O propósito deste trabalho é contribuir para o entendimento da gestão de pessoas em estúdios de animação enquanto ambientes da indústria criativa brasileira. Ao realizar um estudo qualitativo em quatro estúdios de animação brasileiros, constatou-se que as práticas de gestão de pessoas nesse setor ainda são bastante incipientes, recebendo pouca atenção de seus gestores, que contam com um corpo administrativo insuficiente para atender às diversas questões associadas ao gerenciamento dos recursos humanos. Quatro dilemas fundamentais enfrentados pelos gestores desse segmento da indústria criativa vieram à tona através dos dados levantados. O primeiro deles diz respeito ao tamanho da organização. Há uma percepção por parte da maioria dos entrevistados que o crescimento ampliaria os problemas a serem gerenciados e que se manter pequeno significa também manter os problemas em número mais controlável. O segundo dilema perpassa a contraposição da imagem do artista e do empresário, sendo que a primeira parece mais valorizada que a segunda pelos entrevistados. O terceiro dilema está conectado também a essa percepção e diz respeito à opção pela dedicação exclusiva à realização de conteúdos autorais ou a prestação de serviços para terceiros em paralelo à criação de conteúdos próprios. O quarto dilema se refere à combinação harmônica entre a forte motivação intrínseca encontrada nos trabalhadores do setor e a implantação de sistemas gerenciais que alavanquem o potencial operacional dessas empresas. De certo modo, é a existência natural dessa motivação que fez a animação brasileira chegar até aqui, produzindo seus conteúdos apesar da ausência de uma estrutura empresarial que a sustentasse. No estágio em que se encontra, essa indústria precisa valer-se dessa motivação, associada à instrumentalização gerencial de seus dirigentes, para dar o salto que tornará o produto gerado nesse sistema algo competitivo e comercializável em várias partes do mundo. É preciso, no entanto, construir essa transição com muito cuidado para não esbarrar no perigo que Eikhof e Haunschild (2007) comentam: de que a prática comercial se sobreponha à prática artística, matando justamente o recurso fundamental desse setor e que tanto motiva seus atores, o exercício da criatividade. / The purpose of this work is to contribute for the understanding of human resource management in animation studios as part of the Brazilian creative industry environment. Through the qualitative study of four Brazilian animation studios it was possible to verify that human resource practices in this sector are still very poor and that they are getting little attention from managers of these small companies which in general have a small administrative team to supply the large range of demands connected to human resources. Four essential dilemmas were spotted through the data analyzed. The first one regards the issues linked to the size of these businesses. There is a current perception of those interviewed that getting bigger would enlarge the number of problems to be faced and remaining small could mean keeping it in a more manageable number. The second dilemma refers to the valuing of the image of artists and business men to the interviewees, which regard the first as more honorable than the second one. The third dilemma is connected to the belief that studios are supposed to choose between creating their own content or working for hire. The forth and last dilemma is related to the combination of the strong intrinsic motivation found in workers of this field and the adoption of management systems that could develop the operational potential of these businesses. The natural intrinsic motivation of these workers led Brazilian animation to the technical development it managed to acquire without a very structured industry behind it. At its current stage, Brazilian animation could benefit a lot if it could get to make this intrinsic motivation work along with some management expertise in order to generate content that could be sold worldwide. This transition to a new setting has, however, to be planned very carefully so not to risk having the economic drive suppressing the artistic one and killing the most fundamental resource of creative economy, the creativity itself.

International Human Resource Management (IHRM) plays a significant role in Multinational Corporation (MNC) management and governance, particularly when such organizations transfer policies and practices from their headquarters to subsidiaries overseas. However, there is some scepticism concerning the balance and coherence in the relationship between standardized systems set in MNC headquarters and the adapted practices in their subsidiaries. This may become evident when considering the factors that influence the design, conduct and related effectiveness of human resource practices such as performance management. This research explores the extent to which transferability of a model for performance management, initially based on western practice, is possible from China to Africa, taking into account the required adaptation of its specific Chinese characteristics to specific African conditions. It concludes that performance management can make an important and long-lasting contribution to Chinese MNCs in Africa and raise their competitiveness and efficiency, although significant challenges remain. In the exploration of the design and implementation of this HR practice in the headquarters and subsidiary contexts, the study evaluates the methods incorporated in performance management systems for their effective transfer and examines the key factors which concern stakeholders, including employee engagement, intercultural communication and sustainable impacts within a development context. The research develops an analytical framework for taking into account the context, the influential factors and the effectiveness criteria of performance management systems in Chinese MNCs when their IHRM practices are transferred into different contexts, with specific reference to an Africa case study context. The study establishes that in the contexts considered the benefits of standardized HR practices, such as performance management, may be gained most fully for both headquarters and subsidiary when these practices are set within a win-win frame for both parts of the organisation. One which is characterised by an appropriate balance of standardisation and adaptability.

Nos anos de 2008 e 2010, o turnover nacional ultrapassou os 50%, o que representa mais da metade do total dos contratos de trabalho por ano sendo rompidos. Além disso, mais de 40% dos vínculos de trabalho, entre os anos de 2000 e 2009 não duraram mais de seis meses (DIEESE, 2011). O alto turnover está provocando inquietações a respeito do que as empresas podem fazer para atrair e reter os profissionais, especialmente no tocante da importância dos mesmos como fonte de vantagem competitiva. Dessa maneira o objetivo geral foi identificar a existência de relação entre as práticas de Gestão de Recursos Humanos com turnover, sendo dirigido para empresas da região do norte do Paraná por conveniência. Na literatura foram encontrados trabalhos que puderam classificar os estudos em turnover em três linhas: focada no indivíduo, na Gestão de Recursos Humanos e na visão integrativa. Este estudo optou por aplicar a pesquisa relacionada a linha da Gestão de Recursos Humanos. Tratou-se de uma pesquisa aplicada, descritiva com hipóteses e quantitativa. O instrumento utilizado de McConnell (2001) permitiu quantificar em rankings a eficiência das práticas de Gestão de Recursos Humanos. Os principais resultados apontaram para a existência de correlação negativa significativa do turnover com as práticas de Recrutamento e Seleção, Benefícios e Treinamento e Desenvolvimento. Ao passo que Remuneração, Avaliação de Desempenho, Integração e Satisfação não apresentaram correlações significativas. Sugere-se que os próximos trabalhos estratifiquem as empresas pelo direcionamento estratégico e que o instrumento possa ser adaptado para pequenas empresas. / In 2008 and 2010, the national turnover exceeded 50%, which represents more than half of total employment contracts being broken every year. Furthermore, over 40% of working ties between the years of 2000 and 2009 did not last more than six months (DIEESE, 2011). The high turnover is causing worries about what companies can do to attract and retain professionals, especially in terms of their importance as a source of competitive advantage. Thus the overall goal was to identify the existence of a relationship between the practices of Human Resources Management with turnover being aimed at companies in the region of northern Paraná for convenience. In literature studies were found that could classify studies on turnover in three lines: focused on the individual, Human Resource Management and integrative view. This study chose to apply the line of research related to Human Resource Management. It was an applied research, descriptive and quantitative assumptions. The instrument used to McConnell (2001) allowed to quantify the efficiency rankings in the practice of Human Resource Management. The main results showed the existence of significant negative correlation with turnover practices Recruiting and Selection, Benefits and Training and Development. While Compensation, Performance Evaluation, Integration and satisfaction showed no significant correlations. It is suggested that future studies stratify firms for strategic direction and that the instrument can be adapted to small businesses.

The diploma work focused on the topic of Analysis of the recruitment and selection process in the company of RealSan Group, SE is divided into two parts. In the first, theoretical part, I defined the key expressions and described the process of recruitment and selection from the moment of identifying the necessity of a new employee up to the final selection and accepting or not accepting of an applicant. In the second, practical part, I introduced the company of RealSan, its structure and development in the field of recruitment and selection of employees from 2001 up to now. I analysed the process of fluctuations in the years 2001 -- 2010 and I searched for the reasons why the emloyees had left the company. In this practical part I used the company documents and analysed them, I interviewed the employees of the company, I played an active role in the process of recruitment and used my own experience as an evaluator in an assessment centre. In the final part of my work I suggest and recommend how to make the recruitment and selection process better.

The thesis called "Analysis of the Human Resource Management Effectiveness in the Area of Public Administration Focused on the Development and Education of Employees" deals with procedures of human resources first at the general level and then continues by introducing and evaluating their characteristics in the area of public administration. The attention is mainly paid to education of employees and descriptions of individual methods and procedures. Additionally, applicability in public administration where strict legislation is enforced is studied. My thesis is a synthesis of both theoretical knowledge and its concrete application at the Ministry of Transport of the Czech Republic. All human resources activities are evaluated as the research in isolated areas would not be objective. At the end of the thesis, individual aspects of human resources and human resources activities in the area of public administration resulting from practical findings received from the Ministry of Transport are critically evaluated and certain recommendations which could lead into increase in effectiveness of the human resource management in the area of public relations are set.

Thesis (M. Dev.) -- University of Limpopo, 2001 / Refer to the document

Critical success factors that contribute to project success in small and medium-sized enterprises (SMEs) have received insufficient attention in research. Guided by the goal-setting conceptual framework, the purpose of this multiple case study was to explore the human resource management (HRM) strategies used by owners of SMEs to achieve project success. Five owners of SMEs in St. Lucia participated in the research by contributing their experiences in using HRM strategies to achieve project success. Data were collected from SME owners using semistructured interviews, and from observations and analysis of company records. Data were manually analyzed using Yin's 5 phases. Five themes emerged from the thematic analysis of the data obtained from the interviews, observations, and company records: (a) financial rewards, (b) team meetings and briefings, (c) training and staff enhancement, (d) retention and loyalty, and (e) work-life balance. The HRM strategies used by the participants to achieve project success have implications for social change because project success can lead to the sustainability of SMEs, thereby creating employment and improving the quality of life for citizens who benefit from the successful infrastructural and social projects that owners of SMEs undertake.

Kompetensförsörjning är ett brett begrepp som innefattar många moment i en organisations strategiska arbete med att förse organisationen med rätt kompetenser. Denna studie syftar att bidra till kunskapsutvecklingen kring kompetensförsörjning som finns i tidigare forskning inom ämnet. Studien genomförs i små och medelstora företag, i en pendlingskommun nära större stad. Vårt huvudsakliga fokus ligger på att lyfta hur organisationer tänker kring och arbetar med att attrahera, rekrytera, utveckla och behålla medarbetare med rätt kompetenser. Vi gjorde därför en kvalitativ studie med semistrukturerade intervjuer där nio organisationer inom den valda kommunen, Vännäs, medverkade. Resultatet visade att företagen i studien både ser utmaningar och möjligheter med kompetensförsörjning, och omfattningen med arbetet kring att attrahera, rekrytera, utveckla och behålla kompetent arbetskraft varierar. Det strategiska arbetet påverkas av det geografiska läget, företagens storlek, samt vilka resurser företagen har för att arbeta med de olika delarna i kompetensförsörjningen. Studien visar vidare att andra samhällsinstanser såsom staten, Arbetsförmedlingen och kommunerna, i samarbete med näringslivet, bär ansvaret för att förbättra kompetensförsörjningen i samhället framöver.

The analysis of how a general change, an economic shock and a modified institutional framework condition affect the HRM process, provide the motivation for the present dissertation. Thereby, the dissertation concentrates on certain areas of the HRM process, namely compensation, further training and retention, as well as changes and challenges that have been subject to a high degree of public interest in recent years. It consists of three essays, all self-contained and independently readable. The first essay investigates whether it is possible to keep employees in the establishment by offering further training measures. Therefore, this essay uses a comparison group approach and compares only training participants with those employees who had been selected by the employer to participate in training but had to cancel it for exogenous reasons. From a methodological point of view, by means of Fixed Effects and Diff GMM estimations, the essay also controls for time-variant and invariant unobserved heterogeneity as well as endogeneity of training participation. By simultaneously considering the components from the human capital theory as well as the monopsony theory, the essay shows that portability of general human capital contents and visibility of training, induced by training certificates, independently reduce the retention effect of training. The negative effect is much stronger if training is certified by external institutions and therefore credible. In addition, the effects of visibility and portability are distinct and thus also reduce the retention effect of training separately. However, the total effect of portable, visible and credible training on retention is still positive. Therefore, further training appears to be an effective measure to keep the qualified employees in the establishment. Second, the attention is on a short-term unpredictable economic shock: Essay 2 analyses whether and to what extent the Great Recession in 2008 and 2009 has had an impact on the individual training behaviour in establishments. From a theoretical point of view, the effects of the crisis on establishments' training activities are ambiguous. On the one hand, the reduced opportunity costs of training argue more in favour of an increase in further training. On the other hand, economic theory suggests decreasing training activities in the crisis because of reduced financial resources, uncertain future prospects, and, therefore, unclear returns on training. Using Difference-in-Differences analyses, this essay avoids endogeneity problems caused by unobservable third factors. The Great Recession in 2008 and 2009 can be seen as an exogenous and time-limited shock: this quasi-experimental setting helps to reveal the causal impact of the crisis on the training intensity and the number of training measures. Results indicate that there is a direct effect of the crisis on individual training activities in 2009 and 2010. This effect is stronger for unskilled employees than for employees with higher skill levels. Furthermore, the negative effect sets in with a time lag and lasts until the year 2010 (although there is already an economic upswing). Numerous analyses are used to check additional heterogeneities in training activities for other employee groups. Among others, particularly the area of executive compensation was affected by the economic crisis and the ensuing regulations in institutional framework conditions. The third essay of this dissertation deals with the question whether these changes had an impact on the compensation level and structure of executive board members. The focus is on the extent to which executive compensation is converging within and between different exchange segments in Germany. Based on a sample of CEOs and non-CEOs of German DAX and MDAX establishments, the evolution of executive compensation levels and structures (i.e., fractions of base pay, short- and long-term incentives) are examined during the period from 2006 until 2012. The results of descriptive as well as multivariate Fixed Effects analyses indicate isomorphism of both, pay levels and pay structures within (intra-segment-convergence) and between (inter-segment convergence) stock exchange segments especially for CEOs. However, for the other members of the management board (non-CEOs), there is only a convergence of the compensation structure within the segments. The results do not indicate either intra- or inter-segment convergence of salary levels. Altogether, the three essays of this dissertation provide a selection of the current changes and challenges that HRM has to deal with. From a methodological perspective, all three essays use different applied econometric estimation strategies. In order to eliminate estimation problems caused by time-invariant and variant unobserved heterogeneity and endogeneity, Fixed Effects, Diff GMM as well as Difference-in-Differences approaches are applied. In addition, sample selection, research design as well as identification strategy attempts to avoid estimation bias. The first two essays are based on a linked-employer-employee panel data set and adopt a personnel economic perspective. The third essay uses establishment-level data and is based on institutional theory. The first essay was written in cooperation with Thomas Zwick and the third essay was written in cooperation with Nathalie Haidegger-Rieß and Robert Wagner. / Das Personalmanagement hat sich in den letzten Jahrzehnten von einer administrativen Funktion im Unternehmen hin zu einem ganzheitlich und strategisch ausgerichteten Prozess entwickelt. Dieser ist vor allem durch verschiedene Veränderungen und Herausforderungen induziert – beispielsweise den demographischen Wandel, die Globalisierung oder den Prozess der Individualisierung. Neben diesen generellen Trends haben in den letzten Jahren aber auch wirtschaftliche Schwankungen und Schocks sowie sich ändernde institutionelle bzw. rechtliche Rahmenbedingungen auf den gesamten Personalprozess Einfluss genommen. Die vorliegende Dissertation greift nach einer kurzen Einleitung drei Bereiche des Personalprozesses – Weiterbildung, Mitarbeiterbindung und Entlohnung – auf und untersucht, welche Auswirkungen kurz- und langfristige Veränderungen auf diese haben. Der drohende Fachkräftemangel macht es für Unternehmen umso wichtiger, verfügbare Personalressourcen langfristig an das Unternehmen zu binden. Der erste Aufsatz dieser Dissertation analysiert, inwiefern sich das Angebot von Weiterbildungsmaßnahmen auf den Verbleib von Mitarbeitern im Unternehmen auswirkt. Auf Basis der Humankapital- sowie Monopson-Theorie werden Hypothesen gebildet, die die Bindungswirkung von Trainingsmaßnahmen im Hinblick auf deren Übertragbarkeit, Sichtbarkeit und Glaubwürdigkeit unterscheiden. Mit Hilfe verknüpfter Betriebs- und Personendaten können umfangreiche Aspekte der Mitarbeiterbindung berücksichtigt werden. Das verwendete Forschungsdesign sowie die eingesetzten Schätztechniken ermöglichen zudem, für den Selektionseffekt von Weiterbildung sowie unbeobachtete Heterogenität zu kontrollieren. Die Ergebnisse zeigen, dass die Teilnahme an Weiterbildungsmaßnahmen den Verbleib von Mitarbeitern im Unternehmen erhöht. Dieser positive Effekt sinkt jedoch, wenn die Trainingsinhalte allgemeines Humankapital fördern – und somit gut auf andere Unternehmen übertragbar sind – sowie durch Weiterbildungszertifikate eine erhöhte Sichtbarkeit der Trainingsinhalte vorliegt. Der negative Effekt auf die Bindungswirkung verstärkt sich, wenn das Training von einer externen, unabhängigen Institution durchgeführt und das Zertifikat dieser Maßnahme von dieser Institution ausgestellt wird. Neben langfristigen Herausforderungen ist das Personalmanagement außerdem mit kurzfristigen und unvorhersehbaren Veränderungen konfrontiert, beispielsweise durch wirtschaftliche Schocks. In diesem Zusammenhang stellt sich die Frage, ob Unternehmen auch in solchen Zeiten Maßnahmen zur Mitarbeiterbindung einsetzen und wie sie dabei vorgehen. Der zweite Aufsatz in dieser Dissertation analysiert ebenfalls auf Basis der verknüpften Betriebs- und Personendaten, ob und inwieweit sich die Wirtschaftskrise der Jahre 2008 und 2009 auf das Weiterbildungsverhalten bestimmter Mitarbeitergruppen in Unternehmen ausgewirkt hat. Auf Basis eines quasi-experimentellen Forschungsdesigns (Diff-in-Diff) wird dabei der kausale Effekt dieses exogenen wirtschaftlichen Schocks auf die individuelle Weiterbildungsteilnahme eruiert. Die Ergebnisse zeigen, dass sich die Krise negativ auf die Weiterbildungsteilnahme auswirkt. Dieser Effekt ist bei ungelernten Mitarbeitern stärker ausgeprägt, als bei Mitarbeitern mit höherem Qualifikationsniveau. Der negative Effekt auf die Weiterbildung setzt mit zeitlicher Verzögerung im Jahr 2009 ein und dauert schließlich bis zum Jahr 2010, obwohl es zu diesem Zeitpunkt bereits einen wirtschaftlichen Aufschwung gibt. Darüber hinaus widmet sich diese Dissertation den Veränderungen innerhalb der rechtlichen und institutionellen Rahmenbedingungen des Personalmanagements. Diese waren in den letzten Jahren vor allem im Bereich der Vorstandsvergütung in Aktienunternehmen vorzufinden. Der dritte Aufsatz untersucht, inwiefern es in einem Umfeld, geprägt durch Veränderungen, zu einer Annäherung der Vorstandsvergütung innerhalb und zwischen unterschiedlichen Börsensegmenten (DAX und MDAX) kommt. Basierend auf der Annahme eines von der Institutionentheorie proklamierten isomorphen Organisationswandels werden Hypothesen hergeleitet, die mit Hilfe von deskriptiven und multivariaten Analysen überprüft werden. Die unter Einsatz eines umfangreichen Datensatzes zur Vorstandsvergütung gewonnenen Ergebnisse zeigen, dass sich die Gehaltsniveaus und -strukturen sowohl innerhalb als auch zwischen Börsensegmenten annähern. Diese Intra- und Inter-Segment-Konvergenzen werden vor allem bei der Vergütung von Vorstandsvorsitzenden deutlich. Bei der Entlohnung der anderen Mitglieder des Vorstands zeigt sich eine Angleichung der Gehaltsstruktur lediglich innerhalb der Segmente. Insgesamt betrachtet diese Dissertation mit den drei vorgestellten Aufsätzen unterschiedliche Aspekte des Personalmanagements und analysiert, inwiefern verschiedene Personalprozesse auf die institutionellen und allgemeinen Veränderungen reagieren. Während die ersten beiden Aufsätze eher eine personalökonomische Perspektive einnehmen, bezieht sich das dritte Papier auf einen institutionentheoretischen Ansatz. Die einzelnen Aufsätze sind in sich abgeschlossen und können unabhängig voneinander gelesen werden. Der erste Aufsatz ist in Zusammenarbeit mit Thomas Zwick und der dritte Aufsatz durch eine Kooperation mit Nathalie Haidegger-Rieß sowie Robert Wagner entstanden.

[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.