The pressure for economic integration has been reinforced by developments in technology, changes in market structures and the emergence of transnational corporations. Rightsizing has emerged as a critical process in this present era of shrinking space, shrinking time and disappearing borders in the context of employee engagement and human capital. It is often adopted by most organizations to help them become more agile and flexible and thereby cater to the competitive demands. The diverse impacts of rightsizing on various actors however question the justice aspect of the entire process. This study addresses rightsizing from the perspective of social justice by taking into consideration the assessments of the processes by the affected actors namely, the implementers who drive the rightsizing processes; the separated who leave the organization as a result of rightsizing; and the stayers who remain in the organization and have observed the process. It also aims at understanding the various rightsizing processes from an empirical perspective and examines the causal relatedness of the rightsizing processes and outcome across some of the Indian organizations and the actors. Review of literature: The gamut of literature in rightsizing has provided a strong foundation for the researcher to gain a critical understanding of the various processes underlying rightsizing. The key challenge in rightsizing concerns the fairness aspect of the entire process considering the fact that in most cases rightsizing results in gains for some people and loss for others. Given that judgments of fairness are highly subjective, the lack of an absolute standard for determining fairness in this situation has been identified as a gap. As many studies highlight the ambivalence in results with regard to the outcome of rightsizing and attribute them to the rightsizing processes, the relationship of the rightsizing processes and the outcome has emerged as an area of interest. Though there have been correlation based analysis between various rightsizing variables, causal models that link the rightsizing processes to the outcome have been found missing. The dearth of studies from the Indian set up have also prompted the need to build segregate and aggregate causal models of rightsizing processes and outcome at the organization and actor levels. Aim, objectives and methodology: The aim of this study has been to identify the rightsizing processes that contribute towards positive outcome for both the organization and the individuals concerned from the social justice perspective. The objectives were: 1. To compare and contrast the implementation of rightsizing processes in some of the Indian organizations. 2. To develop a framework for understanding and classifying rightsizing processes in relation to the social justice perspective. 3. To identify the effective rightsizing processes that contribute significantly towards minimizing individual stress and maximizing commitment towards the organization. 4. To outline appropriate guidelines based on the justice perspectives of the actors for better implementation of rightsizing in organizations. The conceptual model links the actors, their assessments of the rightsizing processes and the outcome of the entire process as affecting their individual stress and commitment towards the organization. The just processes of rightsizing have been decided based on the assessment of actors and on the extent of their agreement with one another on implementation of the discrete rightsizing practices. Accordingly those practices that all the three groups of actors, namely the implementers, stayers and separated perceive to have been implemented will be classified as the "best practices" or system 4 practices; the practices that have been perceived to have been implemented by the implementers and stayers but not the separated will be classified as the "better practices" or system 3 practices; those practices that the implementers and separated perceive as implemented will be the "ineffective practices" or system 2 practices; and the practices where all the three groups differ with one another with regard to the extent of implementation will be termed the "poor practices" or system 1 practices. The questionnaire was finalized after a preliminary and pilot study. Data was collected from 727 respondents across four organizations, one private manufacturing unit referred to as Org-1, one state public sector unit referred to as Org-2, two central public sector units referred to as Org-3 and Org-4. The total sample consisted of 137 implementers, 320 stayers and 270 separated. Results and discussion: The first part of the analysis focused on validating the rightsizing processes through factor analysis and also testing the reliability using Chronbach alpha. The implementation of the rightsizing processes across the four organizations was compared using Bonferroni post hoc comparisons. Org-1 and Org-4 had implemented most of the rightsizing practices adequately. The perceptions of the employees of Org-2 and Org-3 were found to be significantly inadequate when compared to Org-1 and Org-4 with respect to many of the practices. The second set of analysis compares the assessments of the actors with regard to the implementation of the various rightsizing practices, and classifies them into one of the four systems based on the framework developed. The system 4 practices consist of, the notification period; the severance package; the amount of money that the organizations wished to save after rightsizing and avoidance of ineffective cost reduction strategies. The outcome of rightsizing with respect to role clarity and role sufficiency also falls into system 4. The system 3 practices consist of understanding the need for rightsizing; the need for manpower reduction, proactive cost reduction strategies, separation of the sick and criteria for separation of the redundant. System 1 practices comprise of internal stakeholders, alternate strategies adopted by the organization before resorting to separation of the employees, preparation and communication, leadership, review and control and assistance provided to the separated. The outcome with regard to job security and commitment also falls in this category. The final set of analysis aims at identifying those processes that contribute significantly towards the outcome at both the organizational level and from the perceptions of the actors through path analysis. The path analysis was conducted at the segregate and aggregate levels for the organizations and the actors. Initially a full segregate model where all the independent variables are linked to the dependent variables was fit for the 4 organizations and for the 3 categories of actors. Those processes that contributed significantly towards the outcome with respect to the actors and the organizations were structured onto two final aggregate models. The validity of these aggregate models was examined for the organizations and actors respectively. Conclusion: This study provides a deeper understanding of the various processes underlying rightsizing in the three different stages of implementation. These validated measures can be used as a template by the organizations to study and guide further rightsizing initiatives. Through this research three groups of individuals diversely affected by rightsizing have been brought together under one common framework which is a methodological innovation. Inspite of having different interests, it is possible to obtain a consensus in their assessments of some of the rightsizing practices. This is an important conclusion that can be drawn in support of the social justice perspective with regard to rightsizing. The relationship between the rightsizing processes as affecting the outcome of stress and commitment can also be understood from a causal perspective across organizations and actors through segregate and aggregate models. The best practices with knowledge capital and social capital can also be included in understanding the perspectives of the actors and classification of rightsizing best practices in future work.

<p><strong>Background: </strong>It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance.</p><p><strong>Purpose: </strong>The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies.</p><p><strong>Method: </strong>To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents.</p><p><strong>Analysis: </strong>The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”.</p><p><strong>Conclusions: </strong> We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.</p>

<p>Abstract</p><p>Introduction</p><p>Boarders are shrinking, the world becomes more internationalized and the globalization of society has resulted in increasing demands on universities to adjust their education to the labor market. A growing interest among Swedish students to study abroad and re-ceive an international experience has increased as well. The changes in the environment have affected organizations’ recruitment processes and how they manage their human resources.</p><p>Problem</p><p>Today an ordinary education is not enough, you need to have something unique, some-thing that makes you stand out in the crowd. As a student you are encouraged to study abroad, and many view this as a possibility to broaden their competence. However, it is not known how future employers value and compensate this experience.</p><p>Purpose</p><p>The purpose of this thesis is to examine how university studies abroad are valued when recruiting white-collar workers. The ambition is to provide prospective and current stu-dents with an understanding of the employers’ view of the subject.</p><p>Method</p><p>The empirical data have been gathered by using a qualitative approach and face-to-face interviews have been conducted with the human resource manager at eleven medium- and large-sized organizations, located in Norrköping, Linköping, and Jönköping.</p><p>Conclusions</p><p>We have come to the conclusion that it is difficult to determine specific competences that are preferable in the selection of white-collar workers, however the candidate’s unique competences are somehow reflected in the personality. Organizations view the study abroad experience as rewarding for the candidates personal development and ma-turity. The university study abroad experience might not be valued higher in the future, but the more knowledge and information available, the larger are the benefits for both the organizations and the candidates.</p>

<p>Introduction</p><p>Boarders are shrinking, the world becomes more internationalized and the globalization of society has resulted in increasing demands on universities to adjust their education to the labor market. A growing interest among Swedish students to study abroad and receive an international experience has increased as well. The changes in the environment have affected organizations’ recruitment processes and how they manage their human resources.</p><p>Problem</p><p>Today an ordinary education is not enough, you need to have something unique, something that makes you stand out in the crowd. As a student you are encouraged to study abroad, and many view this as a possibility to broaden their competence. However, it is not known how future employers value and compensate this experience.</p><p>Purpose</p><p>The purpose of this thesis is to examine how university studies abroad are valued when recruiting white-collar workers. The ambition is to provide prospective and current stu-dents with an understanding of the employers’ view of the subject.</p><p>Method</p><p>The empirical data have been gathered by using a qualitative approach and face-to-face interviews have been conducted with the human resource manager at eleven medium- and large-sized organizations, located in Norrköping, Linköping, and Jönköping.</p><p>Conclusions</p><p>We have come to the conclusion that it is difficult to determine specific competences that are preferable in the selection of white-collar workers, however the candidate’s unique competences are somehow reflected in the personality. Organizations view the study abroad experience as rewarding for the candidates personal development and ma-turity. The university study abroad experience might not be valued higher in the future, but the more knowledge and information available, the larger are the benefits for both the organizations and the candidates.</p>

<p>One of the many tasks that an International Human Resource Management department has relates to the field of expatriation in which an employee is sent abroad to work in a foreign subsidiary. Expatriation is not a new concept, in the early modern era of expatriation after World War II, businesses were usually driven by international divisions that supervised the export issues, licensing and subsidiaries abroad. The main role of corporate human re-source department was to make it easier to select staff for foreign postings. This to find employees that were familiar with the activities and products of the company, organization, culture and also at the same time comfortable with working abroad.</p><p>The purpose of this thesis is to gain an understanding of how three Swedish multinational companies select and train their Parent-Country National (PCN) expatriates before the in-ternational assignment in China.</p><p>In order to reach the goal of our purpose, we have chosen to conduct case studies on three Swedish multinational companies that are currently operating in China, where interviews with the key persons for respective company has been made. The interviews was either conducted through phone or face-to-face.</p><p>Our Frame of reference is based upon four sub-chapters in which we in the first chapter defines the concept of Expatriation followed by a brief introduction of the cultural differ-ences between Sweden and China. The third chapter deals with the different selection is-sues and the fourth chapter deals with training issues.</p><p>Based on the Frame of reference, we created six major research questions in which from them we developed our interview questions.</p><p>Through the Empirical Findings which was analyzed with help of the Frame of reference, we can say that most of the processes within selection and training are not as visible and clear as what it is said in literatures compared to a few Swedish multinational companies practice.</p>

<p> </p><p>‟Recession‟ and ‟Layoff‟ were the buzz words of late 2008. Economic slowdown and recession have hit the economy hard. At the same time people in society are getting older and the demographic profile of the population is getting increasingly top heavy, with the retirements of the 1940‟s baby boomers expected to peak in 2010. The implications of an increased proportion of old people in society have been debated for some time, but the issue has not become a pressing concern for firms until recently.</p><p>The purpose of this study is to investigate „How does the economic slowdown and the demographic change affect the recruitment behavior of the firms in the region?, the region being defined as the County of Jönköping and County of Östergötland in southern Sweden.</p><p>The study is based on an exploratory survey polling respondents about their willingness to employ, the effects that the economic slowdown and demographic change exert on them. The survey was conducted during November 2008.</p><p>The descriptive and inferential quantitative statistical analysis of the empirical findings and sec-ondary sources draw on contemporary research in the areas of demographic change, economic theory and human resource management.</p><p>Demographic change is of less importance with regards to firms' willingness to employ than ex-pected and is overshadowed by the lack of skilled and experienced labour, which makes finding a suitable employment not so difficult, even in these recessionary times, if you have the right education, qualification and/or experience.</p><p>It is hard to give a definitive answer as to how large the effect of the economic slowdown on recruitment is, but it does indeed affect the firms' willingness to employ, and it has generally negative consequences for the overall size of the workforce. Nevertheless, there remains a need for employees fed by the inextinguishable calls for competence and experience.</p><p>With regards to the general recruitment behaviour, the firms face a dilemma. The weak economic climate commands cost savings. But the widespread call for and concurrent lack of skilled and experienced labour, both in the firms and in the labour market, command resources to be committed to the search for applicants. Furthermore, coping with the challenges of an agediverse workforce will be one of the most important commissions for anyone dealing with human resource management issues in the future.</p><p> </p> / <p> </p><p>Syftet med studien är att undersöka hur den ekonomiska avmattningen och den demografiska förändringen påverkar företagens rekrytering i regionen. Region i studien är definierad som Jönköpings och Östergötlands län.</p><p>Studien bygger på en enkät, utförd november 2008, angående företagens vilja att rekrytera och de effekter som den ekonomiska avmattningen och den demografikas förändringen har på den.</p><p>Enkätsvaren och sekundär data analyserades med hjälp av beskrivande och jämförande statistisk analys och bygger på en teoretisk referensram hämtad från relevanta forskningskällor inom områdena demografi, nationalekonomi och human resource management.</p><p>Den demografiska förändringen har mindre effekt på företagens vilja att nyanställa än vad som var väntad och är överskuggad av en kronisk svårighet att hitta utbildad och erfaren arbetskraft. Detta betyder att hitta en anställning i dessa svåra tider inte är så omöjligt som vissa personer föreslår, under den viktiga förutsättningen att man har den rätta utbildningen, de rätta kvalifikationerna eller den rätta erfarenheten.</p><p>Det är svårt att ge ett definitivt svar på hur stor effekt den ekonomiska avmattningen har på företagens vilja att nyanställa. Klart är dock att den finns en generell negativ ekonomisk effekt som påverkar företagens vilja att nyanställa negativt som även orsakar en generell minskning av den totala sysselsättningen. Dock kvarstår ett behov av att anställa hos företagen på grund ut av den kroniskt höga efterfrågan på kompetens och erfarenhet.</p><p>Med avseende på den generella rekryteringsbeteende hos företagen står dom inför ett dilemma. Den ekonomiska avmattningen tvingar företagen att spara pengar inom human resources. Den kroniskt höga efterfrågan och bristen på kvalificerad arbetskraft tvingar dock företagen att avvara resurser till att utveckla sin rekrytering för att hitta rätt personal och nyanställa. Företagen måste börja förbereda sig för de utmaningar och förändringar som en allt äldre befolkning innebär på området human rescource management i framtiden.</p><p> </p>

<p>HRM is an important issue whether companies are successful or not in the global market. Many authors have different views on how important culture and local factors are and to what extent it should be taken into consideration when managing units. Taylor et al (1996) state that companies can use three different approaches of HRM: adaptive, integrative or exportive. Considering whether or not culture is a factor taken into consideration when shaping HRM in two different affiliates, three hypotheses were formulated:</p><p>Hypothesis 1: Culture and local aspects are to a large extent taken into consideration when shaping Human Resource Management.</p><p>Hypothesis 2: Culture and local aspects are to some extent taken into consideration when shaping Human Resource Management.</p><p>Hypothesis 3: Culture and local aspects are not taken into consideration when shaping Human Resource Management.</p><p>Our purpose is to confirm or reject the formulated hypotheses by identifying, analyzing and comparing the shaping of HRM in Carrier Refrigeration in Ingelstad (Sweden) and in Jászárokszállás (Hungary) regarding:</p><p>• how different types of responsibility are decentralized</p><p>• how employees communicate</p><p>• how employees are motivated & rewarded</p><p>In the aspects of responsibility, communication and motivation & reward the three different approaches are seen. When each aspect is summarized the different approaches are seen as follows; responsibility shows overall an exportive approach, communication shows overall an integrative approach and motivation & reward shows overall an integrative approach.</p><p>Since two of the three aspects show an integrative approach the second hypothesis (H2) is confirmed which means that the first (H1) and the third (H3) hypotheses are rejected. The hypothesis that is valid is formulated as follows:</p><p>Culture and local aspects are to some extent taken into consideration when shaping Human Resource Management.</p>

There is intensive research in international business studies exploring strategic decisions relating to the choice of entry mode. As a frontier issue the choice of entry mode has been widely recognised as being one of the critical decisions in a firm's internationalisation. However, most of the research primarily focuses upon Western multi-national enterprises (MNEs) rather than small-medium sized enterprises (SMEs). Recently, interest in the international business activities of SMEs has been increasing. Nevertheless, little has been done in light of the choice of entry mode in the SME sector, especially for SMEs from developing countries. This study explored how Chinese SME managers make their strategic market entry choices when entering the UK to address the issue of whether Western MNEs' foreign investment theories are applicable to Asian SMEs. The decision making of entry mode choices involves complicated social processes such as social relationships both in and outside the firm. This research takes a social constructionist paradigm, trying to understand and interpret the Chinese SMEs decision maker's unique experiences, perceived values and embedded Chinese culture that can have great impact on their choice of entry modes. Cohering with this philosophical stance, 10 Chinese SMEs managers in the North East of the England were involved in qualitative interviews and data was analysed through template analysis. The findings of this thesis offer a more holistic picture of SME managers' decision making in terms of their entry mode choices. This study is inconsistent with the more classic motives of firms' internationalisation, such as securing raw materials and seeking low-cost labour as it reveals 2 previously unrecognised motives of Chinese SMEs' internationalisation, namely `seeking entrepreneurial freedom' and 'building their own international teams'. Moreover, 4 entry modes were used by the Chinese SMEs' entering the North East of England markets, including direct exporting, joint venture and wholly-owned subsidiary and internet entry mode. Interestingly, the joint venture mode used by Chinese SMEs in this study is operationally different from traditional joint ventures. Furthermore, a number of influencing factors emerged from the Chinese SME managers' accounts: firm-specific factors, strategy-factors, product-specific factors, networks and social culture factors and the decision maker's personal characteristics. In drawing upon their motives, influencing factors, and entry modes a 3-stage decision making process was discovered which combined rational and cybernetic strategic approaches that have been adopted by Chinese SMEs managers at different levels. Contributively, this study offers alternative understandings of the choice of entry mode. By drawing upon experiences of Chinese SME managers it extends the foreign investment theories based on Western-MNEs and offers a contribution to practice grounded in an Asian-SME context. Significantly, this thesis develops a practice-based framework by integrating factors into the whole decision making process, providing practical guidance for SME managers to inform their entry mode choices.

This study investigates the characteristics of first line managers (FLMs) required to manage absence 'effectively' within Gateshead Metropolitan Borough Council. An important theoretical contribution to knowledge is made by focusing specifically on the role and impact of FLMs which is an issue that has previously been identified as being important, but has not been researched specifically. A wide range of literature was explored from the fields of health management, psychology and business management to present a clear picture of the key issues involved in absence management. Discussions are provided on personal, organisational and group level characteristics which have been found to have an association with levels of employee absence, before looking at best practice in the management interventions that can be used. Five major hypotheses were generated from the literature and were further broken down into 21 testable sub-hypotheses. A positivist approach was taken using a quantitative methodology in order to meet the objectives of this study. This consisted of a range of research methods including a survey to FLMs, policy analysis and analysis of internal organisational documents. Using this variety of methods a clear picture of existing practices was developed and then analysed. This extensive methodological approach makes an interesting contribution to this research field and is in response to some earlier criticisms of research designs in this area. The survey results show multiple statistically significant relationships between variables and levels of absence including; the age of the FLMs; the division (p=0.01) and departments (p=0.02) in which the FLMs work, and their levels of knowledge of the organisation's absence management policy and procedures (p= 0.048). This allowed the rejection of the null hypotheses and states that there is an association between these variables and levels of absence of the FLMs' employees. However, there are also other interesting results that are of high practical significance despite the results not being statistically significant. This includes looking at relationships between variables such as career history and relationships with other stakeholders, when correlated with the absence levels of the FLMs' employees. The main results from the other research methods utilised in this study demonstrate that there is some ambiguity over responsibilities for managing absence and that absence management is not fully integrated into associated HR policies. Despite attempts to implement best practice interventions, there remain some indications of differences between rhetoric and reality. Recommendations for the organisation include the need to include supplementary details in their absence management policy and to condense the seven existing documents into one comprehensive policy guide. In addition the organisation needs to support their FLMs so that they understand exactly what their role in absence management entails and how and when they should work in partnership with other stakeholders.

This work constructs a bridge across the "knowing-doing gap" of international staff exchange: the gap between strategy formulation and its execution within the constraints of a post-1992 university business school in the UK. It goes beyond the common, well-intentioned and yet vague statements involving the "encouragement" of international staff exchange to propose a model of execution through strategic entrepreneurship. The promotion of international staff mobility is a founding principle of the "Bologna Process", designed to create a converged system of higher education across Europe. Many UK "new" (ie post-1992) universities are engaged in the development of internationalisation strategies which include staff exchange. Meanwhile, the failure to execute strategy is increasingly acknowledged as a major problem in organisational performance. Using a first-, second and third-person Insider Action Research (AR) approach, the author initiated, planned, organised and implemented an international staff exchange between universities in the UK and France. Data generated were subjected to a double process of analysis in order to construct the new model. A policy of "subjectivity with transparency" and transcontextual credibility throughout enables the reader to judge transferability. Duality is the nature of this "bridge" and the simplistic transplant of the expatriation policies of commercial organisations is avoided. Concepts from the theoretical literature in three domains - strategic management and entrepreneurship in higher education, internationalisation of higher education and strategy execution through strategic entrepreneurship - are combined with the research analysis to propose that "strategic entrepreneurs" can execute the riskier elements of an internationalisation strategy, such as staff exchange. Members of the creative class, strategic entrepreneurs are attracted and motivated by the foundation of a diverse environment and entrepreneurial culture promoted by a university's values-driven, holistic approach to internationalisation. Their autonomous strategic behaviour must be facilitated by an execution-focussed organisational architecture. In a university, the overall approach to staff exchange should combine central and local (school-based) functions and resource both to develop strategic initiatives and to exploit tactical opportunities. This work broadens AR from education into strategic management, specifically linking the areas of strategic execution and strategic entrepreneurship.