Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance. Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies. Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents. Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”. Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

Employer branding has become an increasingly popular subject among practitioners. In order to gain competitive advantage it is claimed that companies should hold the best employees. However, in this thesis it is argued that the purposes of employer branding and HRM are strikingly alike, since they both aim to attract and retain employees. Earlier research lacks to explain how companies work with employer branding. Therefore, it is reasonable to wonder how employer branding is practiced and whether employer branding contributes something of value to the company, especially to HRM. Thus, the purpose of this study is to investigate whether employer branding contributes to HRM regarding attraction and retention of employees. A qualitative case study was conduced and the findings show that employer branding can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of employees; potential, current as well as former employees, (2) facilitating the maintenance of the corporate culture and (3) enabling a way for HRM to take a strategic approach.

Facing ecological credit shortage, eco-awareness all over the world, entrepreneurs should make ¡§greening¡¨ the crucial mission, and take its development as a competitive advantage. Briefly, entrepreneurs have to behalf as corporate citizens and work on social responsibility. Connecting the environment protection with business profit increases the value of stockholders and creates the value of stakeholders as well. This research focus on how the practice of greening creates business sustainable value, the effects from executives¡¦ attitude and leadership style on business greening and how the human resource department participate greening. Case study method was using in this research. By taking with 7 entrepreneurs remarkable in greening, after analysis, there are 7 issues found in this study. 1.Four business greening strategies: there are energy saving and carbon emission reduction strategy, innovative strategy, stakeholders response strategy and blue ocean strategy to create business sustainable value. 2.The executives¡¦environmental attitudes have the positive effects on business greening strategy and sustainable value. 3.The leadership style of CEO effects business sustainable value. 4.Under the strategy of energy saving and carbon emission reduction, the policies of human resource are encouraging all employees take part and building the mechanism of employees participate, combining with rewarding system. These give the positive effects on business sustainable value. 5.Under the strategy of innovation, human resource policies are emphasizing on recruitment and training, creating an innovative atmosphere in organization and inspiring innovation by team work. These give the positive effects on business sustainable value. 6.Under the stakeholder response strategy, human resource policies are stressing on fairness, building up a tight relationship between employers and employees and setting up bi-directional communication. These give the positive effects on business sustainable value. 7.Under the blue ocean strategy, human resource policies should emphasize on investing critical technological talents and obtaining. These give the positive effects on business sustainable value.

Securities Investment Trust industry had matured which reached to an intensive competition market in recent years. In any case, the high turnover rate of fund manager suggests that how company establishes its organizational ability now facing a serious issue, and it eventually cuts the overall growth of company. Therefore, if company¡¦s human resources management system can be matched with its own organizational culture, it should help the company retain talents; to develop better organizational innovative capability which leads to more outstanding performance. In this research, we focused on four particular companies which known for its specialty in securities investment trust by processing case study method. From these cases, we found there are strong relationships between organizational culture, strategic human resource management and performance on organizational innovation. Organizational culture presents the core value of organization which is the central idea for corporation operation as well. It becomes the principles for recruitment and assessment of human resource. That is to say, culture affects human resource management activities. Human resources management activities play an important role on human capital accumulation which can direct link to performance of innovation, especially on service innovation. Our research suggested that technical innovation or product innovation will be affected by other factors, such as company¡¦s resources and industrial properties. As a result, the strategy of human resources management has partially influence on both product innovation and technological innovation.

Human resource strategy and practices are effective ways to sustain organizational competitive advantage under the concept of strategic human resource management. It was proved that human resource strategy and business strategy have causal relationship. However, we need to explore the relationships among industry environment, business strategy and human resource in corporations of Taiwan. Using literature review and case studies, this research targeted six firms, which were sampled purposely, to conduct an in-depth interview to explore the relationships among human resource strategy, business strategy, and industry life-cycle. And the results showed below: 1.Business strategy is influenced by industry life-cycle stage and industry category. 2.Different business strategic will result in different human resource strategies and practices, that is, the principle of ¡§fitness¡¨. 3.Operation of human resource management will output multi-changes and combinations, due to cross influences of multi-factors.

Organizational downsizing has been a popular business strategy widely used by enterprises all over the world since the 80¡¦s. Unfortunately, according to the findings of many investigations and researches, the results of downsizing are both positive and negative. Not only the improvements of firms¡¦ performance can¡¦t be ensured, it also brings the devastated consequences to employees. They eventually create chaos to the employees¡¦ families and to the entire society. In order to solve this important issue of the societies, this research reviewed the relative literatures across different research fields, such as organization change, strategy and strategic human resource management field. It found that firm¡¦s dynamic strategy capability and strategic human resource management practices, asserted by strategy and strategic human resource management field as the essential mechanisms for ensuring firm¡¦s competitive advantage, are the two key interventional variables between downsizing strategies and post-downsizing firm performance. Therefore, 110 MNCs and local Taiwanese companies were chosen as the samples to empirically prove the relationships among these variables. The insights and findings in this research may contribute to the theory development in organization change, strategy and strategic human resource management field and to the managerial practice as well.

ABSTRACT As the progress of information technology, the trend of globalization market and dramatic market competition, human resource can be the only source of sustaining a competitive advantage for organizations. It is not all employees who possess knowledge and skills of core resources for firms. It is the fundamental work for human resource management for firms to improve employment management of human resource. Given pressures for both efficiency and flexibility, in addition to the use of internal full-time employees, firms are use external workers, such as temporary employees, contract laborers, consultant etc. The fact highlights that human resource management can be divided to make or buy decisions. It would be more efficient employment to hire at employee's characteristic. The related academic is less and lack of a systematic framework for carrying for employment management. This study, develop a human resource architecture based transaction cost economics, human capital, resource-based view and the academic of Lepak & Snell (1999). The conclusions are: 1.When human resource are both valuable and unique, firms should internally develop human resource and would rely on a commitment-based human resource configuration. 2. When human resource is valuable but not unique, firms should acquire human resource from labor market and would rely on a market-based human resource configuration.3. When human resource is not valuable and unique, firms should use contractual human resource and would rely on a compliance-based human resource configuration.4. When human resource is unique but not valuable, firms should use alliance and would rely on a collaborative-based human resource configuration.

In the past, firms based on economics of scale, capital intensive, mass advertisements, customers service and product quality had changed into creative excellent human resource. Human resource could truly be the only source of sustaining competitive advantage for firms. The related academic about strategic human resource management especially integrative employment and development is less for reference in Taiwan. More over, operations and practices in strategic human resource management are usually not made known to the public because of executives¡¦ hesitation. Thus, these impacts had influenced the empirical studies. Based mainly on transaction cost economics, human capital, resource based view, the purpose of research is to discover an integrated architecture for strategic human resource employment and development by examining high-technology facility industries. The thesis will share the successful experiences of applied human resource management to firms and for reference to the industries, and contribute to the construction of strategic human resource management theory.

<p><strong>Background: </strong>It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.</p><p><strong>Purpose: </strong>The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.</p><p><strong>Method: </strong>To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.</p><p><strong>Analysis: </strong>The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.</p><p><strong>Conclusions: </strong> We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.</p>

In 2006, the BC Public Service published the first of a series of corporate human resource plans entitled “Being the Best”. One of the key goals of these plans is to improve employee engagement at the BC Public Service. Critical Discourse Analysis (CDA) is used to uncover the ideas and assumptions that underlie the employee engagement construct at the BC Public Service as well as better understand the influence these beliefs have on power relationships within the organization. Because there is a paucity of critical literature specifically focused on employee engagement discourse, the critical discourse analysis considers the broader discourse of human resource management. The analysis reveals that values and assumptions associated with the discourse of New Public Management (NPM) are woven into and across the texts. Three themes emerge from the analysis: transformational change is necessary and there is only one ‘right’ way to solve the crisis; the public servant identity is reshaped around the entrepreneurial spirit; and the organizational culture is redefined to align with NPM values. The effect of this discourse is to maintain and intensify managerial control over front line employees. / Graduate