A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação. / The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.

Acquiring information about successful human resources strategies that help to effectively recruit skilled labor is critical for manufacturers. Manufacturing is the backbone of the United States, yet 6 of 10 skilled labor jobs are unfilled because traditional methods and strategies used by human resource leaders to recruit are inadequate. Guided through the lens of strategic human resource management and using the concepts and views of resource-based theory, the purpose of this multiple case study was to explore strategies that manufacturing human resource professionals use to successfully recruit skilled labor in Northwest Louisiana. The data collection for this case study was performed through face-to-face semistructured interviews via purposeful sampling and company documents that included planning materials, corporate hiring strategy documents, and the company website. Data were coded and analyzed to obtain the development of a set of recurring themes. The 4 relevant themes that emerged from the coded data included the following: recruitment methods, external pressures of the region/marketplace, outreach and education partnerships, and leadership support. By implementing strategies supported by senior leadership, human resource professionals have greater levels of success in hiring skilled labor. Implications for positive social change include providing an opportunity for human resource professionals in the manufacturing industry to develop innovative ideas and solutions to respond to the nascent recruitment challenges for skilled labor positions, thereby reducing unemployment and contributing to the local economy.

策略性人力資源管理(Strategic Human resource management,簡稱SHRM)的理論係基於人力資源乃是組織中的重要資產，因此組織必須針對人力資源管理與組織策略整合的相關議題提出解決方案，以利於提昇組織績效，是故，策略性人力資源管理與人力資源管理不同之處，即在於著重人力資源管理的策略面相，並強調如何結合策略管理來因應外部環境的變化，在本研究中將梳整策略性人力資源管理的源流及其相關的理論，並對於其研究上的途徑、模型加以研析，此外，也將針對SHRM在實證研究上的限制予以批判，建立本研究堅實的理論基礎。 本研究實證統計分析的過程主要是從次數分配開始，以大致瞭解目前我國公務人力資源管理的現況及展望，然後，再利用因素分析與信度考驗，來檢驗問卷是否達到信度及效度，並做為本研究統計交叉分析的基礎，筆者採用成對樣本T檢定來檢驗受訪者對人力資源管理實際與理想認知上落差的狀況，再利用人口統計變項、瞭解其是否造成人力資源管理及行政績效之間的差異，在瞭解其關係之後，筆者在第四章中主要是以皮爾森積差相關分析檢驗人力資源管理與行政績效之間的直線關係，結果兩者之間是呈現中度正相關的關聯性，為了更深入的瞭解其中的關聯性，筆者採用多變異數分析，加入控制變項來檢驗人力資源管理與行政績效的關聯性，並且進行迴歸分析，以瞭解預測影響行政績效構面的相關因素。 在經由實證分析的論證之後，對於本研究主要問題，人力資源管理與行政績效是否具有關聯性方向，筆者得到相當正面的答案，並以之做為SWOT分析的基礎，在結論中本研究更據此對公務人力資源管理實務上提出幾點具體的建議，包括:一、重視彈性化管理，二、正視人力資源管理的策略性角色，三、設定文官改革的優先性，四、組織文化的改造，五、管理才能訓練的重視、六、標竿學習的採行等六項實務上的建議，在後續研究的建議方面則提出利用質化研究方式、及運用影響人力資源管理實務的其他因素加以分析、強化績效指標的建立，並針對個別的機關或者性質不同的機關進行測量等四項後續研究建議。

Over the last two decades, the use of professional designations as selection criteria has increased. In order to develop selection criteria, recruiters assess candidates from both job and organizational perspectives (Kristof-Brown 2000). No research exists that examines the degree to which organizational objectives, rooted in considerations that are not job-specific, may be affecting the increase in demand for these designations. This research attempts to close that gap by exploring the relationships among organizational objectives, the design of selection criteria, and the use of voluntary professional designations. The study explores the degree to which organizations use voluntary professional designations to assess person-organization (P-O) fit in environments emphasizing two objectives related to superior firm performance: the acquisition of competencies related to sustainable competitive advantages (SCAs) (Barney 1991; Porter 1985), and the development of characteristics associated with a high performance workplace culture (Huselid and Becker 1997). It also explores the extent to which a needs-supplies selection perspective is related to conceptualizations of P-O fit that are separate from notions of person-job (P-J) fit (Kristof 1996). Data were obtained from a sample of 292 HR professionals, representing a cross section of industries, who completed a Web-based survey. Confirmatory factor analysis revealed the presence of positive and significant relationships between each of three organizational contingencies (i.e., a needs-supplies perspective, a high performance workplace system culture, the desire to acquire competencies perceived to be sustainable competitive advantages) and the construct of P-O fit. Perceptions that the competencies were inimitable had the strongest relationship to P-O fit. As well, a positive and significant relationship was found between the construct of P-O fit and the use of a professional designation. However, study results also indicated that only two dimensions of SCA were positively and significantly related to the use of a professional designation: perceptions that the competencies represented by the designation are rare, and perceptions that they add long-term value.

Over the last two decades, the use of professional designations as selection criteria has increased. In order to develop selection criteria, recruiters assess candidates from both job and organizational perspectives (Kristof-Brown 2000). No research exists that examines the degree to which organizational objectives, rooted in considerations that are not job-specific, may be affecting the increase in demand for these designations. This research attempts to close that gap by exploring the relationships among organizational objectives, the design of selection criteria, and the use of voluntary professional designations. The study explores the degree to which organizations use voluntary professional designations to assess person-organization (P-O) fit in environments emphasizing two objectives related to superior firm performance: the acquisition of competencies related to sustainable competitive advantages (SCAs) (Barney 1991; Porter 1985), and the development of characteristics associated with a high performance workplace culture (Huselid and Becker 1997). It also explores the extent to which a needs-supplies selection perspective is related to conceptualizations of P-O fit that are separate from notions of person-job (P-J) fit (Kristof 1996). Data were obtained from a sample of 292 HR professionals, representing a cross section of industries, who completed a Web-based survey. Confirmatory factor analysis revealed the presence of positive and significant relationships between each of three organizational contingencies (i.e., a needs-supplies perspective, a high performance workplace system culture, the desire to acquire competencies perceived to be sustainable competitive advantages) and the construct of P-O fit. Perceptions that the competencies were inimitable had the strongest relationship to P-O fit. As well, a positive and significant relationship was found between the construct of P-O fit and the use of a professional designation. However, study results also indicated that only two dimensions of SCA were positively and significantly related to the use of a professional designation: perceptions that the competencies represented by the designation are rare, and perceptions that they add long-term value.

Este estudo de natureza exploratória-descritiva versa sobre contribuições de fatores de estímulo para a capacidade de inovação sob a perspectiva da gestão estratégica de pessoas. O problema da pesquisa foi: em que medida a gestão estratégica de pessoas pode contribuir para a capacidade de inovação no setor industrial? Foram formulados três objetivos de investigação: identificar indicadores de gestão estratégicas de pessoas, identificar indicadores de capacidade de inovação e analisar as contribuições da gestão estratégica de pessoas para a capacidade de inovação. Foi realizada pesquisa bibliográfica, por meio da qual se obtiveram características e indicadores utilizados na pesquisa empírica conduzida sob o método quantitativo. Foram feitos 1.034 com profissionais responsáveis pela gestão de projetos de pesquisa, desenvolvimento e inovação, sendo que 39 participaram do levantamento. Foi confirmada a hipótese geral do estudo, que gestão estratégica de pessoas está associada com capacidade de inovação. Também foi confirmada uma hipótese específica, que liderança e gestão é a característica de gestão estratégica de pessoas que esteve mais fortemente associada com capacidade de inovação. Foram propostas sugestões de continuidade da pesquisa e novas pesquisas relacionadas ao tema. / This study focuses on stimulus factors\' contributions for innovation management. Its research problem was \"to what extent strategic human resource management can contribute to innovation capacity in the industrial sector?\" The three objectives of this study were: identifying innovation capacity antecedents from the perspective of strategic human resource management; identifying innovation capacity indicators; and analyzing the contributions of strategic human resource management for innovation capacity. In order to identify innovation capacity antecedents, a bibliographical research in strategic human resources literature and in innovation management literature had been carried out. These antecedents consisted of seven organizational characteristics, four of which were chosen for being related to strategic human resource management: philosophy, values and norms; strategic innovative focus; leadership and management; and human resources policies and practices. An unprecedented conceptual model was developed in order to test the relationship between the independent and dependent variables: strategic human resource management and innovation capacity. In addition, three intervening variables were selected from the literature: organizational size, gross operating income and number of years operating in Brazil. An empirical, descriptive and quantitative research was carried out by means of deductive reasoning. The population of the study consisted of professionals responsible for research, development and innovation in industrial organizations operating in Brazil. From 1.034 professionals responsible for research, development and innovation were contacted, 48 of them participated in the survey and 39 provided complete answers. The general hypothesis of the study - that strategic human resource management is associated with innovation capacity - was confirmed. The strategic resource management characteristics that were moderately or highly correlated with innovation capacity were: strategic innovative focus; leadership and management; and human resources policies and practice. Philosophy, values and norms was the only characteristic that presented low correlation. Continuity of this research and new research topics were suggested.

A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação. / The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.

Under de senaste decennierna har kraven på organisationer att snabbt kunna anpassa sig till kunderna på sina respektive marknader ökat. Anpassningsförmågan är en avgörande faktor för att en organisation ska kunna behålla sin konkurrenskraftighet. I detta balansarbete mellan kortsiktigt kostnadssparande och långsiktigt intäktsgenererande är det av vikt för organisationer att verka för att behålla sina medarbetare samt att hålla dem motiverade till arbetet. Detta kan ses som att använda sin personalresurs på bästa sätt vilket är syftet med SHRM. Vårt syfte med rapporten var att undersöka motivationsfaktorer i organisationer samt hur SHRM kan användas för att främja dessa Efter genomgång av befintlig forskning har en kvalitativ forskningsstrategi använts där empiriinsamling har skett med skriftliga intervjuer av nio respondenter, från tre olika arbetspositioner i två olika organisationer. Den insamlade empirin har sedan sammanställts och diskuterats motbefintlig forskning. Befintlig forskning delar in motivation i inre och yttre motivation där den inre är kopplad till en individs psykologiska behov och egna vilja. Den yttre motivationen är kopplad till att individen får belöningar, ofta ekonomiska, utifrån sina prestationer. Befintlig forskning påvisar att effekten av yttre motivation är kortsiktig och snabbt avtar. Istället menar forskningen att den inre motivationen är avgörande för att få resultat på lång sikt. Befintlig forskning har även belyst vikten av SHRM utifrån att på bästa sätt koppla personalresurser till organisationsmål. Samt att organisationer, när de tillämpar SHRM, bör fokusera på medarbetarnas motivation för att säkerställa konkurrenskraftighet. Rapporten har i empirin kunnat bekräfta befintlig forskning kopplat till vikten av inre motivation samt att SHRM dessutom kan främja denna genom att vara en HR-strategi som utgår ifrån att se medarbetarna som resurs för att uppnå målen vilket medför att målen blir både tydligare och enklare att uppnå vilket i sin tur leder till mer motiverad personal. Rapporten har även belyst att en viktig del i främjandet av motivation är ett väl fungerande samarbete mellan HR-avdelning och ledning. Rapportens resultat är begränsat till de respondenter och de organisationer som undersökts och kan inte användas för att dra generella slutsatser. / In recent decades, the demands on organizations to be able to quickly adapt to customers in their respective markets have increased. Adaptability is a crucial factor for the organizations ability to maintain its competitiveness. In this balancing act between shortterm cost-saving and long-term increase of revenue it is important for organizations to retain their employees and to keep them motivated. This could be seen as an organizations effort to use its human resources in the best way, which is the purpose of SHRM. The purpose of the report was to investigate motivational factors in organizations and how organizations can promote these with their SHRM-work. After reviewing existing research, a qualitative research strategy has been used where empirical data collection has taken place with written interviews of nine respondents, from three different work positions in two different organizations. The collected empirical data has then been compiled and discussed against existing research. Existing research divides motivation into inner and external motivation where the inner is linked to an individual's psychological needs and own will. The external motivation is linked to the individual receiving rewards, often financial, based on their achievements. Existing research shows that the effect of external motivation is short-term and rapid lydiminishes. Instead, research believes that inner motivation is crucial to achieving long term results. Existing research has also highlighted the importance of SHRM based on the best way to link personnel resources to organizational goals. And that organizations, when applying SHRM, should focus on employee motivation to ensure competitiveness. In the empirical data, the report has been able to confirm existing research linked to the importance of inner motivation and that SHRM can promote this by being an HR strategybased on seeing employees as a resource to achieve the goals, which means that the goals are both clearer and easier to achieve which in turn leads to more motivated employees. The report has also highlighted that an important part of promoting motivation is a well functioning collaboration between the HR department and management. The results of the report are limited to the respondents and the organizations surveyed and cannot be used to draw general conclusions.

Swedish tech startups are at the forefront of innovation and growth. Startups however often face challenges in knowledge management, due to their fast paced growth. The purpose of this study is to explore how Swedish tech startups work with knowledge management in order to utilize inbound open innovation across a company. The study takes on an abductive approach. Furthermore, the study is qualitative including data gathered through semi-structured interviews with eleven Swedish tech startups. The findings show that the investigated tech startups work with knowledge management systems to transfer explicit knowledge, but tacit knowledge is communicated verbally, as the systems do not successfully facilitate the transfer of tacit knowledge, nor fully support the conversion from information to knowledge. Furthermore, employees have a high level of operative freedom and initiate collaboration and networking when needed. The investigated companies selectively hire like-minded people to create a culture that facilitates information sharing and collaboration through internal commitment across the organization. Top management is important to the overall structures and in communicating the company vision, while lower-level managers support and ease the daily operations. These activities strengthen a company's knowledge management and in turn its ability to utilize inbound open innovation. Overall, it is also evident that the startups are challenged by their fast paced growth, affecting all four researched dimensions of knowledge management.

The study employed a quantitative research method, which is descriptive in nature, to determine the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs. This interest was explored with particular reference to the Environmental Programmes branch of the Department of Environmental Affairs. Data was gathered from senior, middle and junior managers through self-administered questionnaires and it was then analysed using statistical methods and graphs. The findings reveal that the role of Human Resource Management in supporting the strategic objectives of the Department of Environmental Affairs is not efficiently elevated or viewed to have any influence on the desired goals of the Department of Environmental Affairs. As a result, the Human Resource Management component is not considered a strategic partner. Furthermore, the senior, middle and junior managers know very little about the Human Resource Management strategy and there exists a lack of emphasis on the development and implementation of joint strategic human resource management plans between the managers and the Human Resource Management component. / Public Administration / M.P.A.