Šio tiriamojo darbo tikslas yra išanalizuoti ir apibrėžti personalo valdymo veiklų (toliau – PVV), joms atlikti taikomų metodų bei jų subjekto teorinius aspektus, ištirti PVV situaciją Lietuvos organizacijose, teikiančiose paslaugas žmonėms su proto negalia lyginant ją su PVV atliekamomis organizacijoje, teikiančioje tokio paties pobūdžio paslaugas labiau ekonomiškai išsivysčiusioje šalyje, įvardinti problemiškas PVV sritis Lietuvos organizacijose ir pateikti konkrečius projektinius sprendimus. Tiriamojo darbo pirmoje dalyje nagrinėjami personalo valdymo (toliau PV) teoriniai aspektai, pateikiama PVV samprata ir PVV subjektas. Antroje dalyje, pasitelkiant palyginamąją analizę, nagrinėjamos personalo valdymo veiklos (sutrumpintai PVV) Kauno neįgaliojo jaunimo užimtumo centre (toliau – KNJUC), Vilijampolės vaikų ir jaunimo pensionate (toliau – VVJP) (Kaunas), Kauno vaikų abilitacijos centre (toliau – KVAC). Pateikiama PVV situacijos palyginamoji analizė šiose organizacijose bei apibendrinti anketinės apklausos rezultatai. Trečioje darbo dalyje įvardijamos pagrindinės PVV probleminės sritys Lietuvos organizacijose ir jų sprendimo būdai, apimantys personalo planavimo, adaptavimo, vertinimo, judėjimo valdymo ir karjeros planavimo, ugdymo bei atlygio už darbą veiklų tobulinimą, subjekto pasirinkimo alternatyvos. / The goal of this Master’s paper work is to analyse and provide the definition of the Human Resource Management (HRM), Human Resource Management Activities HRMA), methods used to implement them and theoretical aspects of the subject, in Lithuanian organizations, providing services for people with mental disabilities, by comparing them to a similar organization in more economically developed country, to name the problematic areas of HRM in Lithuanian organizations and to provide with the concrete solution projects. Theoretical aspects of HRM, HRMA, methods and subject are analyzed and defined in the 1st part of this Master’s paper work. Generalized results of the inquiries on the HRM, HRMA and its subject in Kaunas Day Centre for Disabled Youth (KDCDY), Vilijampolės Children and Youth Boarding - School (VCYBS), Kaunas Adaptation Center for Children with Autism Syndrome (KACCAS) and comparative analysis with HRM, HRM and its subject in Sunbeam House Services, Ireland (SHS) are provided in the 2nd part of this paper work. The 3rd part of this paper work is intended to name the main problematical areas of the HRM, HRMA in KDCDY, VCYBS, KACCAS and to provide with the concrete solution projects. The solution projects are designed for the following HRMA improvement: human resource planning, adaptation, appraisal, movement and career planning, training and development, remuneration.

Bakalaurinio baigiamajame darbe nagrinėjama žmogiškųjų išteklių svarba organizacijai, žmogiškųjų išteklių valdymo sritys bei žmogiškųjų išteklių valdymo problemos Lietuvoje ir sprendimų galimybės. Bakalauro baigiamojo darbo tikslas – išanalizuoti žmogiškųjų išteklių valdymo aspektus Šiaulių miesto įmonėse. Tikslui įgyvendinti buvo atliktas kiekybinis tyrimas (anketa), kuris leido nustatyti žmogiškųjų išteklių valdymo tendencijas ir problemas Šiaulių miesto įmonėse. Bakalauro baigiamąjį darbą sudaro dvi dalys. Pirmojoje dalyje aptariami teoriniai žmogiškųjų išteklių valdymo aspektai. Antrojoje dalyje pateikiami gauti tyrimo rezultatai, kurie parodė, kad Šiaulių miesto įmonėse žmogiškųjų išteklių valdymo veikla nėra išplėtota.Bakalaurinio baigiamajame darbe nagrinėjama žmogiškųjų išteklių svarba organizacijai, žmogiškųjų išteklių valdymo sritys bei žmogiškųjų išteklių valdymo problemos Lietuvoje ir sprendimų galimybės. Bakalauro baigiamojo darbo tikslas – išanalizuoti žmogiškųjų išteklių valdymo aspektus Šiaulių miesto įmonėse. Tikslui įgyvendinti buvo atliktas kiekybinis tyrimas (anketa), kuris leido nustatyti žmogiškųjų išteklių valdymo tendencijas ir problemas Šiaulių miesto įmonėse. Bakalauro baigiamąjį darbą sudaro dvi dalys. Pirmojoje dalyje aptariami teoriniai žmogiškųjų išteklių valdymo aspektai. Antrojoje dalyje pateikiami gauti tyrimo rezultatai, kurie parodė, kad Šiaulių miesto įmonėse žmogiškųjų išteklių valdymo veikla nėra išplėtota. / In the bachelor’s final work the human resource importance for organization, human resource management functions and human resource management problems in Lithuania and their solution possibilities were analyzed. The goal of bachelor’s final work is to analyze human resource management aspects in companies of Šiauliai. For this reason, a quantitative research based on questionnaire was made, which allowed to find out human resource management tendencies and problems in companies of Šiauliai. Bachelor’s final contains of two parts. In the first part human resource management theoretical aspects are discussed. In the second part are given the results of research, which have shown that human resource management in companies of Šiauliai isn’t explicated.

Syftet med studien var att kartlägga vilka förutsättningar boendestödjare i Värmland och Dalsland har att hantera sina arbetsuppgifter utifrån kompetens och evidens. Vi använde oss av en kvantitativ metod och gruppenkäter för att kunna göra denna kartläggning. Studien riktade sig till enhetschefer inom socialpsykiatrin samt dess personal som jobbar inom boendestöd mot brukare med egen bostad. Två enkäter gjordes varav den ena riktades mot enhetscheferna och den andra mot personal. Totalt tillfrågades 23 kommuner att delta i studien och av de svarade 17 kommuner på enkäterna vilket ger en svarsfrekvens på 74 %. Svarsfrekvensen bland boendestödjarna var 63 %. Studien ger en överblick hur verksamheterna inom boendestöd i Värmland och Dalsland arbetar med kompetens och evidens. Studiens resultat visade att majoriteten av personal inom boendestöd i Värmland och Dalsland hade den utbildning som fanns att tillgå för att jobba inom socialpsykiatrin, vilket är vård- och omsorgsutbildning. För att få reda på hur det ser ut med kompetensutveckling i kommunerna slogs tre frågor samman och bildade ett index. De flesta kommuner i studien hade kompetensutvecklingsplaner och studien visade ingen skillnad mellan stora och små kommuner. Personalen hade en positiv attityd till hur genomförandeplaner används. När det gäller att arbeta med ny forskning bör det enligt studiens resultat ske en förändring då det var få som hade en positiv attityd till hur ny forskning tas in i arbetet. / The purpose of the study was to identify preconditions for housing support within competence and evidence- based work in Värmland and Dalsland. We used a quantitative method with questionnaires. The study was directed to unit managers in social psychiatry and its staff working in housing support for clients in their own homes. Two questionnaires were maid, one which was directed to unit managers and the other towards staff. A total of 23 municipalities were asked to participate in the study and of the 17 municipalities that responded to the questionnaire giving a response rate of 74%. The response among using support was 63%. The study provides an overview how competence and evidence- based work are used of housing support in Värmland and Dalsland. The results of the study show that the majority of staff in housing support in Värmland and Dalsland has the education that is available to work in social psychiatry, which is health and social care education. Most municipalities in the study has development plans, and there is no difference between large and small municipalities. The test gave a positive result showing a high reliability value. The staff had a positive attitude towards the execution plans used in work. When it comes to working with new research a change should take place according to the result of the study because the attitude was not positive how new research are used in work.

Thesis (MMil)--University of Stellenbosch, 2002. / ENGLISH ABSTRACT: Organisations need assurance that strategy is executed as planned and objectives are met, when matching organisational capabilities with the opportunities in the market. Control can give management such an assurance and is ultimately the responsibility of management. It is not however only management that may be interested with proper control in an organisation, all stakeholders wants some degree and form of control to safeguard their interest in an organisation. Management has a daunting task on their hands to ensure an organisation achieve its objectives as effectively, efficiently and economically as possible, while keeping all stakeholders informed and happy. Vast amounts of resources will be used to achieve objectives and management needs to strike a balance between protection of these resources and empowering employees to utilise these resources. A balance between the control systems over the different resources must also be in place. Management needs to have a balanced focus regarding the measurement of activities and behaviour relating to specific objectives, due to the time, cost, quality and innovation effects of control systems. A balance between costs and benefits of control systems must also be obtained. Control needs to be integrated as part of the management process to ensure optimal achievement of objectives. A holistic approach towards control and the usage of a sound control environment combined with relevant, organisational specific control systems that are flexible can ensure balance of control. All employees of an organisation have control responsibilities and must give inputs in the control process. Employees must view control as an aid and not as a stumbling block, when trying to achieve objectives. Management must be empowered and empower employees to have the relevant knowledge regarding control and control systems that can be used, when to use them and how to use them. These control systems must be continuously improved to ensure sustained, optimal achievement of objectives. / AFRIKAANSE OPSOMMING: Organisasies benodig versekering dat strategie uitgevoer word soos beplan en dat doelwitte bereik word, wanneer die organisasie se vermoë gepas word teen geleenthede in die mark. Beheer kan vir bestuur so 'n versekering gee en is eintlik bestuur se verantwoordelikheid. Dit is egter nie net bestuur wat belang kan stel in voldoende beheer nie, maar alle belanghebbers soek 'n mate en vorm van beheer oor 'n organisasie, om hul belange te beskerm. Bestuur het 'n uitdagende taak op hande om te verseker dat doelwitte doeltreffend, doelmatig en ekonomies bereik word, terwyl alle belanghebbers ingelig en gelukkig gehou word. Groot hoeveelhede hulpbronne word gebruik om doelwitte te bereik en bestuur moet 'n balans verkry tussen die beskerming van hulpbronne en die bemagtiging van werkers in die aanwending van die hulpbronne. 'n Balans tussen die beheer stelsels oor die verskillende hulpbronne moet ook in plek wees. Weens die tyd, koste, kwaliteit en innovasie effek van beheer moet bestuur 'n gebalanseerde fokus hê rakende die meting van aktiwiteite en gedrag betreffende spesifieke doelwitte. 'n Balans tussen die kostes en voordele van beheerstelsels moet ook verkry word. Beheer moet 'n ge-integreerde deel van die bestuursproses wees om optimale doelwit bereiking te verseker. 'n Holistiese benadering rakende beheer en die gebruik van 'n voldoende beheer omgewing, gekombineer met relevante, organisasie spesifieke beheer stelsels wat buigsaam is, kan balans van beheer verseker. Alle werkers in 'n organisasie het beheer verantwoordelikhede en moet insette verskaf in die beheer proses. Werkers moet beheer as 'n hulpmiddel ag en nie 'n struikelblok nie, wanneer doelwit bereiking nagestreef word. Bestuur moet bemagtig wees en werkers bemagtig om oor die nodige kennis rakende beheer en beheer stelsels te beskik, watter beheer stelsel gebruik kan word, wanneer om dit te gebruik en hoe om dit te gebruik. Die beheer stelsels moet aaneenlopend verbeter word om volgehoue, optimale doelwit bereiking te verseker.

Magister Commercii - MCom / Impact of data quality on utilisation and perceived usefulness of integrated Human Resources Information Systems (HRIS). Integrated HR Information systems have become prevalent in modern organisations. These systems promise operational efficiencies and competitive advantage. In order to deliver these benefits, the systems should be effectively utilised and perceived as a useful business tools. The utilisation and perceived usefulness of the HRIS could be influenced by quality of data it produces. The objective of this study was to investigate the impact of data quality on the utilisation and usefulness of the HRIS. The aim was to ensure that organisations realise their investments in HRIS. This would be achieved by improving qualities that ensures effective utilisation of HRIS. Moreover, the study sought to enhance the body of academic knowledge in HRIS as far data quality is concerned. Mixed research method was used to meet the objectives of the study. Survey research and qualitative interviews techniques were employed. Statistical and deductive analysis was applied to raw data in order to draw conclusions. The study found that data quality positively influence utilisation and usefulness of HRIS. Moreover, findings revealed that the HRIS was predominantly used for operational, rather than strategic tasks. HRIS data is also not generally perceived to be of poor quality. HR practitioners emphasise accuracy over other quality dimensions. Organisations that seek to maximise their investment in HRIS should implement data quality improvement initiatives. This will ensure that the system is effectively utilised and produces high quality information for decision-making. This could lead to competitive advantage. Further research could be undertaken to understand; success factors for HRIS data quality initiatives, determinants of HRIS user satisfaction, drivers for dedicated HRIS management roles and the impact of having HRIS manager among others.

Bakgrund: De senaste tjugo åren har HR-rollen fått en mer strategisk inriktning men inte haft en stark position i ledningsgruppsmöten. HR-chefer, framförallt inom den privata sektorn, kan känna sig marginaliserade i ledningsgruppsmöten. Deras deltagande i dessa möten kan vara utmanande eftersom de inte alltid får lika stort utrymme som de andra medlemmarna. Det kan bero på att det finns en okunskap och ett ointresse hos de övriga medlemmarna i ledningsgruppen om hur HR-chefen kan bidra strategiskt. Även om HR-chefen blivit tilldelad en stol vid ledningsgruppsmöten kan deltagandet ändå vara tufft. En stol vid ledningsgruppsmöten behöver inte betyda att funktionens frågor blir prioriterade.  Syfte: Studiens syfte är att skapa en förståelse om hur HR-chefen kan stärka sin strategiska roll i ledningsgruppsmöten. Studien riktar främst in sig på HR-chefer inom privat sektor som arbetar i olika branscher. Metod: I studien användes en kvalitativ metod där studiens författare genomförde åtta semistrukturerade intervjuer med olika HR-chefer inom den privata sektorn. HR-cheferna som intervjuades arbetar inom olika branscher och har flera års erfarenhet av HR-arbete. Samtliga HR-chefer som deltagit i studien är medlemmar i verksamhetsledningen och har varit det sedan flera år. En abduktiv ansats användes för att hitta kopplingar mellan det teoretiska och det empiriska materialet.  Slutsats: Studiens slutsats blev att HR-chefers strategiska roll kan stärkas på flera olika sätt. Dels kan HR-chefen själv stärka rollens position och dels kan den stärkas beroende påandras uppfattning och inställning till rollen. Den kan också stärkas av faktorer som HR-chefen inte kan kontrollera, som exempelvis digitaliseringen / Background: For the past twenty years, the HR role has taken a more strategic focus but has not had a strong position in management team meetings. HR managers, especially in the private sector, can feel marginalized in management team meetings. Their participation in this kind of meetings can be challenging since they do not always get as much space as the other members. This may be because there is an ignorance and a lack of interest on the part of the other members of the management team about how the HR manager can contribute strategically. Even if the HR manager has been assigned a chair at management team meetings, participation can still be tough. A chair at the management team meetings does not mean that the function's issues are given priority. Purpose: The purpose of this study is to create an understanding of how the HR manager can strengthen their strategic role in management team meetings. The study mainly focuses on HR managers in the private sector who work in different industries. Method: The study used a qualitative method where the study's authors conducted eight semi-structured interviews with various HR managers in the private sector. The HR managers who were interviewed work in different industries and have several years of experience in the HR function. All HR managers who participated in the study are members of the management team and have been for several years. An abductive approach was used to find connections between the theoretical and the empirical material. Conclusion: The study concluded that the strategic role of HR managers can be strengthened in several different ways. On the one hand, the HR manager themselves can strengthen the role's position and on the other hand, it can be strengthened depending on others' perception and attitude to the role. It can also be strengthened by factors that the HR manager cannot control, such as digitalisation.

Thesis (MMil)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: SUPPLY CHAIN MANAGEMENT APPLICABLE TO THE SOUTH AFRICAN ARMY CAMOUFLAGE CLOTHING COMMODITY There are many reasons for the popularity of the supply chain or the supply chain management concept. Through globalisation, entities are forced to look for more effective ways to coordinate the flow of goods and material between facilities, into and out of the business. Customers are consistently demanding products that are delivered faster, exactly on time, and with no damage. Supply chain management is the systemic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular entity and across businesses within the supply chain, for the purpose of improving the long-term performance of the individual entities and the supply chain as a whole. One key objective of supply chain management is to lower the costs required to provide the necessary level of customer service, in order to gain a competitive advantage within a market segment. To be fully effective in today’s competitive environment, entities must expand their integrated behaviour to incorporate customers and suppliers. Low cost and differentiated service help build a competitive advantage for the supply chain. When entities take up a supply chain management philosophy, they must determine and establish management practices that permit them to operate and behave consistent with this philosophy. Performance measurement provides the necessary assistance for performance improvement in pursuit of supply chain excellence. The efficient and effective management of this supply chain with performance measurement and internal controls establishes a solid base for competitive advantage. The SA Army camouflage clothing logistics reveals elements of improvement, as compared to supply chain management principles. Camouflage clothing forms an important element of the total supplies of a soldier in sustaining military and warfare capabilities. Camouflage clothing logistics in the SA Army is a complex mix of physical entities, processes and rules that is governed by mostly conceptual concepts and principles. The SA Army lacks an integrated supply chain philosophy and clear supply chain management principles. Supply chain management can enhance camouflage clothing logistics in the SA Army, if the principles are properly applied. The SA Army is a military institution with peacekeeping operations as their core function. The manufacturing and distribution of clothing is not a core function of the SA Army and can therefore be outsourced to address most of the concerns raised under the present system. Although it would be difficult and cumbersome to implement an integrated supply chain, with supply chain management philosophy and practices, the principle will enhance efficiency and effectiveness in today’s economic environment. The level of outsourcing and the effectiveness of control will determine the degree of success the SA Army will achieve. / AFRIKAANSE OPSOMMING: AANVOERKETTINGBESTUUR VAN TOEPASSING OP DIE SUID-AFRIKAANSE LEëR KAMOEFLEERDRAG KOMMODITEIT Daar is verskeie redes vir die populariteit van die aanvoerketting of die aanvoerkettingbestuurskonsep. Globalisasie het entiteite gedwing om ondersoek in te stel na meer effektiewe maniere om die vloei van goedere en materiaal, tussen fasilitieite, asook in en uit die entiteit te koördineer. Kliënte eis gereeld produkte wat vinniger, presies op tyd en met geen skade afgelewer word. Aanvoerkettingbestuur is die sistemiese, strategiese koordinasie van al die tradisionele besigheidsfunksies, asook taktieke oor hierdie besigheidsfunksies, binne ‘n entiteit en oor besighede binne die aanvoerketting, met die doel om die langtermyn prestasie van die individuele entiteite en die aanvoerketting as geheel te verbeter. Een sleuteldoel van aanvoerkettingbestuur is om kostes te verminder. Hierdie kostes word geassosieer met ‘n sekere vlak van kliëntediens, wat voorsien moet word om ‘n kompeterende voordeel in die marksegment te verkry. Om in vandag se kompeterende omgewing ten volle effektief te wees moet entiteite hul geïntegreerde gedrag uitbrei om kliënte en verskaffers in te sluit. Lae koste en gedifferensieërde diens help om kompeterende voordeel binne die aanvoerketting te bou. Sodra entitieite ‘n aanvoerkettingfilosofie aanneem, moet hulle bestuurspraktyke bepaal en vastel hoe om in lyn met dié filosofie op te tree en te funksioneer. Prestasiemeting voorsien die nodige riglyn vir prestasieverbetering in die strewe na aanvoerketting uitnemendheid. Kamoefleerdrag vorm ‘n belangrike element in die uitrusting van die soldaat wanneer militêre- en oorlogsvermoë hanteer moet word. Kamoefleerdraglogistiek in die SA Leër is ‘n komplekse mengsel van fisiese entiteite, prosesse and reëls wat meestal deur konseptuele beginsels geregeer word. Die SA Leër kamoefleerdrag logistiek reflekteer elemente van verbetering, wanneer vergelyk word met aanvoerkettingbestuursbeginsels. Die SA Leër kort ‘n geïntegreerde aanvoerkettingfilosofie, asook duidelike aanvoerkettingbestuursbeginsels. Aanvoerkettingbestuur kan die kamoefleerdrag logistiek in die SA Leër verbeter, as die beginsels reg toegepas word. Die SA Leër is ‘n militêre instelling met vredesoperasies as primêre funksie. Die vervaardiging en verspreiding van klerasie is nie die SA Lëer se primêre funksie nie en kan daarom geprivatiseer word. Dit sal primêr die probleme wat onder die huidige stelsel voorkom, aanspreek. Al word dit voorsien dat dit moeilik en omslagtig sal wees om ‘n geïntegreerde aanvoerkettingfilosofie en -beginsel in die SA Leër te implimenteer, dit die doeltreffendheid en doelmatigheid van die huidige stelsel in vandag se ekonomie sal verbeter.

BakgrundDen svenska arbetsmarknaden genomgår en förändring som pågått under en längre tid. Synen på en anställning har luckrats upp och guldklocksanställningen är och förblir allt mer ovanlig. I dagens Sverige är det vanligaste sättet att avancera inom yrkeslivet att byta arbetsgivare. Det är höga kostnader som är relaterade till att personal väljer att lämna organisationen och det är således viktigt att behålla befintlig personal. Ett preventivt arbete för att minimera risken att personal överväger att lämna företaget kan vara individanpassat utvecklingsarbete. SyfteSyftet med uppsatsen är att undersöka hur attraktiva, enligt Randstad och Universum, arbetsgivare inom en kunskapsintensiv miljö i Göteborgsregionen arbetar med kompetensutveckling, professionell utveckling och karriärmöjligheter för att behålla personal. MetodStudien genomförs ur ett ledningsperspektiv med hjälp av en kvalitativ forskningsansats då forskningsfrågan inte syftar till att mäta och jämföra olika resultat utan snarare handlar om att undersöka hur företag arbetar med frågan. Insamling av empiri sker genom sex stycken semistrukturerade intervjuer på olika företag. Valet av fallföretag har gjorts med hjälp av vinnarlistan i “Randstad Award 2016” och Universums lista “Sveriges bästa arbetsgivare 2016” vilket är sammanställningar av Sveriges mest attraktiva arbetsgivare år 2016. SlutsatsStudien visar att samtliga företag arbetar med individanpassad utveckling för medarbetaren. Detta utvecklingsarbete sker genom justering av arbetsuppgifter, kompetensutveckling genom kurser, seminarier och “workshops” där de i första hand nyttjar intern kunskap samt mentorskap och tillgång till internt och externt nätverk. / BackgroundIn the last couple of years there has been an ongoing change in the Swedish labor marketwhere the view and the occurrence of long term employment is not as common as it oncewas. The most common way of career development is through change of employer. The costof employee turnover can be avoided or reduced by keeping current employees and anindividually shaped development for the employee may result in the employee staying loyalto the company. PurposeThe purpose of this study is to investigate how attractive employers, based on Randstad andUniversum, within a knowledge based environment in the area of Gothenburg providescompetence development, professional development and career opportunities in order toretain their employees. Method The study applies a qualitative research approach since the purpose of the study is to gain understanding in how companies provide development and not to compare different companies’ results to one another. The study is based on six semi-structured interviews held at each of the six companies. The selection of companies is based on the lists “Randstad Award 2016” and “Sveriges bästa arbetsgivare 2016” by Universum which are summaries of Sweden’s most attractive employers of the year 2016. Conclusion The study shows that all of the companies have an individually shaped development plan for the employee. This is managed through adjustment of duties, competence development through courses, seminars and workshops which are based on internal knowledge within the company. Last but not least development is supplied through the use of mentoring and networking, both internal and external.

Dissertation deals with the human resource audit. It is aimed at creation of the concept for human resource audit and verification of its various aspects by analyzing the primary data obtained by empirical research.

策略性人力資源管理(Strategic Human resource management,簡稱SHRM)的理論係基於人力資源乃是組織中的重要資產，因此組織必須針對人力資源管理與組織策略整合的相關議題提出解決方案，以利於提昇組織績效，是故，策略性人力資源管理與人力資源管理不同之處，即在於著重人力資源管理的策略面相，並強調如何結合策略管理來因應外部環境的變化，在本研究中將梳整策略性人力資源管理的源流及其相關的理論，並對於其研究上的途徑、模型加以研析，此外，也將針對SHRM在實證研究上的限制予以批判，建立本研究堅實的理論基礎。 本研究實證統計分析的過程主要是從次數分配開始，以大致瞭解目前我國公務人力資源管理的現況及展望，然後，再利用因素分析與信度考驗，來檢驗問卷是否達到信度及效度，並做為本研究統計交叉分析的基礎，筆者採用成對樣本T檢定來檢驗受訪者對人力資源管理實際與理想認知上落差的狀況，再利用人口統計變項、瞭解其是否造成人力資源管理及行政績效之間的差異，在瞭解其關係之後，筆者在第四章中主要是以皮爾森積差相關分析檢驗人力資源管理與行政績效之間的直線關係，結果兩者之間是呈現中度正相關的關聯性，為了更深入的瞭解其中的關聯性，筆者採用多變異數分析，加入控制變項來檢驗人力資源管理與行政績效的關聯性，並且進行迴歸分析，以瞭解預測影響行政績效構面的相關因素。 在經由實證分析的論證之後，對於本研究主要問題，人力資源管理與行政績效是否具有關聯性方向，筆者得到相當正面的答案，並以之做為SWOT分析的基礎，在結論中本研究更據此對公務人力資源管理實務上提出幾點具體的建議，包括:一、重視彈性化管理，二、正視人力資源管理的策略性角色，三、設定文官改革的優先性，四、組織文化的改造，五、管理才能訓練的重視、六、標竿學習的採行等六項實務上的建議，在後續研究的建議方面則提出利用質化研究方式、及運用影響人力資源管理實務的其他因素加以分析、強化績效指標的建立，並針對個別的機關或者性質不同的機關進行測量等四項後續研究建議。