Human Resource Management (HRM) handlar om att leda mänskliga resurser. Det blir det allt vanligare att personalansvaret delegeras till linjecheferna i organisationen eftersom de arbetar närmast de anställda. Syftet med denna studie var att med kvalitativ metod undersöka på vilket sätt chefers arbetssituation skiljer sig åt mellan de som har, respektive inte har, en HR-avdelning att tillgå. Studien baserades på nio enskilda intervjuer vilka tolkades enligt induktiv tematisk analysmetod. Resultatet visade att personalarbetet var mer integrerat i det dagliga chefsarbetet på företag som hade HR-avdelning, och dessa chefer kände sig inte stressade av personalansvaret i sig. Cheferna på företag utan HR-funktion prioriterade verksamhetsfrågor i större utsträckning och upplevde viss mental stress när de kände sig osäkra i sina HR-kunskaper och därmed ibland inte kunde hantera personalfrågor som dök upp.

Sammanfattning: Ett arbete med syftet att belysa likheter och skillnader mellan skolans kursplan och restaurangbranschens krav genom följande frågeställningar: Överensstämmer skolans mål i kursplanen med restaurangbranschens behov av utbildad arbetskraft? Vilka kopplingar finns det mellan skola och bransch? Våra teoretiska utgångspunkter i denna studie grundar sig i de sociokulturella traditionerna med företrädare såsom Vygotskij. Bourdieus kapital/fält begrepp använder vi för att kunna belysa se de olika fälten och dess olikheter i respektive kunskapstradition. Syftet med vår studie har varit att sätta oss in i och förstå skolans uttolkande av kursplanen i relation till de behov restaurangbranschen har på utbildad arbetskraft. Med utgångs punkt i frågeställningarna har vi kommit fram till följande slutsatser. Kursplanens mål visar tydligt sambandet mellan branschkrav och skolans uppdrag. Den praktiska uttolkningen skapar dock problem vid genomförandet av undervisningen. De kopplingar som idag finns mellan skola och yrkesliv skapar en ansträngd situation där alltför mycket maktpositionering sker grupperna emellan

Sammanfattning Studier visar att det i många fall råder bristande kännedom om det arbete HR- avdelningen utför i organisationen. I en studie ses en stor andel av respondenterna från organisationernas övriga avdelningar uppge att de inte ser hur HR- arbete bidrar till företagets framgång och 40 procent av de intervjuade HR- cheferna svarade att de ansåg att HR- arbetet inte utfördes i linje med den övriga verksamheten. Således är det av intresse att studera hur representanter från HR- avdelningen upplever möjligheten att synliggöra sitt arbete i organisationen, samt de strategier HR- avdelningen använder i arbetet med detta synliggörande. För att förstå HR- avdelningens möjligheter att synliggöra sitt arbete i organisationer används teorier om socialt kapital. Tidigare forskning menar att HR- avdelningen främjas av dess relationer till andra aktörer. Detta till följd av att goda relationer möjliggör effektivt samarbete och informationsutbyte som i sin tur leder till leder till ökat handlingsutrymme. Vidare noteras att när HR- arbetet är integrerat med andra funktioner i organisationen kan humanperspektivets nyttogenererande egenskaper för verksamheten synliggöras mer effektivt. Forskning visar också att HR- yrket som profession har utvecklats till att även omfatta strategiska frågor i större omfattning. Detta skiljer sig från den mer traditionella synen på HR- avdelningen som en administrativ funktion. Detta kan ge upphov till en viss förvirring kring HR- avdelningens ansvarsområde inom organisationen. För att belysa detta område har en kvalitativ metod med semistrukturerade intervjuer med erfarna HR- chefer utförts. Resultatet visar på att goda relationer upplevs öka intervjupersonernas handlingsmöjligheter då dessa anses underlätta synliggörandet av humanperspektivet. Vidare betonades vikten av att HR- avdelningen är synlig i hela organisationen och interagerar med personer från samtliga skikt i företaget. Ytterligare strategier som redogjordes för under intervjuerna för synliggörandet av nyttan med ett humanperspektiv var användandet av personalekonomiska termer vilka upplevdes vara värdefulla och ibland även nödvändiga för det handlingsutrymme och förtroende som HR- avdelningen gavs. Sammanfattningsvis kan sägas att studies resultat tyder på att HR- avdelningar med goda relationer till andra aktörer tenderar att ha goda möjligheter att synliggöra ett humanperspektiv. Därtill kan även noteras att organisationer som uppmärksammar humanperspektivet som värdeskapande expertis tenderar till att ha väl integrerade HR- avdelningar med stora handlingsutrymmen.

Projektorganisationer är en allt mer förekommande typ av organisation där det dagliga arbetet utförs nästan uteslutande i flera, temporära projekt som byter av varandra. I projekten finner vi projektdeltagarna och projektledaren. En del funktioner är inte i projektform utan finns där på permanent basis i organisationen. En problematik som återfinns i projektorganisationer är att det råder intressekonflikter mellan projektens mer kortsiktiga och den permanenta organisationens mer långsiktiga mål. Syftet med denna studie är att utforska projektledarens betydelse förkompetensutveckling av projektdeltagarna i en organisationskontext dominerad av projekt. Genom att göra detta kan projektledarens betydelse för ett mer långsiktigt arbete med kompetens också synliggöras. I denna kvalitativa fallstudie, som genomförts på Saab Aeronautics i Linköping, har vår datainsamling skett via personliga intervjuer samt dokumentgranskning. Denna data bearbetades genom en abduktiv analysansats. Vi finner att det inte finns en stor direkt intressekonflikt mellan de olika aktörerna på de olika nivåerna i organisationen. Det är snarare så att de samarbetar tätt och ansvarsområden flyter in i varandra. Att bara se tillprojektets ”bästa” är inte heller attraktivt för projektledarens framtida anställningsbarhet. Däremot finner vi att projektledaren kan begränsas i sin roll på grund av ramar som sätts upp av en organisation. Dessa ramar är bland annat bedömningskriterier för vad som anses vara ett lyckat projekt. I och med detta ser vi att det kan förekomma mer indirekta intressekonflikter, vilket vi i uppsatsens avslutande del diskuterar närmare. Avslutningsvis mynnar diskussionen ut i reflektioner och förslag kring hur dessa indirekta intressekonflikter skulle kunna hanteras för att organisationen ska nå ihållande konkurrenskraft.

The concept of Shared Service (SS) recently is an important trend on the basis of cost efficiency and policy of enterprises or business groups. It has become popular in Europe for the past decades and was introduced to the States in the 80¡¦s. Nowadays, Taiwanese business groups also have started to think about having SS mechanism for financial and IT functions. Further, adding Humane Resources (HR) into SS is also a conspicuously novel tendency. The thesis probes into reasons that HR SS has been generated in the Taiwanese groups. Further, it analyzes the construction process, organization and service model of HR Shared Service Center (SSC). Meanwhile, the costs and efficiency of having HR integrated into SS to groups and business units are examined. Finally, key factors to success of conducting HR SSC are elicited. Case study is used in the thesis. It solely studies President Chain Store Corp. (PCSC) because it has one of the most well-established HR SSC in Taiwan. Through profound interview, informal conversations, SSC establishment documents, and related research, the model of HR SSC in Taiwan is examined. It is indicated that ¡§Support from Top-Managers¡¨ and ¡§Cooperative Organization Culture¡¨ are two vital factors that lead the establishment of PCSC HR SSC to success. However, it is very possible that the SS brings more costs to business units, hence the advantages over the whole group occasionally conflicts with its business units¡¦. Sometimes establishment of SSC is all a means to set up prestige and imposing reputation. As a result, resistance to forced integration come into existence among business units.

Nowadays, corporations have to consistently advance the value of human assets in their own organizations for maintaining their competitiveness. To achieve this goal, the Human Resource (HR) Dept. plays a decisive role in the aspects of selection, training, employment, and retaining of human resource in the organization. How to improve the efficiency of the HR Dept. and enhance its status in the organizations has become the top agenda to enterprises. The development of Information Technology (IT) transforms the role of the HR Dept. in the organization. It enables HR to be a real strategic partner of corporations through the process of Organization Development. A Human Resource Information System (HRIS) based on the network technology will change the working environment of HR and further lead the transformation of the functions and roles of the HR Dept. Through conducting interviews with 9 companies, this research tries to answer the question, that is, what is the impact to the effectiveness of Human Resource Management when a HRIS is leaded in. It used literature research to analyze the characteristics of Human Resource Management (HRM) and HRIS and sorted out the possible impacts. It also used case study to sharpen the insight by sampling 9 companies which had used HRIS, including foreign and local ones. By doing the work, it drew a conclusion of the impact brought by HRIS and provided a direction of HRIS vendors. The study found that the factors of successfully leading HRIS into a company include the integration with original data, combination with the existing Enterprise Resource Planning System (ERPS), the compatibility of the existing HRIS, HR people¡¦s inability of maintaining HRIS, the suitability of HRIS for company¡¦s specific needs, and the support from high-level management. Leading in a HRIS could benefit the company from decreasing the inconvenience of human operations and increasing the quality of HR¡¦s services. The impacts on the effectiveness of HRM can be seen as the indexes which have positive reaction to HRIS: 1. Reward Management: HRIS provides fast calculation of payment and less human operations. Its tracing function in Payment Module and integration with ERPS help data exchange between HRIS and ERPS. 2. Training Development: HRIS keeps thorough training records of employees. It also can display the average training hours per person, training cost, training results, and etc. 3. Appraisal Management: The whole appraisal process can be done through HRIS, even crossing areas. 4. HR Strategy and Planning: Since HRIS is able to provide more precise data analysis, the quality of decision making of high-level management is enhanced with a great progress. 5. Team Management: Through humanity design of HRIS, more participation from employees is involved. Management spreading in different places still can use HRIS as a platform to exchange HR related information.

Harpinpss, a pathogenic protein, encoded by hrpZ in the hrp gene cluster from Pswudomonas syringae pv. syringae, can induce the hypersensitive response in tobacco (Nicotiana tabacum L. cv. Xanthi). The lesion area on the tobacco leaves was visible 6 h after inoculation with harpin, and was evident 12 h after inoculation. The lignin content in harpin-treated tobacco leaves was about 2.5-fold as compared with the controls 24 h after inoculation. There were six isozymes of POD (pI 9.5, pI 8.7, pI 5.3, pI 4.4, pI 3.7, and pI 3.5) and seven isozymes of laccase (pI 9.4, pI 8.6, pI 7.8, pI 5.4, pI 4.5, pI 3.8, and pI 3.6) identified by isoelectric point in extracts of harpin-inoculated tobacco leaves. POD isozymes (pI 4.4, pI 5.3 and pI 8.7) and laccase isozyme (pI 7.8) only appeared in harpin-inoculated tissues. The increased POD isozymes (pI 4.4, pI 8.7, pI 9.5) are correlated with the rise of transcripts of these enzymes confirmed by the method of reverse transcriptase-polymerase chain reaction (RT-PCR).

Nowadays, outsouring is quite popular and acceptable in business usage. In recent years, HR outsourcing has become a popular and known knowledge , and outsourcing on training is one of important strategies in HR outsourcing. However, the related academic research on the training outsourcing is as limited as a virgin field. Therefore, this study will evaluate if businesses use training outsourcing to achieve human resource flexibility and upgrade the organization performances, and to understand how the High-Tech Industry uses it and its affects . This study uses 40 data of Hsin-Chu Science-Based Industrial Park companies from both questionnaire form and interview survey in order to understand the usage status, usage reason, its problem and key successful factors of the training outsourcing on the High-Tech Industry. From the returned questionnaires, we found that 100% of the companies implement ¡§Training¡¨ and 95% of the companies take training outsourcing, but also found that the degree of training of outsourcing is not so popular as its usage status and most of companies prefer to do it by themselves. In addition, we also found that the demand degree of training outsourcing is much higher on the specific profession course than management and general training. The result shows the companies are required to use outside vendors for specific profession. According to the result of statistic analysis, we examine Hypothesis 1 and find the amount of staff and revenue are positive related with training outsourcing and are also positively affected , so it shows if the business scope is smaller, the degree of the training outsourcing will be higher. The result of Hypothesis 2, Human Resource Flexibility also positively affect the training outsourcing, especially the functional flexibility which meant as the degree of Flexibility is higher, the degree of training outsourcing will be also higher. The result of Hypothesis 3, training outsourcing is only positively affected to the organizational performance of ¡§ deducted Staff cost¡¨. According to the result of the interviews, we found the main reason that high-tech industry uses training outsourcing is due to lack of interior professional speaker; to strength the learning opportunity and experience of staffs to get-in the required professional skill and knowledge from the outside provider and to improve the competition ability; to improve the training quality and no specific department to take charge of training. The main problems for training outsourcing are the contents of training cannot match with the staff¡¦s need, the factor of outside speaker and what the staff learned from outside course cannot practice on the jobs. The role of Human Resource people during outsourcing play the administration service role, and sometimes can also play the strategic role, but in just a few cases. So, the result shows the training outsourcing is not quite the important mission in a company and still in a low level job. The key factor to make outsourcing successful is the cooperation and profession from the outside vendor, the support of high-level manager, the contents to match with the business strategy and goal , and the contents can match with the need of staff and company.

Based on the theoretical insights from the newly arising concept of ¡§Employee Brand¡¨, this study seeks to explore the relationships between transformational leadership, human resource branding involvement, employee brand and employee brand behavior. Adapting the methodology of releasing 2-level survey to domestic hotels, this study aims to examine the impact of transformational leadership and HR branding involvement on employee brand and brand behavior. The 34 organizational-level questionnaires answered by the HR supervisors and the 326 individual-level questionnaires by the frontline employees were analyzed by descriptive statistics, exploratory factors, reliability, linear regression, and hierarchical linear models. The findings of the research indicates that transformational leadership influences the employee brand and therefore results in the brand behavior delivering brand values. In addition, employee brand behavior is also relevant to HR branding involvement. The contribution of this paper lies in the focus of how leadership and HR involvement affect employee¡¦s understanding and willingness of delivering brand values, which was not previously discussed in other relative documents.

Using a large sample of 175 firms in the service-focused sector in Taiwan, the study examined the customer service-focused employee competency as the mechanism through which customer service-focused HR practices facilitate firm performance. In addition, it examined whether the fit of customer service-focused HR practices and customer service-focused strategy may promote firm performance. To confirm the hypotheses, the study collected data for each construct from different sources (i.e. executives, HR members, line managers) in the same firm, generating 2,120 respondents in total, 12.11 respondents per firm in average. This study utilized LISREL 8.3 to perform maximum likelihood (ML) structural equation modeling (SEM) to test mediation hypotheses and hierarchical moderated regression to test moderation hypotheses. Results showed that customer service-focused employee competency fully mediated the relationship between customer service-focused HR practices and firm performance. Firm performance was confirmed as the function of the fit of customer service-focused HR practices and customer service-focused strategy. Suggestions for further research were also discussed.