Magister Commercii (Industrial Psychology) - MCom(IPS) / The focus of this exploratory study was on competency profile development, specifically the factors impacting on the validity of its development. Given the paucity of research both nationally and internationally into the development of criteria feeding employment practices, as well as the conjectured enigmatic disjuncture between theory, which promotes the almost indispensability of job analysis, and organisational reality which attests to it seldom being performed or performed in a way which would satisfy scientific standards, a qualitative enquiry and a two tiered research design was developed to explore this phenomenon. Through excavating documentary data, the first phase of research intensively explored the work of the City of Cape Town's Competency Framework Team, their particular job analysis processes and their methodology for developing a competency profile for a single incumbent position, namely that of the City Manager's position. The medium of the case study allowed the reader to enter the world of a pulsing organisation and witness such researchers' dilemmas as contemplating whether there is a standard recipe for competency profile generation, the factors influencing choice of methodology, judgment around the relevancy of competencies developed to lead the change process, accurately responding to and managing dramatically skewed samples, the types of interventions to design, etc. The three key results from this phase of research confirmed that: the complexity of change within the City of Cape Town, as well as the types of decisions the various HR functions had to make on the basis of the profile, influenced decisions on how to profile and which methods to use; that stakeholders actively shaped the design and understanding of the particular components of the competency profile as they bring human volition to the areas of challenge arising within the organisation; and on the issue of whether racial composition of a sample was anticipated to have an effect on the competencies generated, it was clear that is not possible to ascertain whether the differences noticed in the behavioural repertoire of an individual are as a function of race or a myriad of other competing variables. The second phase of research studied the behavioural competencies elicited from a sample of Chief Executive Officers when using different job analysis methods to develop these competencies. The results confirmed that the distinctive features of a job analysis method selected or developed may impact on the behavioural competencies generated. These results not only sensitise practitioners to the role of methodology in influencing the derivation of competencies, but also to the many variables within, as well as between chosen methodologies, and to the reality that choice of methodology may influence the degree of confidence with which one interprets the results attained. The study concluded that despite this being a case study, limiting the conclusiveness and generalisability of its findings, the facets of the phenomenon of competency profiling illuminated may have much salience for the art and practice of profiling in general, for users and developers of job analysis processes, instruments, and leadership models, as well as practitioners entrusted with organisational design and redesign.

The main goal of this diploma thesis is to propose, on the basis of realized analysis of the current state, desirable changes in the concept of personnel management, which will lead to the successful development of the company. The first part is devoted into the theoretical background in human resources. The second part of the thesis analyzes the current state of personnel management in the company. In the final part is proposed the concept of new personnel management.

This diploma thesis is focused on human resources (HR), defines specific areas of personnel management and HR activities. The first part is devoted to the theoretical background in human resources, to define more precisely personnel activities including sub – areas. The second part of the thesis analyses the current state of personnel management in the specific company. In the final part are defined specific recommendations for personnel management in the company. These recommendations are formulated in accordance with the company’s current situation.

The diploma thesis focuses on the use of internal marketing to increase satisfaction of the employees in the specific company. There is a theoretical background of given issue in the theoretical part. The analytical part is centred on the analysis and description of the current situation in the company. One part of the analysis is also a questionnaire. In the proposal part, the definite solutions are introduced in accordance to gained information. These changes will lead to an increase of the employee satisfaction.

This thesis deals with the possibility of using impedance cardiography for calculating cardiac output. Kubicek’s, Sramek‘s and Sramek-Bernstein‘s methods are discussed here. These methods were applied to a data set, obtained by measuring on subjects with implanted cardiostimulators. The subjects’ heart rate was being changed by the programing of cardiostimulators. Thanks to this procedure the measured data were not affected by artifacts, connected with the heart rate change caused by a body stress, or other influences. An influence of heart rate on a cardiac output value based on the statistical processing of the data set was studied.

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The scope of the current research work was to evaluate the potential of the latest version of Microsoft Kinect sensor (Kinect v2) as an external tracking device for head motion during brain imaging with brain Positron Emission Tomography (PET). Head movements constitute a serious degradation factor in the acquired PET images. Although there are algorithms implementing motion correction using known motion data, the lack of effective and reliable motion tracking hardware has prevented their widespread adoption. Thus, the development of effective external tracking instrumentation is a necessity. Kinect was tested both for Siemens High-Resolution Research Tomograph (HRRT) and for Siemens ECAT HR PET system. The face Application Programming Interface (API) ’HD face’ released by Microsoft in June 2015 was modified and used in Matlab environment. Multiple experimental sessions took place examining the head tracking accuracy of kinect both in translational and rotational movements of the head. The results were analyzed statistically using one-sample Ttests with the significance level set to 5%. It was found that kinect v2 can track the head with a mean spatial accuracy of µ0 < 1 mm (SD = 0,8 mm) in the y-direction of the tomograph’s camera, µ0 < 3 mm (SD = 1,5 mm) in the z-direction of the tomograph’s camera and µ0 < 1 ◦ (SD < 1 ◦ ) for all the angles. However, further validation needs to take place. Modifications are needed in order for kinect to be used when acquiring PET data with the HRRT system. The small size of HRRT’s gantry (over 30 cm in diameter) makes kinect’s tracking unstable when the whole head is inside the gantry. On the other hand, Kinect could be used to track the motion of the head inside the gantry of the HR system.

Cette thèse examine l’autonomie décisionnelle des gestionnaires au sein des filiales des entreprises multinationales. Tout en reconnaissant l’impact de l’autonomie au sein des filiales des entreprises multinationales sur l’innovation et la création et le maintien d’emploi local, cette recherche se penche sur l’étude de ses déterminants multiniveaux. Elle propose d’aller au-delà des explications classiques de l’autonomie décisionnelle, souvent de niveaux institutionnel et organisationnel, en explorant les déterminants individuels des hauts gestionnaires des filiales. Ce sont les profils de ces gestionnaires, et plus spécifiquement leurs identités, qui sont étudiées en lien avec leurs niveaux d’autonomie décisionnelle en matière de politiques et pratiques des ressources humaines. Afin de construire notre modèle conceptuel multiniveau, trois grandes approches théoriques ont été mobilisées. Il s’agit de : l’approche néo-institutionnelle, l’approche des ressources et l’approche d’analyse stratégique. Ces trois approches permettent d’étudier l’autonomie décisionnelle des gestionnaires comme un concept à la fois, encastré dans une structure institutionnelle particulière, dépendant des ressources organisationnelles et négocié par les acteurs individuels en fonction de leurs identités. L’approche méthodologique est qualitative. Dix études de cas de gestionnaires de filiales émanant de deux entreprises multinationales françaises ont été analysées. La collecte de données s’est faite, pour la plupart, par les technologies de l’information et de la communication sans limitation d’espace géographique. La base de données est composée de 40 entretiens semi-directifs avec des gestionnaires des entreprises multinationales, principalement responsables de la fonction RH et des centaines de documents internes, de rapports organisationnels et de revues de presse. Ces données ont été codées et analysées. Les résultats de notre étude sont porteurs de cinq contributions à l’étude de l’autonomie décisionnelle des gestionnaires des filiales. 1. Ce concept d’autonomie est multifacette, dynamique et variant en fonction des entreprises multinationales, des politiques RH et des gestionnaires. 2. Il gagne à être étudié au niveau du haut gestionnaire de la filiale et par un cadre multiniveau et multithéories. 3. Les institutions nationales et les structures organisationnelles sont des déterminants nécessaires, mais non suffisants de l’autonomie décisionnelle des gestionnaires. 4. Les identités de ces gestionnaires telles que l’identité sexuelle, l’identité professionnelle, l’identification organisationnelle et le pays d’origine contribuent à une meilleure compréhension de l’autonomie. Les acteurs individuels ont toujours une marge de manoeuvre même dans les structures les plus centralisées. 5. C’est la combinaison de ces différents facteurs multiniveaux qui est déterminante. Cette recherche incite les hauts gestionnaires des filiales à repenser leur rôle au sein de l’entreprise multinationale et en matière de politiques et pratiques RH. Avec la montée des projets de normalisation de la gestion au sein des entreprises multinationales et pour gagner plus d’autonomie, ils doivent revoir et actualiser leurs identités professionnelles et leurs identifications organisationnelles tout en restant ouverts à l’expérience internationale. / This thesis examines the decision-making autonomy of managers within the subsidiaries of multinational companies. While acknowledging the impact of subsidiary autonomy on innovation and creating and maintaining local jobs, this research examines its multilevel determinants. It suggests going beyond traditional explanations of decision-making autonomy, often at institutional and organizational levels, by exploring the individual determinants of subsidiaries' senior managers. These managers' profils, more specifically, their identities, are studied in this thesis in connection with their decision-making autonomy in terms of human resources policies and practices. In order to build our multilevel conceptual model, three major theoretical approaches were used: the neo-institutional, the resources, and the strategic analysis approaches. These three approaches allow us to study managers' decision-making autonomy as a concept simultaneously embedded in a specific institutional structure, dependent on organizational resources and negotiated by individual actors according to their identities. The methodological approach is qualitative. Ten case studies of senior managers of subsidiaries from two French multinational companies were analyzed. Much of the data was collected through information and communication technologies without any geographic space limitation. The database consists of 40 semi-structured interviews with senior managers of multinational companies, mainly responsible for the HR function and hundreds of internal documents, organizational reports, and press reviews. These data were coded and analyzed. Our study's results provide five contributions to the study of the decision-making autonomy of subsidiary managers. 1. The concept of autonomy is multifaceted, dynamic and varies in terms of multinational companies, HR policies, and managers. 2. It benefits from being studied at the level of the subsidiary managers and by a multilevel and multi-theory framework. 3. National institutions and organizational structures are essential but not sufficient determinants of managers' decision-making autonomy. 4. These managers' identities, such as gender, professional, organizational, and country of origin, contribute to a better understanding of autonomy. Individual actors always have a margin the maneuver, even in the most centralized structures. 5. It is the combination of these different multilevel factors that is decisive. This research prompts senior managers of subsidiaries in charge of HR policies and practices to rethink their role within the multinational company and in terms of HR policies and practices. With the rise of management standardization projects within multinational companies and to gain more autonomy, they must review and update their professional identities and organizational identification while remaining open to international experience.

The rise of technology and digitalization has greatly impacted organizations, particularly in the field ofHuman Resources (HR). To stay competitive in this evolving landscape, HR departments are increasingly adopting Business Intelligence (BI) as a useful umbrella concept to collect, store, access, and analyze data for data-driven decision-making. However, as research states, many HR organizations struggle to fully leverage the benefits of BI and therefore only adapt mere basic BI capabilities. This study aims to address this gap by examining how HR organizations can develop their BI maturity and identify the key categories and factors that influence it, as well as highlight the main hurdles in the journey towards higher BI maturity. To fulfill this purpose, a case study was conducted which centered around semi-structured interviews with respondents from the case company. The results from the interviews show that there are several factors deemed important when assessing BI maturity and we classify these factors into Organization & Structure, Data Governance and System, Tools & Technology. This study’s results are for the most part consistent with previous research on assessing BI maturity. However, the focus on HR departments reveals some interesting findings. Within these categories, the following factors, among others, have emerged as important to consider. Namely organizational culture and a collaborative mindset to promote the adoption of higher levels of analytics through the entire organization. Moreover, making HR more impactful in the sense of actionability and by demonstrating a cause-effect relationship emerges as a central and multi-faceted aspect when assessing BI maturity. Organizational management of data centralization is also considered a significant factor for HR. In addition, another central aspect to regard is GDPR, as it directly affects the collection, storing and analysis of personal data, consequently becoming crucial for HR to assess. The study also identified hurdles hindering HR departments from reaching higher levels of maturity, such as cross-functional collaboration and data transparency between departments. Furthermore, GDPR legislation hinders the possibility of distributing certain data and combining sensitive data with other sources. Additionally, a barrier to the successful utilization of existing tools and systems is considered to be related to the competence of employees. / Teknikens och digitaliseringens framväxt har haft stor inverkan på organisationer, särskilt inom området för Human Resources (HR). För att förbli konkurrenskraftiga i denna föränderliga miljö använder HR-avdelningar i allt större utsträckning Business Intelligence (BI) som ett användbart paraplykoncept för att samla in, lagra, få tillgång till och analysera data för datadrivet beslutsfattande. Forskningen visar dock attmånga HR-organisationer kämpar med att utnyttja fördelarna med BI fullt ut och därför bara anpassar sig till de mer grundläggande BI-funktionerna. Den här studien syftar till att åtgärda denna brist genom att undersöka hur HR-organisationer kan utveckla sin BI-mognad och identifiera de viktigaste kategorierna och faktorerna som påverkar detta, samt belysa de viktigaste hindren på vägen mot högre BI-mognad. För att uppfylla detta syfte genomfördes en fallstudie som var centrerad kring semistrukturerade intervjuer med respondenter från fallföretaget. Resultaten från intervjuerna visar att det finns flera faktorer som anses vara viktiga vid bedömningen av BI-mognad och klassificerar dessa faktorer i Organisation & Struktur, Datastyrning och System, Verktyg & Teknologi. Resultaten från denna studie stämmer till största delen överens med tidigare forskning om bedömningen av BI-mognad. Fokuseringen på HR-avdelningar ger dock några intressanta resultat. Inom dessa kategorier har bland annat följande faktorer framkommit som viktiga att beakta. Specifikt framhävs organisationskultur och ett samarbetsinriktat tänkande för att främja antagandet av högre nivåer av analys genom hela organisationen. Dessutom framstår det som en central och mångfacetterad aspekt vid bedömningen av BI-mognad att göra HR mer betydelsefull, i form av handlingsförmåga och genom att visa på orsak-verkan samband. Den organisatoriska hanteringen av datacentralisering anses också vara en viktig faktor för HR. En annan central aspekt att beakta är dessutom GDPR, eftersom den direkt påverkar insamlingen, lagringen samt analysen av persondata och blir därav avgörande för HR att bedöma. I studien identifierades även särskilda hinder som håller tillbaka HR-avdelningar från att nå högre mognadsnivåer, till exempel tvärfunktionellt samarbete och datatransparens mellan avdelningar. Dessutom hindrar GDPR-lagstiftningen möjligheten att distribuera vissa uppgifter samt att kombinera känsliga uppgifter med andra källor och avdelningar. Dessutom anses ett hinder för ett framgångsrikt utnyttjande av befintliga verktyg och system vara relaterat till de anställdas kompetens.

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