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This whole research project evolved to ultimately understand how and why human resource practitioners across several industries discover, adopt or implement certain human resource management trends into their industries and organisations. Since the explosion of information technology and the effects of globalisation it was interesting to explore and discover intimate knowledge from various human resource management experts. Through exploratory research, a series of in-depth interviews were set up with several human resource (HR) directors and managers across various global companies and industries in South Africa. This research investigated the views of these human resource experts and how various human resource trends impact and influence the human resource practitioner in this ever evolving global economy. The outcome of this research can facilitate human resource practitioners in enhancing their knowledge and understanding in the human resource field with regards to making them more competitive in attracting, maintaining and retaining talent for their organisations, by certain human resource management trends. Furthermore, the research may provide an insightful understanding of how and why certain human resource management trends become disseminated into various organisations for the human resource manager. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.

Foreign business bank for pursue growth their and survive, adopt outside grow up strategy - make transnational merger agitation sweep across the whole world from American-European countries; Local banks and financial institution are amalgamated successively since 2007 in Taiwan, make this research M&A the discussion of the strategy of human resources management about the transnational financial group, plan to probe into together to the component of relevant human resources strategy while M&A. M&A in different stages of the local bank through foreign business bank, the role and adopting the human resources strategy that human resource department acts, make a analysis and make a self-criticism, M&A abroad as financial circles of our country or financial circles of our country of merger and acquisition of other foreign business banks, the human resources strategy of getting on the transnational merger and acquisition of financial services industry are correlated with the normal reference that adjust, in order to offer my humble opinion of several improvement for transnational merger of the financial services industry. Sincere as described above, originally research and propose the main research purpose: 1. Foreign business bank consider what it will be factor while being managerial while being other to human resources management in transnational merger and acquisition¡F2.Before M&A, the human resources management strategy which both sides adopt in management¡F3.While M&A the human resources management strategy which both sides adopt in management¡F4.After M&A, the human resources management strategy which both sides adopt in management. In this research, go on by way of interview of case mainly, it is two foreign business banks altogether and accept interview, hope in can have more scholars go on to study field this while being in the future too. This result of study points out, should be participated in M&A trade activity in the whole journey soon in the previous administrative department of human resources of merger and acquisition, act strategy plan role, because human resources management strategy can reduce merger and acquisition problem of course take place effectively; Cooperate with the capital of human in advance to check information at the time of merger and acquisition, can find that hide the factor that destroys merger and acquisition and succeeds ahead of time, sketch the contours of company's development plan and wish the scene in the future, in order to consider the policy which organizes adjustment completely, can increase key personnel's commitment; Cooperate with the implementation of the score card of the equilibrium to grasp the execution effect planned in merger and acquisition and feedback chasing after merger and acquisition? Revitalize management strategy and direction of new organization, enable all efforts in human resource department to connect to the milestone, guarantee the procedure can focus on and accomplishes the task of M&A in right time continuously. So this research proposes, support human resource department to give play to the strategy partner role in initial stage for merger and acquisition, participate in M&A the course in the whole journey, can give play to the productivity of organizing effectively, reach and M&A the comprehensive result.

In recent years the entire environment, the government policy's change, caused the human resources management domain to start to receive takes seriously, was not exceptional in Taiwan's medical industry, for these years they realized the human resources management slowly important, and started some transformations, therefore we might see some successes transformed human resources department, but also had many not clear own role localization. Because past medical service industry this aspect studied the subject not to be many related, therefore this time adopted the nature interview way, hoped that might take advantage of this obtains the multiplex information, and helped Taiwan medicine human resources department to be clearer locates their role, might become the strong character which finally the hospital could not lack. But this will study us to discuss 13 hospitals from the past the reason which, the change bottleneck and they will change to the future human resources roll play tendency. The findings discovered that in the past the hospital human resources department nearly simultaneously was playing ¡§the performer role¡¨, was engaged in the work content by ¡§the personnel management¡¨ primarily, after five year about change, they simultaneously was acting at present three to seven kinds of polytropic role, they also will have in the future very high hoping to themselves, they hoped that made great strides forward toward the strategic human resources management, displayed the human resources positively truly, initiative, characteristics and so on innovation, reform, played ¡§the innovation role¡¨. At present urges the human resources department fast transformation the factor is ¡§the human resources manager, the leader/higher order is in charge of the idea, the government new policy system¡¨ the influence, but simultaneously ¡§the human resources manager or the personnel specialized insufficiency, the human resources understaffed¡¨ also limits them to transform, therefore present stage human resources personnel specialized ability's enhancement becomes with the information ability's promotion very important.

Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen. / This study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.

Archival research was conducted on the inception of preemployment psychological testing, as part of the background screening process, to select police officers for a local police department. Various issues and incidents were analyzed to help explain why this police department progressed from an abbreviated version of a psychological battery, to a much more sophisticated and comprehensive set of instruments. While doubts about psychological exams do exist, research has shown that many are valid and reliable in predicting job performance of police candidates. During a three year period, a police department hired 162 candidates (133 males and 29 females) who received "acceptable" psychological ratings and 71 candidates (58 males and 13 females) who received "marginal" psychological ratings. A document analysis consisted of variables that have been identified as job performance indicators which police psychological testing tries to predict, and "screen in" or "screen out" appropriate applicants. The areas of focus comprised the 6-month police academy, the 4-month Field Training Officer (FTO) Program, the remaining probationary period, and yearly performance up to five years of employment. Specific job performance variables were the final academy grade average, supervisors' evaluation ratings, reprimands, commendations, awards, citizen complaints, time losses, sick time usage, reassignments, promotions, and separations. A causal-comparative research design was used to determine if there were significant statistical differences in these job performance variables between police officers with "acceptable" psychological ratings and police officers with "marginal" psychological ratings. The results of multivariate analyses of variance, t-tests, and chi-square procedures as applicable, showed no significant differences between the two groups on any of the job performance variables.

This present paper analyses how HR professionals construct and negotiate sustainable human resources management (HRM). The empirical data is collected through five interviews with six informants and in the Swedish working context. A Foucauldian inspired qualitative discourse analysis reveals how sustainability is seen as an important part of HR, and moreover, societal sustainability is seen as the main focus of HR. Contrary to most of the prior sustainability HR research, the discourse of ecological sustainability was not activated to the same extent as the other societal discourses. Instead, the study showed that in the Swedish work context, the matters of health promotion, equality and diversity are seen as more essential.

A dinâmica do cenário contemporâneo tem obrigado as organizações a se modificarem para sobreviver. No entanto, essas mudanças acontecem de forma contextualizada e são aplicadas de diferentes formas, nas várias dimensões organizacionais. A proposta deste estudo foi aprofundar o conhecimento sobre o modo como a Gestão de Recursos Humanos (GRH) vem respondendo ao processo de mudanças, no Brasil, considerado seu desenvolvimento recente. O objetivo foi caracterizar as práticas estratégicas de GRH em organizações privadas que atuam no País, buscando classificá-las, além de identificar os fatores determinantes desse posicionamento e comparar as práticas utilizadas em sistemas descritos na literatura internacional. No levantamento teórico proposto para esse objetivo, investigou-se a Gestão Estratégica de Recursos Humanos, a evolução e contextualização da área no panorama brasileiro e os diferentes tipos de GRH existentes. A pesquisa empírica foi quantitativa de cunho descritivo. Foram coletados dados com um questionário de práticas de gerenciamento de pessoas validado e reconhecido internacionalmente. Desse questionário, foram selecionadas práticas coerentes com os objetivos propostos e analisadas estatisticamente. Os dados revelaram a participação da GRH na estratégia organizacional; prevalência de práticas menos efetivas no gerenciamento do desempenho e da capacidade dos empregados da organização; e relações com os sindicatos limitadas às negociações coletivas. Isso mostra uma tendência das organizações pesquisadas para a perspectiva estratégica da gestão de pessoas. No entanto, nem todas as empresas podem ser descritas da mesma forma. Uma análise de agrupamento classificou a amostra em quatro diferentes grupos de GRH, que por suas características foram classificados como: 1. Operacional; 2. Estratégico; 3. Formalizado; e 4. Comunicativo. As características e proporções mostraram que ainda existem organizações que gerenciam seus empregados de forma meramente burocrática, mas muitas empresas já adotaram um posicionamento estratégico e muitas outras caminham para tal. A partir dessa classificação foi realizada uma comparação das médias de ações de GRH descritas na literatura que, em grupo, formavam práticas calculativas e colaborativas. Essa análise revelou que as empresas do grupo GRH Estratégico possuem as mais altas médias tanto em práticas calculativas quanto colaborativas. O segundo grupo com médias mais elevadas para as práticas calculativas foi o grupo da GRH Formalizada, e o segundo grupo com médias mais altas colaborativas é o GRH Comunicativa. Por fim, foram levantadas variáveis organizacionais que poderiam contribuir para a determinação do grupo estratégico. Entre elas destacam-se o setor de atuação e a formalização da estratégia organizacional. Esses dados retratam uma mudança no perfil de gestão de pessoas nas organizações presentes no Brasil, mostrando que a GRH está mais preocupada em contribuir com a competitividade empresarial. Além disso, diferentes achados sugerem a confluência de influências culturais e institucionais subsidiando as escolhas da área de gestão de pessoas, conciliando aspectos de diferentes naturezas e aproximando essas práticas da heterogeneidade da sociedade brasileira. / The present-day dynamic scenario has compelled organizations to change to survive. However, these changes happen in a contextualized way. The proposal of this study was to deepen the knowledge regarding Human Resource Management (HRM) in Brazil, regarding its recent development. This study\'s objective was to characterize strategic practices of HRM in private companies in this country, seeking not only to classify them, but also to identify these strategies determinant factors and to compare these chosen practices with systems described in international literature. The proposed theoretical set up for this objective investigated Human Resource Management, its evolution and contextualization in Brazilian context and the different HRM systems. The empirical research was quantitative of descriptive nature. Data was collected using a practice-and-people-management questionnaire internationally validated and recognized. Practices that were coherent with the prosed objectives were selected from this questionnaire and they were statistically analyzed. The data reveled the HRM organizational strategy; the dominant practices that are less effective in the performance and employee\'s capacity management; and unions participation in collective negotiations. This shows that the researched companies tend to a strategic HR perspective. Not all the companies can be described in the same way though. A cluster analysis classified the sample in four different HRM groups. 1. Operational; 2. Strategic; 3. Formalized; 4. Communicative. The characteristics and proportions showed that some organizations still manage their employees in a bureaucratic way, but many companies already adopted a strategic positioning and many more walk that way. Based in this classification, a mean comparison from certain HRM actions was made that, in group, generated calculative and collaborative practices. This analysis revealed that Strategic HRM companies have the highest mean values related to calculative and collaborative practices. The second group with highest mean values for calculative practices is Formalized HRM and the group with the second highest mean value with collaborative practices is the Communicative HRM. Finally organizational variables were tested to see which ones could contribute for the setup of the strategic group. Among them the occupation sector and strategy formalization are more prominent. This data shows a change in the human resource profile in organizations present in Brazil, showing that HRM is more concerned in add to the institutional competitiveness. Furthermore, these findings suggest a confluence of cultural and institutional influences supporting the choices made by human resource management area, adjusting aspects of different natures and approaching these practices to the heterogeneity so present in Brazilian society.