現代的組織人員不再只是組織機器的「小螺絲釘」，人是具有自主性的獨立個體，強調自身的價值、規範，工作不再是生活的重心，人工作不只是為了金錢報償，而有自我實現、自我超越的需求，追求多樣化的生活，因此組織應瞭解人員的需要，並創造適合個人發展的環境，當個人獲得發展，個人潛能得到開發，自我的零求得以滿足，進而組織、團體都得到發展，整個人力資源發展得以完成。 　　本文所指的「個人發展」(Individual Development)乃是組織透過教育訓練、學習及發展等途徑，來促使組織成員的知識、技術、能力和行為的改善與績效的提升。所以本研究的重點之一是尋求人性的本質，使組織在從事教育訓練、學習時，能針對人性本質作適當的方案規劃與執行。其二，探述個人發展的需求和方式、組織中那些因素會影響個人發展的進行，及何種組織有利於個人發展。第三，透過個案研究瞭解個人發展的情形和結果。 　　本文研究的章節安排則是：第一章為緒論，說明本文的研究緣起與目的、研究範圍、本文所採取的研究方法與受到的限制，及名詞界定。第二章為理論基礎，分別從心理學、社會學、組織理論及行動理論等理論，探討它們對個人發展的觀點，即其對人性本質的論點，來分析其對組織成員發展的看法，進而歸納出相關的理論基礎。第三章為個人發展理論之主要課題，探述有關個人發展的需求與方式、妨礙組織中個人發展的因素，及解決之道。 　　第四章為個案研究，本文係以國內最大規模的便利商店7-ELEVEN為研究對象，該公司的教育訓練已行之有年，具有完備的教育訓練體系，以瞭解組織實行個人發展的狀況。第五章為本論文的總結與建議。

Globalizacijos sukeltas konkurencijos augimas, žinių ekonomikos plėtra iškelia specialistams ir kitiems darbo rinkos atstovams naujus reikalavimus: norėdami išlikti kompetentingi savo srityse jie privalo nuolat gilinti įgytas žinias ir tobulinti profesinius įgūdžius, greitai prisitaikyti prie kintančių darbo veiklos reikalavimų. Šiandien darbdaviai pageidauja, kad įmonėse ir įstaigose dirbtų ne tik aukšto lygio profesionalai bet ir kūrybiški, inteligentiški darbuotojai mokantys pritaikyti savo žinias ir gebėjimus naujuose situacijose, pastebintis problemas, darantys pagrįstus sprendimus, sugebantys orientuotis sudėtinguose socialiniuose santykiuose, gebantys bendrauti ir bendradarbiauti bei besimokantys visą gyvenimą (Žmogiškųjų išteklių plėtros veiksmų programa 2007 – 2013m., 2006). Tyrimo objektas. Švietimo organizacijų vadovų vadybinių kompetencijų raiškos ypatybės. Hipotezė. Šiuolaikinis švietimo įstaigų vadybinių kompetencijų taikymas praktinėje veikloje nepakankamai daro įtaką organizacijų konkurencingumui ir prisitaikymui prie darbo rinkos pokyčių. Tyrimo tikslas. Ištirti švietimo organizacijų vadovų vadybinių kompetencijų raiškos ypatybes skatinant organizacijos konkurencingumą. Tyrimo uždaviniai. 1. Remiantis moksliniais šaltiniais išanalizuoti vadybinių kompetencijų sistemą ir jų turinį. 2. Išanalizuoti žmogiškųjų išteklių plėtrą reglamentuojančius dokumentus ir mokslinę literatūrą. 3. Išsiaiškinti vadybinių kompetencijų modelių taikymą švietimo organizacijos ... [toliau žr. visą tekstą] / Competition caused by globalization, growth and development of economy knowledge brings the new requirements to the professionals and other representatives of the labor market: wanting to remain competent in their own range they must constantly extend acquired knowledge and elaborate professional skills, quickly accommodate to intermittent requirements of business activities. Today employers are requesting for work in enterprises and institutions not only high level professionals but also creative, intelligent employees who are able to apply their knowledge and skills in new situations, noting problems, affecting based choices, able to navigate in a difficult social relationships, able to communicate and collaborate, also lifelong learning (Human Resources Development Operational Program 2007 – 2013, 2006). Examination subject. Managerial competencies expression features of education organizations leaders. Hypothesis. The application of modern educational institutions managerial competencies in practical activities has not been insufficiently influence for the organization’s competitiveness and adaptation to the labor market changes. The aim of examination. To investigate the managerial competencies expression features of education organizations leaders by promoting competitiveness of the organizations. Research tasks. 1. Analyze the system of managerial competencies ant its content according to scientific sources. 2. Analyze the documents and scientific literature of the... [to full text]

Philosophiae Doctor - PhD / This thesis presents research on the emergence of sub-structure and sub-district pharmacists in Cape Town by considering their roles and related competencies, and the support required to establish them in these new positions. The research was carried out in partnership with Metro District Health Services (MDHS) and City Health. Both organisations provide services across the whole of the Cape Metro. The research took place as MDHS was dividing the Cape Town Metro District into four sub-structures, and the research is embedded in these unfolding developments. The four sub-structures were created to be closer in size to WHO health districts than the unmanageably large Metro District. Consequently, sub-structures and sub-structure pharmacists in this study should be considered equivalent to districts and district pharmacists in other settings. I used a participatory action research (PAR) approach to partner with pharmacists and managers in both organisations between 2008 and 2011. The partnership benefitted from the contextual and practice experiences of the health services stakeholders and my evolving research expertise. Including a broad stakeholder group was considered important for developing the shared learning and understanding that would translate into action and changen in the organisations. The flexible and emergent approach of PAR was considered suited to a complex health system in the midst of change. After an initiation stage, the research evolved into a series of five iterative cycles of action and reflection, each providing increasing understanding of the roles and related competencies of sub-structure and sub-district pharmacists, and their experiences as they transitioned into these new management positions in the two organisations. The research centered around two series of three interactive workshops I facilitated, attended by both pharmacists and managers, in which I contributed information from published literature and documentary reviews to the collaborative processes. Semi-structured interviews and focus groups were conducted at various stages during the research, to inform conceptualization and supplement workshops, and later on, during years three and four, to reflect on the experiences of substructure and sub-district pharmacists. The research identified five main roles each for sub-structure and sub-district pharmacists. Four of these roles are the same for each: Sub-structure (sub-district) management Planning, co-ordination and monitoring of pharmaceuticals, human resources, budget, infrastructure Information and advice Quality assurance and clinical governance But their fifth roles are different: Research, for sub-structure pharmacists. Dispensing at clinics for sub-district pharmacists. But although they look similar, there were substantial differences between sub-structure and sub-district pharmacist roles in the two organisations. Their roles were shaped by the differences in leadership and governance, as well as by the services provided by the two organisations. Sub-structure pharmacists were generally involved in strategic level management functions whilst sub-district pharmacists combined sub-district management activities with dispensing in clinics. Essentially the two cadres were working at different management and leadership levels, with sub-structure pharmacists working at middle management level and sub-district pharmacists straddling first level and middle management levels. Five competency clusters were identified for both cadres, each with several competencies. Professional pharmacy practice Health system/public health Management Leadership Personal, interpersonal and cognitive Whilst professional pharmacy practice competencies were particularly valued by substructure and sub-district managers, overall, sub-structure and sub-district pharmacists required generic management and leadership competencies. Along with the more technical management and leadership competencies, both organisations recognised the importance of viii „softer‟ competencies for pharmacists moving into these management positions. Again, although the competencies appear similar, there were differences between the roles, so that the different cadres required different competencies within these competency clusters. Transitioning into these new management positions was an emergent process, which entailed pharmacists changing form performing technical and clinical functions associated with professional pharmacy practice to co-ordinating pharmaceutical services across the substructure or sub-district. They moved from working in a pharmacy to being a member of a multi-professional team in a sub-structure or sub-district. Adjusting to these new management positions took time and was facilitated by several personal and organisational factors which varied in the two organisations. Managers and pharmacists mentioned the positive contribution of the PAR in assisting with this transition through the development of shared understanding of the DHS and the roles and functions of pharmacists working in these management positions. The research assisted with practical aspects including the development of new job descriptions. Several implications for developing competencies in sub-structure and sub-district pharmacists emerged during the research. Firstly, although competency frameworks for substructure and sub-district pharmacists are useful for selecting new staff, conducting performance appraisals and identifying learning needs, they need to be tailored for each setting. Secondly, a mixture of traditional training options, including academic qualifications and short courses, as well as innovative on-the-job support such as mentoring and coaching are required to support sub-structure and sub-district pharmacists, and other similar cadres in these positions.

Made available in DSpace on 2016-03-04T13:55:09Z (GMT). No. of bitstreams: 2 12.pdf: 2832032 bytes, checksum: 3fd18ab658cc1c79a947a12a7dbb4a15 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2015 / Fundação Oswaldo Cruz. Instituto de Tecnologia em Fármacos/Farmanguinhos. Rio de Janeiro, RJ, Brasil. / A competitividade e a sustentabilidade das organizações estão muito associadas ao conhecimento e às ações inovadoras da sua força de trabalho. Em consequência, as mudanças no meio organizacional requerem constante desenvolvimento da força de trabalho como forma de gerar melhorias e/ou novos produtos e processos. A Gestão por Competência (GpC) é uma prática de gestão organizacional que busca o alinhamento das competências individuais às competências organizacionais em prol dos objetivos estratégicos. O desenvolvimento das pessoas pode ser beneficiado com a GpC por meio de um mapeamento de competências que indique as ações de capacitação mais estratégicas e prioritárias à organização. Farmanguinhos/Fiocruz é um laboratório farmacêutico ligado ao Ministério da Saúde que atua na produção de medicamentos, na pesquisa e desenvolvimento tecnológico e na difusão do conhecimento. Assim, como as demais organizações, tem o desafio de manter pessoas motivadas e engajadas com seus objetivos. A diversidade e a complexidade de suas atividades fazem o laboratório pensar no aprimoramento das práticas de gestão para prestar serviços de qualidade à população. A elaboração de um modelo que contemple um planejamento de ações de capacitação por competências parte da Política Nacional de Desenvolvimento de Pessoas e das Diretrizes de Capacitação da Fiocruz para, dentre outros objetivos, estruturar uma proposta que melhor atenda às necessidades desse importante laboratório. Para isso, optou-se pela metodologia de estudo de caso realizada por meio de um protocolo de estudo, elaborado e interpretado pela própria pesquisadora, bem como uma pesquisa documental para que, a partir de uma análise integradora, fosse possível correlacionar pontos favoráveis e desfavoráveis à realidade da Unidade. O modelo proposto inicia com uma ampla análise considerando fatores internos e externos à organização, que permite planejar ações de capacitação vistas como necessárias ou como oportunidades de aperfeiçoamento. A proposta de criação de um Comitê de Capacitação aproveita-se de uma gestão participativa e propicia uma discussão estratégica para definição das ações que serão inseridas no Plano de Capacitação por Competências (PCC). A etapa de planejamento das ações de capacitação utiliza-se de uma Matriz que, baseada nas competências da indústria farmacêutica, foi dividida em dois eixos: rotineiro e inovador. Esta Matriz de Capacitação também contribui para o monitoramento durante a etapa execução. Assim, o Comitê, a área de Gestão de Pessoas e os gestores dispõem de um instrumento para acompanhar e aferir se o que foi planejado atingiu seu objetivo previsto. Como se trata de um ciclo virtuoso, o planejamento das capacitações para o ano seguinte leva em consideração os resultados obtidos no Plano anterior. Assim, o modelo de Plano de Capacitação por Competências para Farmanguinhos reúne elementos integrados com as reais necessidades da Unidade na possibilidade de conectar estratégia, aprendizagem, competências e desempenho. / Institutions competitiveness and sustainability are closely associated to knowledge and the innovative actions of its workforce. Consequently, the changes in organizational environment require constant personal development as a way of generating improvement, new products and processes. Competency Management is an organizational management practice that seeks to align individual skills to organizational skills, in order to support strategic objectives. The professional development of the staff can benefit from competency management because, through the assessment of people competencies, the company can identify the most strategic and important trainings for the group. Farmanguinhos/Fiocruz is a pharmaceutical lab, part of the Ministry of Health, which works with the production of medicines, research and technological development and is responsible for the spreading of knowledge. Therefore, one of its main objectives is to keep people motivated and engaged to personal goals. The diversity and the complexity of its activities make the lab think of management practices improvement in order to provide highclass service to the society. One of the goals of National Policy for People Development and Capacity Guidelines is to create a model that includes action plans for the development of competencies in order to create a proposal that attends the needs of this important lab. In order to achieve this goal, we have opted for the “case study” methodology, which was performed through a study protocol, made and interpreted by the author/researcher. It was also applied a Documentary Research, which promoted and favored an integrated analysis, enabling to correlate strengths and weaknesses of Farmanguinhos reality. The proposed model begins with a comprehensive analysis considering internal and external organization factors, which allows to plan training actions, seen as necessary or as opportunities for improvement. The idea to establish a Training Committee takes advantage of participative management, and provides a strategic discussion to define the actions that will be inserted in the Skills Training Plan. The planning of training actions uses a Capacity Matrix that, based on pharmaceutical industry skills, has been divided into two axles: routine and innovation. This Matrix also helps the monitoring during the execution stage. Thus, the Committee, the Personnel Management area, and the managers, have their own instrument to follow and assess if the goal has been achieved through the plan. As it is a virtuous cycle, the following year plan considers the achieved results of the previous year. Therefore, the present model of “Competency Management Plan” to Farmanguinhos brings together integrated elements containing current and emergent needs, with the potential to connect strategy, learning, skills and performance.

The thesis describes and evaluates selected eduacational aspects of human resources management. It introduces some recent conceptions of specialization and evolution from personnel administration through personnel management to human resources management as the unity of emloyee development and utilization of their potential to achieve organization`s objectives according to their needs. It outlines the structure of human resources management (recruitment, performance management, evaluation {\dots}) and compares the aplication of principles of specialization in the work of a human resources manager and a line manager. Subsequently, several determinants of educational processes within human resource management are pointed out in connection with human factors (personality, health, human relations) and job performance (work, free time, work environment). Furthermore, educational dimension of human resources management is evaluated. In the final part Possible prognosis and future expectations are included. Namely, the worth of information for functioning of organizations and comparing the modern roles of technology with the role of humanity in the modern world.

The aim of this dissertation is to look for possibilities how to improve the situation in the labour market. The theoretical part focuses significantly on the functioning of individual tools of an active employment policy and also on a use of funds from the European Union{\crq}s Structural Funds in particular by means of the European Social Fund. The main aim of the practical part of my dissertation is a characteristic of the labour market in Jindřichův Hradec region. A use of tools of an active employment policy and EU funds applied in this policy, specifically the Operational Program ``Human Resources Development{\crqq} is dealt here with.

Seit Jahren steigen psychische und psychosoziale Belastungen im Arbeitsalltag von Ingenieuren* an, was unter anderem an der zunehmenden Zahl von Erkrankungen, die beispielsweise auf permanenten Stress zurückzuführen sind, erkennbar ist. Durch die Pandemie, die seit mehr als einem Jahr Alltag und Arbeitsleben maßgeblich beeinflusst, treten diese Belastungen noch deutlicher in den Vordergrund. Nach einer kurzen Einführung werden zunächst theoretische Grundlagen dargelegt und wesentliche Begriffe definiert. Mit Blick auf den Arbeitsplatz werden potenzielle Belastungen skizziert und die Bedeutung von Kompetenzen herausgearbeitet, die unterstützen können, um mit diesen Belastungen umzugehen. Außerdem wird der Frage nachgegangen, ob Ingenieure das nötige „Kompetenz bezogene Rüstzeug“ - sprich die persönlichen psychischen Ressourcen - haben, um mit den Anforderungen und Belastungen, die sich am Arbeitsplatz ergeben, adäquat umgehen zu können und welche Bedeutung der Hochschulausbildung dabei zukommt. Den Abschluss bildet ein Plädoyer für eine systematische (Neu-)Ausrichtung und regelmäßige Weiterentwicklung bzw. Anpassung der Aus- und Weiterbildung von Ingenieuren anhand von ermittelten Anforderungen bzw. Belastungen am Arbeitsplatz – nicht zuletzt basierend auf einem Constructive Alignment.

This Master’s thesis is concentrating on the creation of a Development Center for the well-established firm TRANSPED-SOC, Ltd., which has branches in different places of the Czech Republic with a view on dispose agent. In this work we can find a written education system in the firm TRANSPED-SOC, Ltd., which is meant to help with the examination of the education of the employees. The main point is the creation of a competent model for a group of dispose agents, individual and group model-situations derived from the model, design and description other methods, a timing schedule for the Development Center and data sheets. The created Development Center is evaluated and written contributions are the results for the firm TRANSPED-SOC, Ltd.

The subject of this master´s thesis is the project of human resources development in the company Siemens Elektromotory s. r. o., plant Frenštát p. R. The goal of this project is to obtain finance granted by EU funds. Thesis is based on identification of possible ways of financing, analyzing of present situation and development possibilities in HR environment and preparation of project application.

Die vorliegende Arbeit beschäftigt sich dem Betrieblichen Gesundheitsmanagement als Aufgabe der Personal- und Organisationsführung in Bibliotheken, dabei stellt sich Betriebliches Gesundheitsmanagement als ein komplexes, interdisziplinäres Feld dar. Die Arbeit beleuchtet die Arbeitssituationen und Arbeitsbedingungen der Bibliothekare und möchte Veränderungsansätze, jenseits der gesetzlichen Arbeitsschutzverordnungen aufzeigen. Der Fokus liegt dabei auf der Führungsverantwortung im Zusammenhang mit den strukturellen Entwicklungen in Bibliotheken.:1. Einleitung 3 2. Motivation, Problemstellung und methodisches Vorgehen 4 3. Geschichte der Betrieblichen Gesundheitsförderung 5 4. Bedeutung und Verständnis von Gesundheit 7 4.1 Bedeutung 7 4.2 Verständnis 9 5. Betriebliches Gesundheitsmanagement (BGM) in Bibliotheken 11 5.1 Ausgangslage in den Bibliotheken 11 5.2 Aktuelle Ergebnisse aus ver.di Umfrage und Stressreport 13 5.2.1 Aufstiegsmöglichkeiten, Arbeitsintensität, Einkommen 15 5.2.2 Führungsqualität, Betriebskultur, Anforderungen 15 5.2.3 Sinngehalt der Arbeit, Kollegialität, Arbeitszeitgestaltung 16 5.2.4 Veränderungen in den Bibliotheken 16 5.2.5 Weiterbildung und Qualifizierung 18 5.2.6 Fazit der Ergebnisse 19 5.3 Belastungen, Beanspruchungen und Gefährdungen in Bibliotheken 20 5.3.1 Belastungsfaktoren der Mitarbeiter 21 5.3.2 Entlastungsfaktoren der Mitarbeiter 22 5.3.3 Spezifische Gefährdungen 22 5.4 Bestandsaufnahme 24 5.5 Handlungsfelder 25 5.6 Akteure 26 6. Strategien, Ziele und Umsetzungen im BGM 27 6.1 Strategien und Ziele 27 6.1.1 Personalentwicklung und Aufstiegschancen 28 6.1.2 Mitarbeiterbeteiligung und Unternehmenskultur 29 6.1.3 Reduzierung psychischer Belastungen 30 6.1.4 Betriebliches Eingliederungsmanagement 30 6.2 Umsetzung 31 7. Betriebliches Gesundheitsmanagement als Führungsaufgabe 34 7.1 Belastungs-­ und Entlastungsfaktoren der Führungskräfte 34 7.1.1 Belastungsfaktoren der Führungskräfte 35 7.1.2 Entlastungsfaktoren der Führungskräfte 36 7.2 Gesundheitsförderliches Verhalten von Führungskräften 37 8. Spezielle Perspektiven im BGM 38 8.2 Demografischer Wandel in Bibliotheken 40 8.2.1 Bedeutung für Bibliotheken 40 8.2.2 Folgen für Bibliotheken 41 8.2.3 Maßnahmen in Bibliotheken 42 8.3 Betriebliche Gesundheitsförderung für Auszubildende 44 8.4 Work-­Life Balance 46 9. Hemmnisse und Fehler im BGM 49 10. Erfahrungen mit Betrieblichem Gesundheitsmanagement 51 11. Hypothesenauswertung 55 12. Schlussbetrachtung 57 13. Abbildungsverzeichnis 59 14. Literaturverzeichnis 60 15. Eidesstattliche Erklärung 68