ABSTRACT As the progress of information technology, the trend of globalization market and dramatic market competition, human resource can be the only source of sustaining a competitive advantage for organizations. It is not all employees who possess knowledge and skills of core resources for firms. It is the fundamental work for human resource management for firms to improve employment management of human resource. Given pressures for both efficiency and flexibility, in addition to the use of internal full-time employees, firms are use external workers, such as temporary employees, contract laborers, consultant etc. The fact highlights that human resource management can be divided to make or buy decisions. It would be more efficient employment to hire at employee's characteristic. The related academic is less and lack of a systematic framework for carrying for employment management. This study, develop a human resource architecture based transaction cost economics, human capital, resource-based view and the academic of Lepak & Snell (1999). The conclusions are: 1.When human resource are both valuable and unique, firms should internally develop human resource and would rely on a commitment-based human resource configuration. 2. When human resource is valuable but not unique, firms should acquire human resource from labor market and would rely on a market-based human resource configuration.3. When human resource is not valuable and unique, firms should use contractual human resource and would rely on a compliance-based human resource configuration.4. When human resource is unique but not valuable, firms should use alliance and would rely on a collaborative-based human resource configuration.

In the past, firms based on economics of scale, capital intensive, mass advertisements, customers service and product quality had changed into creative excellent human resource. Human resource could truly be the only source of sustaining competitive advantage for firms. The related academic about strategic human resource management especially integrative employment and development is less for reference in Taiwan. More over, operations and practices in strategic human resource management are usually not made known to the public because of executives¡¦ hesitation. Thus, these impacts had influenced the empirical studies. Based mainly on transaction cost economics, human capital, resource based view, the purpose of research is to discover an integrated architecture for strategic human resource employment and development by examining high-technology facility industries. The thesis will share the successful experiences of applied human resource management to firms and for reference to the industries, and contribute to the construction of strategic human resource management theory.

<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>

In 2006, the BC Public Service published the first of a series of corporate human resource plans entitled “Being the Best”. One of the key goals of these plans is to improve employee engagement at the BC Public Service. Critical Discourse Analysis (CDA) is used to uncover the ideas and assumptions that underlie the employee engagement construct at the BC Public Service as well as better understand the influence these beliefs have on power relationships within the organization. Because there is a paucity of critical literature specifically focused on employee engagement discourse, the critical discourse analysis considers the broader discourse of human resource management. The analysis reveals that values and assumptions associated with the discourse of New Public Management (NPM) are woven into and across the texts. Three themes emerge from the analysis: transformational change is necessary and there is only one ‘right’ way to solve the crisis; the public servant identity is reshaped around the entrepreneurial spirit; and the organizational culture is redefined to align with NPM values. The effect of this discourse is to maintain and intensify managerial control over front line employees. / Graduate

Much has been written about the benefits to be derived from maximising organisational capability as a means of increasing competitive advantage, establishing human resource functions as a strategic partner and improving stakeholder satisfaction. However, there is very little in the research on how organisations build their organisational capability (OC). This thesis explores how developments in our understanding of strategic planning and human resource practices have contributed to a focus in organisations on building their organisational capability. The emergence of the resource-based theory of the firm, together with changes in human resource practices in job analysis, performance management and staff development has laid the foundation for organisational capability. A Model of Organisational Capability is proposed that explores how systems and processes can be aligned to maximize core organisational capability. Three research questions emerge from the literature and the Model: *How do organisations define their Strategic Intent Domain? *How can organisations define their Core OCs? *How do organisations embed their OCs into their Job Context, Organisational Systems and Knowledge Networks Enablers? These questions are explored by examining an Australian University utilising a participatory action research methodology. The study focused on how the organisation engaged senior managers to develop an organisational capability framework and agreed on a strategy to embed the capabilities in HR practice. As a result, this thesis presents a step-by-step process for organisations seeking to build their Core Organisational Capability. Practitioners wishing to maximize their organisational capability can draw on the Model of Organisational Capability, step-by-step process and contextual principles, to assist them to engage with the organisation to explore an organisational capability agenda.

Cette recherche porte sur l’étude des stratégies de la GRH (SGRH) en Chine. Nous avons deux buts: (1) évaluer de manière critique le développement des pratiques de GRH en Chine au cours des dernières années; (2) identifier les lacunes à combler de la recherche sur le cas chinois pour améliorer la GRH pour le futur. La thèse étudie les différences qui subsistent entre entreprises d’Etat et entreprises privée en Chine, du point de vue de la GRH. Elle est organisée comme suit: la première partie est relative au cadrage théorique de la thèse, la seconde partie est consacrée au travail empirique. La conclusion formule des suggestions de recherches en gestion des ressources des entreprises en Chine. / Cette recherche porte sur l’étude des stratégies de la GRH (SGRH) en Chine. Nous avons deux buts: (1) évaluer de manière critique le développement des pratiques de GRH en Chine au cours des dernières années; (2) identifier les lacunes à combler de la recherche sur le cas chinois pour améliorer la GRH pour le futur. La thèse étudie les différences qui subsistent entre entreprises d’Etat et entreprises privée en Chine, du point de vue de la GRH. Elle est organisée comme suit: la première partie est relative au cadrage théorique de la thèse, la seconde partie est consacrée au travail empirique. La conclusion formule des suggestions de recherches en gestion des ressources des entreprises en Chine.

Today's organizations face a global talent shortage, where they struggle to find and develop the talents needed to gain a competitive advantage in the global labor market. The war for talent has shifted from a national to a global scale, affecting organizations Human Resource Management strategies. As a result, scholars argue that the implementation of Global Talent Management (GTM) in the organization's business strategy can facilitate the work by gaining a competitive advantage. Due to globalization, organizations face rapidly changing global environments, affecting the strategies of GTM. The specific contribution from this study is to examine the relevance of the internal drivers affecting GTM, identified by Tarique and Schuler in 2010 as regiocentrism, international strategic alliances, and required competencies, for future research and practical implementations. The findings declare that although the framework from 2010 still is relevant in some aspects, globalization has led to new internal drivers being presented in current literature. New aspects as defining a talent philosophy, adopting an alternative employment arrangement and developing an attractive employer branding have been identified as important internal drivers within GTM. These drivers are described and presented in a conceptual model, developed from the framework by Tarique and Schuler (2010).

This dissertation uses the logic embodied in Strategic Fit Theory, the Natural Resource-Based View of the Firm (NRBV), strategic human resource management, and other relevant literature streams to empirically demonstrate how the environmental orientation of a firm's strategy impacts their environmental performance and resultant financial performance through the firm's Information Technology hiring practices. Specifically, it was hypothesized that firms with a strong relationship between the environmental orientation of their strategy and their green computing hiring practices will achieve higher environmental performance, and, as a result, higher levels of financial performance than firms lacking such fit. The organization's environmental orientation was measured via content analysis of the annual report texts (ARTs). Environmental performance was measured using KLD's award-winning environmental performance metrics. I triangulated across efficiency, effectiveness, and market-based metrics to capture a more holistic measure of the firm's financial performance using data from Compustat/Research Insight. The firm's green computing hiring practices were measured utilizing a web content data mining application that pulled job ads for computing graduates and then extracted the environmentally-oriented skills identified in such ads using content analytic techniques. Various control variables were employed to eliminate possible alternative explanations of my research findings. A number of statistical and analytical techniques were used to assess the nature and strength of the relationships in my theoretical model as are articulated in the proposed hypotheses. The sample size of firms is fairly large, thus increasing the statistical power of the empirical tests. Previous empirical testing of the relationship between environmental strategy and financial performance is still in the developmental stages and has produced mixed results, partly because important intervening mechanisms, such as green computing hiring practices, has not received adequate attention in the empirical literature. The combination of using a large sample of real world firms, a powerful combination of qualitative and quantitative methodological techniques to tap into key trace evidence not available through other methodological techniques, and leveraging an award-winning environmental data set has enhanced the robustness of the empirical findings in addressing this important gap in the literature. The results of the analyses show that there is a strong relationship between an organization's environmental posturing and its environmental performance. Additionally, this effect is mediated by the organization's environmental hiring practices, indicating that implementing the organization's environmental strategy through its hiring practices is important in achieving improved environmental performance. The current research also shows that there is a strong and positive relationship between an organization's environmental performance and financial performance. Surprisingly, these relationships are not significantly impacted by the organization's industry affiliation, which broadens the generalizability of the results of this study.

Organizational resilience is one of the key capabilities of an organization to survive in a volatile, uncertain, complex, and ambiguous (VUCA) market environment and also to maintain their competitive advantage by adopting external environmental factors. Investigating the role of strategic human resource management methods in creating resilient organizational behavior was the purpose of this study. Further, mediating and moderating role of employee resilience and self-efficacy on the relationship between Strategic Human Resource Management and organizational resilience were also investigated. Training, compensation, performance appraisal, staffing and participation are the dimensions which were selected under the independent variable of Strategic Human Resource Management practices after reviewing the literature. The dimensions of robustness, agility and integrity were selected under the dependent variable of organizational resilience. Two conceptual frameworks were tested after deriving five hypotheses and this study wasdesigned based on a deductive approach. Accordingly, data was collected by using quantitative methods and the employees of Public Limited Company banks in Sri Lanka were selected as the populations of the study. A total of 180 questionnaires were obtained from the sample and the data were analyzed using IBM SPSS 23. In summary, the results of this study showed that Strategic Human Resource Management has a positive relationship with organizational and employee resilience and also employee resilience has a positive relationship with organizational resilience. Further, as per the findings, employee resilience mediates the relationship between Strategic Human Resource Management and organizational resilience and however, self-efficacy does not play a moderating role in this relationship. The findings of this study was more related to the previous literature except the moderating role of self-efficacy. Therefore, findings of this study proves that Strategic Human Resource Management practices are essential to develop employee and organizational resilience. This highlights the importance of linking company corporate strategy with Human Resource Management strategy on a continuous basis as this would lead the company to survive and thrive in a turbulent environment and gain competitive advantage by turning uncertain challenges into opportunities.

In an effort to reduce exorbitant employee turnover, the hospitality industry has recently offered career development programs to their employees in pursuit of longer retention. Such educational human resource (HR) practices are expected to increase the skill flexibility of individual employees (i.e., individual skill breadth) across a wide range of skill categories, leading to lower turnover through improved job satisfaction. However, the empirical association between employee skill flexibility and turnover at the individual level has remained unexplored in the HR literature. This study fills in this research gap by drawing on the theoretical framework of employee skill flexibility in the field of strategic human resource management (SHRM). Building on a unique data set from over 10,000 LinkedIn profiles among hotel employees in major brands across the United States, we operationalize their skill flexibility and find its association with turnover. For this purpose, we first identify seven hotel employee-specific skill categories using an unsupervised machine-learning method and subsequently quantify skill flexibility at the individual level. Our results show that the association between skill flexibility and turnover is moderated by skill categories. This study contributes to the HR literature as a data-driven implementation of human capital analytics (HCA). / Doctor of Philosophy / Employee turnover has long been a critical issue in the hospitality industry. According to the US Bureau of Labor Statistics, the hospitality sector had a turnover rate of 86.3% in 2021, while the average of all industries is 47.2%. As the quality of customer service in hotels is directly linked to the competence of employees, it is essential to reduce the turnover rate and retain highly skilled workers for long-term competitiveness. One of the most effective ways to achieve this is by developing employees' skill sets through upskilling and reskilling practices (Deloitte, 2020), which can improve their flexibility and performance in the workplace. By analyzing the profiles of 10,560 hotel employees on LinkedIn, this study identified key skill categories using machine-learning-based text analytics, then, two main variables are operationalized: individual skill flexibility using the Herfindahl-Hirschman index and turnover frequency. This study found that the role of individual skill flexibility on turnover is contingent on specific skill categories employees have. Individual skill flexibility is negatively associated with turnover in employees with accounting and finance skills, but employees with software skills show a positive association between individual skill flexibility and turnover. The findings in this study suggest that hotel managers and HR practitioners need to implement customized skill training programs based on their employees' primary skill sets. By doing so, they can focus more specifically on individual career development, continuously reconfigure their workforce, and improve the company's resilience. By reducing turnover rates and retaining highly skilled employees, hotels can also enhance customer service quality and achieve a competitive advantage in the long run. Such findings are largely consistent with anecdotal evidence found in major hotel brands and operators.