuna. With support from information gathered through the preliminary study, later 10 personal interviews were carried out with expatriates at Volvo CE.</p><p>Conclusion: The findings of this thesis propose 10 main factors, which influence how an expatriate perceives the repatriation process. These are; (1) the Purpose for why an expatriate is sent abroad, (2) the Picture of the repatriation process and responsibility areas communicated by the home company, (3) the perceived Communication and support, (4) the utilization of Mentorship, (5) Reverse culture shock issues, (6) Career issues, (7) Organizational issues, (8) Practical issues, (9) Family issues and finally,(10) the existence of an Evaluation. Further, the result of this thesis suggest that there are four critical actions in achieving an effective repatriation process; preplanning, communicating and providing support, proactive repositioning process and finally, applying an evaluation.</p>