As the open up of government¡¦s regulations and increasingly competitive markets in these ten years, local banks have great varieties in banking business and products. Facing this trend, do banks also adjust their strategies in human resources recruitment? Are their business units different in their strategies? The two major issues attract me to do the research on considerations of staffing strategies in the banking industry. This research is based on a case study of F Bank. By collecting written document & interviewing the staffing managers of 6 different business units, in order to probe into the key factors which affect the staffing strategy. After analyzing document & interview materials, the research concludes that there are obvious different strategies between business units of different product sectors. They can be classified into two sectors: one offers consumer banking business, and the other offers corporate banking business. The former kind has greater flexibility in recruit. They tend to utilize a great amount of informal employees, and a great percentage in temp contractors and assignation staffs. They like to hire people with related experiences and from outside resources. However, the latter one has mainly recruit employees in official way. They prefer personnel without experiences and train them with their own training systems, or recruit form inner resources. To inquire what makes the differences between the strategies of staffing taken by different business units, the research concludes as follows: (1) the changes of organization culture, and (2) the different business characteristics. The research expects the result can provide future reference for human resources related staffs in policy planning in banking field.

ABSTRACT All companies want to make profits and will be globalized, but how do they get it? Human resource management must be the key point. Corporate cultures and business strategies try to catch changing environment. How do they affect human resource systems especial in staffing strategies and organization performances? We have 106 effective samples from 1.Taiwan¡¦s 5000 Top manufacture corporations surveyed by CHINA CREDIT INFORMATION SERVICE, LTD. in 2002. 2. Association of Taichung Human Resource Managers. The effective recover rate was 19.2% and then used the SPSS & LISREL software to analyze our questionnaire. The main conclusions of our research are¡G 1.The different corporate culture firms can be classified four types by the two dimensions of flexibility and external focus. Each of the four types has significant deviation. 2.The different business strategy firms can be classified four types by the two dimensions of innovation and market range. Each of the four types has significant deviation. 3.The corporate cultures and business strategies affect organization performances through the staffing strategies

Under dagens förhållanden räcker det inte längre med att endast erbjuda bra produkter, det är viktigt att företagen är så effektiva som möjligt på alla vis. Med en osäker marknad skapas variationer i efterfrågan, ett sätt att hantera dessa variationer är att skapa ett flexibelt företag. En flexibel produktion baseras på utnyttjandet av resurser som innefattar både maskiner och bemanning. En strategi för att uppnå flexibilitet inom bemanningen är genom en intern bemanningspool, ett team som arbetar för att täcka upp vid olika behov. Tidigare har det varit svårt att möta olika variationer inom personalbehovet. Den här studien pekar mot att en intern bemanningspool främjar effektivitet och flexibilitet inom företagen. Studiens syfte är att identifiera framgångsfaktorer och risker med en intern bemanningspool inriktad mot arbeten som inte kräver legitimation. Vidare är syftet att ta fram beslutskriterier inför ett eventuellt beslut avseende inrättande av en bemanningspool. För att besvara syftet används en kvalitativ fallstudieundersökning med en abduktiv ansats för att få en så generaliserad bild över problemet som möjligt. Datainsamlingen bestod av intervjuer med två företag från olika branscher med tre respondenter som valdes utifrån olika kompetenskrav gällande ämnet- intern bemanningspool. Teoriinsamlingen bestod av litteratur som ansågs vara lämplig inför arbetet med bemanningspoolen. Studien resulterade i ett ramverk med olika kategorier som företag bör ta hänsyn till inför beslutet angående personalstrategi. Genom att se efter nyckelord under intervjuerna samt den valda litteraturen kunde flera framgångsfaktorer och risker påvisas. Framgångsfaktorerna bestod av kunskap, arbetsrotation, starkt ledarskap, teamarbete, tydlig informationsdelning och en gemenskap på arbetsplatsen. Riskerna bestod av brist på gemenskap och själva medlemmarna i poolen. Det är alltid en risk att anställa personal men i en bemanningspool syns konsekvenserna extra tydligt om personalen inte har tillräckligt med kunskaper eller inte vill arbetsrotera. Det kan även vara en stor risk att ha en intern bemanningspool på heltid eftersom behovet kan variera. För att poolen ska vara så effektiv som möjligt och bidra till de olika framgångsfaktorerna behöver poolen användas på rätt sätt. Risken är att den används till funktioner som inte sammanfaller med syftet för poolen. Om detta sker kommer inte poolen uppnå samma effektivitet och flexibilitet som den annars skulle.  Slutsatsen med studien är att en intern bemanningspool är ett bra alternativ för många företag men inte alla. Det är viktigt att se efter vilka förutsättningar som varje enskild organisation har. Poolen kan främja hälsa och skapa en flexibilitet hos företaget till en lägre kostnad än andra personalstrategier som till exempel extern bemanning. Respondenterna och tidigare studier understryker att ett starkt ledarskap behövs för att poolen ska ge de olika förbättringar och framgångar som finns att inhämta. / During todays conditions is it no longer possible to offer only good products, it is important that companies are as efficient as possible in every way. An uncertain market creates variations in demands, one way of managing these variations is to build a flexible company. A flexible production is based on the utilization of resources, which include both machinery and staff. A strategy for achieving flexibility in staffing is through an internal staffing bank, a team that works to cover up for different needs. In the past, it has been difficult to meet different variations in staffing. This study points out that an internal staffing bank promotes efficiency and flexibility within the companies. The purpose of the study is to identify various success factors and risks with an internal staffing bank focused on work that does not require any credential. Furthermore, the purpose is to establish decision criterias for a possible decision regarding the establishment of a staffing bank.  To answer the purpose, a qualitative case study with an abductive approach is used to get a generalized picture of the problem as possible. The data collection consisted of interviews with two companies from different industries with three respondents selected on the basis of different competence requirements regarding the subject internship crew pool. The theory collection consisted of literature considered appropriate for the work with the staffing bank. The study resulted in a framework with different criterias that will serve as a basis for decision making before the choice of which employee strategy is determined. By looking for keywords during the interviews and the chosen literature, several success factors and risks could be detected. Success factors consisted of knowledge, job rotation, strong leadership, teamwork, clear information sharing and a fellowship at the workplace. The risks consisted of the lack of fellowship and the members of the bank itself. There is always a risk of recruiting staff, but in a staffing bank the consequences are more visible clear if the staff do not have enough knowledge or do not want to rotate work assignments. There may also be a high risk of having an internal staffing bank full time as the need may change. In order for the internal staffing bank to be as effective as possible and to contribute to the various success factors, the staff bank needs to be used properly. The risk is that the staffing bank is used for functions that do not coincide with the purpose, the same efficiency and flexibility that the staffing bank might contribute with can not be expected if it is not properly used.  The conclusion of the study is that an internal staffing bank is a good option for many companies, but not every company. It is important to observe which conditions each organization has. The staffing bank can promote health and create flexibility for companies at a lower cost than other staffing strategies such as external staffing. Respondents and previous studies emphasize that a strong leadership is needed for the staffing bank to provide the various improvements and successes that can be achieved. / nej

Thesis (MCur (Interdisciplinary Health Sciences. Nursing Science))--University of Stellenbosch, 2008. / The South African Nursing Council believes that “quality nursing practice is based on adequate knowledge, skills or competencies, ethically and scientifically based comprehensive and holistic patient care, timely, accurate and complete or comprehensive recording” (SANC, n.d.). The aim of professional regulation is to protect the public from unsafe practices and to ensure quality services (SANC, n.d.). A shortage of nursing staff resulted in the implementation of a staffing strategy of increasing the work hours of nurses by ten hours a week. Patient complaints and unacceptable patient incidences resulted in it becoming essential to evaluate the effect of this strategy on patient care. As a goal of this study, the researcher decided to investigate the quality of patient care before the implementation of the strategy and the effect of the strategy on patient care after the implementation. The objectives of the study were set to determine whether • The patients were assessed according to activities of daily living and psychosocial data; • The nursing diagnosis was done • Nursing interventions are prescribed for each problem identified • The patients’ records were utilised to enhance individualised patient care and to ensure responsibility and accountability for patient care • The evaluation of patient progress was done according to the different prescriptions and interventions at least twice in 24 hours • A written final report for discharge criteria and health education was provided • A comparison of the quality of nursing care delivered before and after the implementation of the staffing strategy exist Research question What is the effect of an implemented staffing strategy in a selected hospital in KwaZulu-Natal on the quality of care delivered? Research methodology A non-experimental, descriptive design with a quantitative approach was applied. Population and sampling The target population for the study was patient care records of patients who were hospitalised during 2003. A non-probability convenience sample for a retrospective audit of a total of 372 patient care records over a period of 12 months was audited. An evaluation of the records was done and a comparison was drawn between the results obtained before and after the implementation of the staffing strategy. For both periods, 186 patient records were audited. The pilot study included the audit of 40 files. Reliability and validity were assured with a pilot study and the use of experts in nursing management, quality assurance, research methodology and statistics. The researcher audited the patient files personally. Ethical approval was obtained from Stellenbosch University and the ethics committee of the hospital. All principles related to ethics, such as confidentiality and anonymity, were maintained. Neither patient names were used nor the name of the hospital or wards from which the records were used. Codes were used to identify the hospital wards. The hospital was informed in the letter requesting consent to conduct the research, that the researcher intends publishing the findings of the research. Data analysis and interpretation Statistical associations using Chi-square tests were carried out to determine the significance between the various variables. The results of this study were presented in percentages, tables and histograms. Findings obtained showed that the quality of nursing declined after the strategy. Documentation of patient records was incomplete and did not meet legal requirements. Recommendations The implementation and maintenance of a quality assurance programme, human resource management, the on-going use of the nursing process and record keeping should be emphasised in the clinical practice environment and in the formal education environment.