Bakgrund: Forskningsproblemet har sin bakgrund i globaliseringen och dess påverkan på världsekonomin. Sverige har hög tillväxt men samtidigt upplever många organisat- ioner brist på kompetens. Syfte: Studiens syfte har varit att studera organisationers strategier för att hantera kom- petensbrist. Kartläggningen har fokuserat på att visa hur organisationerna arbetar för att attrahera, utveckla och behålla medarbetare. Studiens empiriska grund är en geografiskt avgränsad plats, därför har vi sökt svar på om den geografiska aspekten har någon bety- delse för organisationernas strategier att överkomma kompetensbristens hinder. Metod: Studien har en deduktiv ansats och har med bakgrund av forskningsproblemet karaktär genomförts med ett kvalitativt synsätt. Data är insamlad med hjälp intervjuer som bidragit till en bred bild av fenomenet som undersöks. Slutsats: Organisationer har liknande strategier för att attrahera, utveckla och behålla talangfulla medarbetare, skillnaden är hur välutvecklade strategierna är. Organisationer- na med en välförankrad övergripande strategi bestående av alla delar teorin har upp- märksammar har visat sig ha stora framgångar i att tillgodose sitt kompetensbehov. I de organisationer vi funnit brister i det strategiska arbetet, saknas också framgången.

The theoretical part of this master's thesis defines the term employee benefits, their development, trends, structure and meaning. This part also deals with employee benefits in terms of tax legislation. The practical part describes insurance company Kooperativa pojišťovna, a.s., Vienna Insurance Group and then analyses the system of employee benefits in this company. This company is leading insurance company in the Czech Republic and important Czech employer. The company devotes to human resources area relevant attention and spends considerable resources on employee stabilisation. One part of this master's thesis is also research of employee satisfaction with employee benefits which company offers to them. Evaluation of this research is completed by suggestions of recognized defects.

This master's thesis examines and assesses the process of recruitment, selection, hiring and adaptation of employees in the holding ROSS. The thesis is divided into two main parts - the theoretical part and the practical part. The theoretical part describes in general perspective the process of recruitment, selection, hiring and adaptation of employees. The practical part analyses these processes in the holding ROSS and based on the identified findings suggests appropriate changes to improve the process of recruitment, selection, hiring and adaptation of employees in the holding ROSS.

Dissertation characterizes the applicable best practices in human resource management and defines the essence of positive effect of applying best practices in human resource management on the performance achieved by the organization.

Employee turnover is an ongoing issue in organisations because it has long been thought to detriment overall organisational efficiency and performance (Lee, Gerhart, Weller & Trevor, 2008; Takeuchi, Chen & Lepak, 2009; Trevor, 2001). Managers are only able to observe and control some aspects or influencers of turnover (Dalton, Todor & Krackhardt, 1982). Placing voluntary turnover drivers in context with human resource (HR) practices might provide a means through which managers can understand the less visible aspects of turnover. HR practices may assist managers to reduce the controllable (evident) and less observable drivers of voluntary turnover. March and Simon (1958), the seminal employee turnover theorists, suggest that the voluntary turnover decision has two competing aspects – desirability of the current job and desirability of alternatives. The perceived utility an employee garners from the current job might define the desirability of the current job. The more desirable the current job, the greater satisfaction and lower the likelihood of a quit. The potential utility the individual deems available from perceived alternative opportunities might define the desirability of alternatives. If the potential utility of an alternative outweighs the utility garnered by the current job, a quit seems more likely (March & Simon, 1958). Generally, mainstream voluntary turnover research has placed emphasis on understanding turnover antecedents in the current organisation - the aspects that lower the perceived utility garnered by the current job (Kirschenbaum & Weisberg, 2002). However, considerably less research has focused on the alternative that draws the employee away from their current job (Kirschenbaum & Weisberg, 2002). The alternative to which the individual moves is the turnover destination. The turnover destination contributes towards the withdrawal process because the person perceived the alternative as more desirable than the current job, increasing the likelihood of a quit. Observing organisational performance may provide an important means through which to examine the effect turnover destinations may have on withdrawal. Strategic human resource management (SHRM) and similar organisational development fields hold a particular view on organisational performance. SHRM theorists have paid particular attention to the implementation of high-performance human resource (HR) practices in organisations. Predominantly, extensive research has been conducted on the effect highiii performance HR practices might have on organisational performance and retention. SHRM theorists suggest that a combination (system) of high-performance HR practices correctly implemented in the firm, and aligned with organisational strategy, should bring about improved organisational performance and employee retention (Arthur, 1994; Carmeli & Schaubroeck, 2005; Combs, Liu, Hall & Ketchen, 2006; Shaw, Gupta & Delery, 2005; Subramony, 2009; Youndt, Snell, Dean & Lepak, 1996; Wood, 1999). The field of turnover destination research highlights the role of turnover destinations in the voluntary turnover process. Specifically, turnover destination theorists postulate that antecedents present in the current firm affect the quit decision by influencing the intensity of the desire to leave, and the perception of alternative opportunities shapes the choice of turnover destination (Kirschenbaum & Mano-Negrin, 1999; Kirschenbaum & Weisberg, 2002). Research in the field focuses on the influence turnover destinations might have on turnover intentions, moving away from the traditional focus of internal organisational antecedents and personal factors (Kirschenbaum & Weisberg, 2002). The relationship between high-performance HR practices and turnover destinations has not been extensively tested empirically, with few known studies in existence (for example: Fields, Dingman, Roman & Blum, 2005). Therefore, there is opportunity for greater research in the field. The developing South African economy is a suitable environment in which to measure whether high-performance HR practices affect turnover destinations at the individual-level, as no known research has been conducted. The South African economy is said to be suffering from the mass emigration of highly skilled individuals, who mostly move to developed countries with less prominent societal issues and less restrictive labour policies, amongst other reasons (Kerr-Phillips & Thomas, 2009; McDonald & Crush, 2002). A key interest for this research is the role experience of highperformance HR practices might play in emigration of South African white-collar workers. The study explores the relationship between high-performance HR practices and turnover destinations by measuring met expectations and turnover intentions. The objective of the empirical study is to establish whether experience of high-performance HR practices in the current job affect the likelihood of particular turnover destinations. A quantitative study, using a two-part time-separated survey, was conducted on white-collar workers from three South African provinces, including Gauteng, Kwa-Zulu iv Natal and the Western Cape. The first part of the survey measured respondents’ perceptions of the levels of actual high-performance HR practice provision in the current organisation. In addition, respondent expectations about the adequate level of the practices (that should retain them in their current jobs) were measured. The second part of the survey measured respondents’ intentions to move into a predefined set of turnover destinations. The final sample of 386 participants was used to analyse the impact of interactions between actual and adequate high-performance HR practices on a variety of turnover destinations, using polynomial regression analysis and response surface methodology. Overall, the results showed that a system of high-performance HR practices exert a weak to moderate influence on the predefined turnover destinations. Generally, South Africans with lower expectations about high-performance HR practice provision appear less likely to leave a job when the employer places greater emphasis on the practices. However, the likelihood of internal transfer and moving into a different organisation increases for individuals who possess higher expectations about high-performance HR practice provision, and have experienced higher levels of actual provision. The findings also show that, for the most part, the likelihood of emigration increases in employees with lower actual provision of high-performance HR practices, largely contradicting expectations about emigration. The increase in the likelihood of internal transfers and moves to external organisations, despite higher actual high-performance HR practice provision, might point towards over-provision of the practices, or the possibility of continuance commitment in South African employees. The findings suggest that, rather than higher emphasis of highperformance HR practices providing a means for emigration, broader external societal conditions may be motivating the emigration of skilled South Africans. As the results showed that a set of high-performance HR practices may exert a weak to moderate influence on turnover destination selection, there are recommendations for managers and future research. Implications for managers include promoting the implementation of a set of high-performance HR practices in the organisation. Researchers in the turnover destinations field should endeavour to measure actual turnover, rather than intentions in future studies.

Although Talent Management (TM) is a well-known concept, there are certain limitations in the area. Primarily it is about talent being an ambiguous concept and that there is currently no clear definition. Furthermore, previous research shows that there are no actual routines on how TM-activities should be designed. The specific contribution from the current study is therefore about identifying the challenges that exists for TM from an employer perspective. The findings we have noticed in the study are mainly derived from the structure of an organisation where there is a certain dynamic between the central management and local units. This makes it difficult to work strategically with TM as the division of responsibility is locally based. Another finding was that the definition of talent should be mutual in order for organisations to be able to handle talents effectively and to design activities that facilitates the work towards the organisation's goals. Thus, this study should be able to support future research in the field of TM by identifying the challenges organisations might face and therefore creating opportunities for better managing or strategically developing the work with TM.

Although sustainability within human resource management has increasingly received attention amongst scholars and practitioners, not enough has been done to demonstrate how the concept of Sustainable HRM translates into practice. In the light of digitalization and globalization, knowledge-based actors within the modern business environment are facing rapid changes whereby the retainment of valuable skills and competencies has become crucial for ensuring competitive advantage. On the individual level, knowledge- based workers encounter challenges such as work intensification, extensive availability and work-life-balance when conforming with the changing nature of work. In addition, since employees’ loyalty and demands are continuously shifting, the concept of EmployerAttractiveness is becoming a larger strategic concern for knowledge-based firms. Employer Attractiveness also serves as one of the primary reasons for linking Sustainability with HRM. From the overlapping problem backgrounds of Sustainable HRM and Employer Attractiveness this study found a research gap which formulated the research question of this study:   “How can Sustainable HRM contribute to Employer Attractiveness?”    The purpose of this study serves to create an understanding of how Sustainable HRM is practiced and how it in turn contributes to Employer Attractiveness in terms of employee retainment. A qualitative inductive approach was undertaken to fulfil this purpose, in which nine semi-structured interviews with consultants and HR-workers belonging to small-and medium sized firms acknowledged as attractive employers was conducted. The interviews and empirical findings were structured accordingly with the core components of Sustainable HRM. The key findings retrieved highlights the interconnectedness between the four Sustainable HRM dimensions; long-term, impact, substance and partnership orientations, and the five values; application, development, economic, interest, social, used for assessing Employer Attractiveness. Based upon the analysis, a conceptual model was established to demonstrate how Sustainable HRM, influenced by its context, can contribute to employee-perceived Employer Attractiveness. This study theoretically contributes a further understanding of the concepts of Sustainable HRM and Employer Attractiveness respectively and combined, by introducing new figures and models valuable for the existing field of research. In practical terms, this study offers valuable managerial insights of how leaders and firms should view Sustainable HRM an integrative part of the entire firm alongside with recognizing the strategic potential of sustainability within HRM in terms of Employer Attractiveness. On a societal level, this study addresses the importance of raising more attention to the employees as key stakeholders within the social dimension of sustainability.

Background: The world is constantly becoming more prone to technology due to globalization which implies organizations have to stay up to date in order to be competitive. Human Resource Management (HRM) is more important than ever, especially with a focus on the recruitment of new employees which will bring skills and knowledge to an organization. With technological advances also comes the opportunity to streamline activities that previously have had to be carried out by humans. Therefore, it is of the highest importance to consider and evaluate the impact technology might have on the area of HRM and specifically the recruitment process. Purpose: The purpose of this thesis is to research the implications that technological advancements, in particular Artificial Intelligence (AI), have for the recruitment process. It aims to investigate where AI can be implemented in the traditional recruitment process and possibly make the process more effective, as well as what the implications would be of having AI within recruitment. Method: This thesis uses a qualitative study with semi-structured interviews conducted with eight international companies from all over the world. It is viewed through an interpretivism research philosophy with an inductive research approach. Conclusion: The results show that the area of AI in recruitment is relatively new and there are not many companies that utilize AI in all parts of their recruitment process. The most suitable parts to implement AI in traditional recruitment include recruitment activities such as pre-selection and communication with candidates and sending out recruitment results for applicants. The main benefits of AI were seen as the speeded quality and elimination of routine tasks, while the major challenge was seen as the companies’ overall readiness towards new technologies.

Background: In modern times it is undeniable that companies that foster diversity have been able to gain an edge over their competitors. Warehouses as every other workplace are trying to follow the trend of economic globalization and a study towards managing the diversity needs to be conducted in order to evaluate the processes that the managers within the warehouses use in order to integrate the workforce effectively. Method: This research uses a qualitative approach which involved semi structured interviews with 5 warehouses that operate within Jonkoping. The study is perceived through an interpretive research philosophy with an inductive research approach. Purpose: The purpose of this thesis is to investigate how cultural diversity is managed at the warehouses within Jonkoping. Also, a further research is conducted on how the tools and processes available to the managers working within the warehouse industry can help them foster diversity within their company. Conclusion: The results depict that the idea of having culturally diverse work teams is becoming increasingly popular and mangers working within the warehouse industry seem to take more interest in hiring people coming from different backgrounds. The major benefits of having a racially mixed team identified by managers were creativity and innovation. The major challenge that was brought up by managers was their ability to be responsive and adaptable towards the needs of their employees.

Expostas à concorrência externa intensa com a abertura da economia e a criação do Mercosul, as empresas brasileiras começam a se movimentar mais efetivamente no sentido da internacionalização na década de 1990, culminando, na década seguinte, com uma explosão de iniciativas dessas empresas em busca de novos mercados. Nasce com essa nova realidade, a necessidade de constituir quadros de gestores e especialistas para implantar e gerenciar o empreendimento. É fundamental, portanto, que essas empresas estabeleçam um novo modelo de gestão de pessoas que seja abrangente a esses novos desafios organizacionais. O interesse da pesquisa está no processo que essas empresas empreenderam ou vêm empreendendo, para atingir estágios de satisfação com as políticas de recompensas tanto da empresa como de seus empregados. Conhecer os caminhos percorridos pelas empresas que já consolidaram sua inserção internacional, com seus acertos e erros, significa a possibilidade de pavimentar um terreno para facilitar a adoção de políticas mais adequadas às contingências dos novos empreendimentos. Foi adotado o método de estudo de casos múltiplos, com a participação das empresas Camargo Corrêa e Votorantim, sendo aplicada análise de conteúdo e de acontecimentos cronológicos, coerente com uma concepção longitudinal de estudo. Entre as principais contribuições deste trabalho está a consolidação de uma literatura internacional sobre gestão internacional de recompensas, ressaltada a identificação dos diversos modelos de remuneração adotados e o resgate histórico da sua adoção; a verificação, em uma perspectiva longitudinal, das alterações introduzidas nos modelos de recompensas em designações internacionais pelas empresas brasileiras e a criação de um modelo teórico de referência para gestão das recompensas para expatriados que considera as variáveis interferentes e os pressupostos que fundamentam as decisões. O estudo pode colaborar com as empresas que passam pelo processo de internacionalização na adoção do modelo aplicado mais apropriado ao seu momento. / Exposed to intense external competition, due to the economy opening and the creation of MERCOSUR, the Brazilian companies begun to move more effectively towards internationalization in the 1990s. Therefore, culminating with an explosion of initiatives in the next decade leading businesses to search for new markets. Taking into account this new reality, rises the need to establish frameworks for managers and specialists to deploy and manage the venture. In this regard is crucial that those companies establish a new model of human resources management that is capable to deal with these new organizational challenges. Research interests is based on the process that these companies have undertaken, or comes after, to achieve stages of satisfaction of both, companies and respective employees, related to the policies of rewarding. Knowing the ways the companies went through with has already consolidated its international insertion, considering hits and constraints, means the possibility to pave a plot of land to facilitate the adoption of policies that are more appropriate to the contingencies of new ventures. In this sense, was adopted the method of multiple cases study, with the involvement of companies such as Camargo Corrêa and Votorantim, being applied analyses of content and timing events consistent with a longitudinal study. Among the main contributions of this work is the consolidation of international literature on international management rewards, underlining the identification of various models of compensation adopted as of their history; nonetheless, the verification, in a longitudinal perspective, of changes in models of employees rewards in international assignment and the creation of a theoretical model of management for rewards within expatriates, considering the assumptions and variables interfering and/or underlying such decisions. The study intends to collaborate with companies that pass through these processes of internationalization to adopt more appropriatemodel to their context.