The psychological contract provides a framework for understanding the relationship between employees and employers. The objective of the research was to determine the type of psychological contract developed by higher education academics. In addition, the research objective was to examine the effect of employees’ perception of the human resource practices of their employers on their psychological contract. There have been a number of conceptual and empirical studies on the psychological contract of employees and its relationships to other organisational variables such as human resource practices. However, there has been minimal research on the psychological contracts of academics in higher education and the effect of human resource practices on their psychological contracts. The research was based on a cross-sectional survey that comprised the Psychological Contract Inventory (Rousseau, 2000), the Human Resource Practice Scale (Geringer et al., 2002), and questions on the demographic and job characteristics of academics as employees in the higher education sector in Canada. The research involved 405 academics from Canadian higher education institutions. The response rate was 70%. The research found that employees’ perception of the recruitment and selection, training and development and compensation and benefits HR practices had significant and positive effects on the relational and balanced psychological contracts of academics, thereby building commitment, loyalty and the desire for professional and career development. The training and development HR practices were found to have the strongest positive effect on the relational and balanced types of psychological contracts. The research indicated that the psychological contract theory should be researched using newer and a combination of approaches. The research made several theoretical and practical contributions to the psychological contract theory and human resource management in the higher education sector.

China’s achievement of developing a vigorous market economy is based on Chinese communist party (CCP)’s top-down reform and opening-up policies since 1978. Meanwhile, political reform of the second largest economy in today’s world is continuously delayed. Without an agenda of bringing democracy and regulation-making process into workplaces, China’s state-owned enterprises were swiftly transformed to be profit-oriented economic entities with managerial supremacy. As an authoritarian regime still run by communist party, China has to negotiate with its own socialist tradition, which entails not only restructuring labour relations in workplaces but its national ideology. This study explores Chinese Communist Party’s (CCP) politics of labour management in China’s local state sector. With use of multiple qualitative inquiring techniques, the study selects two state-owned corporations located in Shanghai region as cases, and provides an in-depth analysis on Chinese Communist Party’s (CCP) politics of managing labour force formulation as well as re-shaping employment relationship within those transitioning SOEs. The study is expected to illuminate the diversity within and across regions and industrial sectors in China. Also, these case studies suggest that CCP adopts pragmatic approaches over labour managing matters so as to ensure its sovereign influence. I will argue that the key to understand SOEs’ management rebuilding is CCP’s governing tradition of co-option and elite selection, which is a prolong legacy that has shaped the party’s personnel managing system since revolutionary era. It is also hoped that the findings of my empirical research will lead to theoretical discussion on China’s path of industrial relations in future: if such dynamic managerialism in the state sector is able to guarantee further delays of workplace political liberalisation of labour relation, or not.

O propósito deste trabalho é contribuir para o entendimento da gestão de pessoas em estúdios de animação enquanto ambientes da indústria criativa brasileira. Ao realizar um estudo qualitativo em quatro estúdios de animação brasileiros, constatou-se que as práticas de gestão de pessoas nesse setor ainda são bastante incipientes, recebendo pouca atenção de seus gestores, que contam com um corpo administrativo insuficiente para atender às diversas questões associadas ao gerenciamento dos recursos humanos. Quatro dilemas fundamentais enfrentados pelos gestores desse segmento da indústria criativa vieram à tona através dos dados levantados. O primeiro deles diz respeito ao tamanho da organização. Há uma percepção por parte da maioria dos entrevistados que o crescimento ampliaria os problemas a serem gerenciados e que se manter pequeno significa também manter os problemas em número mais controlável. O segundo dilema perpassa a contraposição da imagem do artista e do empresário, sendo que a primeira parece mais valorizada que a segunda pelos entrevistados. O terceiro dilema está conectado também a essa percepção e diz respeito à opção pela dedicação exclusiva à realização de conteúdos autorais ou a prestação de serviços para terceiros em paralelo à criação de conteúdos próprios. O quarto dilema se refere à combinação harmônica entre a forte motivação intrínseca encontrada nos trabalhadores do setor e a implantação de sistemas gerenciais que alavanquem o potencial operacional dessas empresas. De certo modo, é a existência natural dessa motivação que fez a animação brasileira chegar até aqui, produzindo seus conteúdos apesar da ausência de uma estrutura empresarial que a sustentasse. No estágio em que se encontra, essa indústria precisa valer-se dessa motivação, associada à instrumentalização gerencial de seus dirigentes, para dar o salto que tornará o produto gerado nesse sistema algo competitivo e comercializável em várias partes do mundo. É preciso, no entanto, construir essa transição com muito cuidado para não esbarrar no perigo que Eikhof e Haunschild (2007) comentam: de que a prática comercial se sobreponha à prática artística, matando justamente o recurso fundamental desse setor e que tanto motiva seus atores, o exercício da criatividade. / The purpose of this work is to contribute for the understanding of human resource management in animation studios as part of the Brazilian creative industry environment. Through the qualitative study of four Brazilian animation studios it was possible to verify that human resource practices in this sector are still very poor and that they are getting little attention from managers of these small companies which in general have a small administrative team to supply the large range of demands connected to human resources. Four essential dilemmas were spotted through the data analyzed. The first one regards the issues linked to the size of these businesses. There is a current perception of those interviewed that getting bigger would enlarge the number of problems to be faced and remaining small could mean keeping it in a more manageable number. The second dilemma refers to the valuing of the image of artists and business men to the interviewees, which regard the first as more honorable than the second one. The third dilemma is connected to the belief that studios are supposed to choose between creating their own content or working for hire. The forth and last dilemma is related to the combination of the strong intrinsic motivation found in workers of this field and the adoption of management systems that could develop the operational potential of these businesses. The natural intrinsic motivation of these workers led Brazilian animation to the technical development it managed to acquire without a very structured industry behind it. At its current stage, Brazilian animation could benefit a lot if it could get to make this intrinsic motivation work along with some management expertise in order to generate content that could be sold worldwide. This transition to a new setting has, however, to be planned very carefully so not to risk having the economic drive suppressing the artistic one and killing the most fundamental resource of creative economy, the creativity itself.

International Human Resource Management (IHRM) plays a significant role in Multinational Corporation (MNC) management and governance, particularly when such organizations transfer policies and practices from their headquarters to subsidiaries overseas. However, there is some scepticism concerning the balance and coherence in the relationship between standardized systems set in MNC headquarters and the adapted practices in their subsidiaries. This may become evident when considering the factors that influence the design, conduct and related effectiveness of human resource practices such as performance management. This research explores the extent to which transferability of a model for performance management, initially based on western practice, is possible from China to Africa, taking into account the required adaptation of its specific Chinese characteristics to specific African conditions. It concludes that performance management can make an important and long-lasting contribution to Chinese MNCs in Africa and raise their competitiveness and efficiency, although significant challenges remain. In the exploration of the design and implementation of this HR practice in the headquarters and subsidiary contexts, the study evaluates the methods incorporated in performance management systems for their effective transfer and examines the key factors which concern stakeholders, including employee engagement, intercultural communication and sustainable impacts within a development context. The research develops an analytical framework for taking into account the context, the influential factors and the effectiveness criteria of performance management systems in Chinese MNCs when their IHRM practices are transferred into different contexts, with specific reference to an Africa case study context. The study establishes that in the contexts considered the benefits of standardized HR practices, such as performance management, may be gained most fully for both headquarters and subsidiary when these practices are set within a win-win frame for both parts of the organisation. One which is characterised by an appropriate balance of standardisation and adaptability.

Nos anos de 2008 e 2010, o turnover nacional ultrapassou os 50%, o que representa mais da metade do total dos contratos de trabalho por ano sendo rompidos. Além disso, mais de 40% dos vínculos de trabalho, entre os anos de 2000 e 2009 não duraram mais de seis meses (DIEESE, 2011). O alto turnover está provocando inquietações a respeito do que as empresas podem fazer para atrair e reter os profissionais, especialmente no tocante da importância dos mesmos como fonte de vantagem competitiva. Dessa maneira o objetivo geral foi identificar a existência de relação entre as práticas de Gestão de Recursos Humanos com turnover, sendo dirigido para empresas da região do norte do Paraná por conveniência. Na literatura foram encontrados trabalhos que puderam classificar os estudos em turnover em três linhas: focada no indivíduo, na Gestão de Recursos Humanos e na visão integrativa. Este estudo optou por aplicar a pesquisa relacionada a linha da Gestão de Recursos Humanos. Tratou-se de uma pesquisa aplicada, descritiva com hipóteses e quantitativa. O instrumento utilizado de McConnell (2001) permitiu quantificar em rankings a eficiência das práticas de Gestão de Recursos Humanos. Os principais resultados apontaram para a existência de correlação negativa significativa do turnover com as práticas de Recrutamento e Seleção, Benefícios e Treinamento e Desenvolvimento. Ao passo que Remuneração, Avaliação de Desempenho, Integração e Satisfação não apresentaram correlações significativas. Sugere-se que os próximos trabalhos estratifiquem as empresas pelo direcionamento estratégico e que o instrumento possa ser adaptado para pequenas empresas. / In 2008 and 2010, the national turnover exceeded 50%, which represents more than half of total employment contracts being broken every year. Furthermore, over 40% of working ties between the years of 2000 and 2009 did not last more than six months (DIEESE, 2011). The high turnover is causing worries about what companies can do to attract and retain professionals, especially in terms of their importance as a source of competitive advantage. Thus the overall goal was to identify the existence of a relationship between the practices of Human Resources Management with turnover being aimed at companies in the region of northern Paraná for convenience. In literature studies were found that could classify studies on turnover in three lines: focused on the individual, Human Resource Management and integrative view. This study chose to apply the line of research related to Human Resource Management. It was an applied research, descriptive and quantitative assumptions. The instrument used to McConnell (2001) allowed to quantify the efficiency rankings in the practice of Human Resource Management. The main results showed the existence of significant negative correlation with turnover practices Recruiting and Selection, Benefits and Training and Development. While Compensation, Performance Evaluation, Integration and satisfaction showed no significant correlations. It is suggested that future studies stratify firms for strategic direction and that the instrument can be adapted to small businesses.

The diploma work focused on the topic of Analysis of the recruitment and selection process in the company of RealSan Group, SE is divided into two parts. In the first, theoretical part, I defined the key expressions and described the process of recruitment and selection from the moment of identifying the necessity of a new employee up to the final selection and accepting or not accepting of an applicant. In the second, practical part, I introduced the company of RealSan, its structure and development in the field of recruitment and selection of employees from 2001 up to now. I analysed the process of fluctuations in the years 2001 -- 2010 and I searched for the reasons why the emloyees had left the company. In this practical part I used the company documents and analysed them, I interviewed the employees of the company, I played an active role in the process of recruitment and used my own experience as an evaluator in an assessment centre. In the final part of my work I suggest and recommend how to make the recruitment and selection process better.

The thesis called "Analysis of the Human Resource Management Effectiveness in the Area of Public Administration Focused on the Development and Education of Employees" deals with procedures of human resources first at the general level and then continues by introducing and evaluating their characteristics in the area of public administration. The attention is mainly paid to education of employees and descriptions of individual methods and procedures. Additionally, applicability in public administration where strict legislation is enforced is studied. My thesis is a synthesis of both theoretical knowledge and its concrete application at the Ministry of Transport of the Czech Republic. All human resources activities are evaluated as the research in isolated areas would not be objective. At the end of the thesis, individual aspects of human resources and human resources activities in the area of public administration resulting from practical findings received from the Ministry of Transport are critically evaluated and certain recommendations which could lead into increase in effectiveness of the human resource management in the area of public relations are set.

Critical success factors that contribute to project success in small and medium-sized enterprises (SMEs) have received insufficient attention in research. Guided by the goal-setting conceptual framework, the purpose of this multiple case study was to explore the human resource management (HRM) strategies used by owners of SMEs to achieve project success. Five owners of SMEs in St. Lucia participated in the research by contributing their experiences in using HRM strategies to achieve project success. Data were collected from SME owners using semistructured interviews, and from observations and analysis of company records. Data were manually analyzed using Yin's 5 phases. Five themes emerged from the thematic analysis of the data obtained from the interviews, observations, and company records: (a) financial rewards, (b) team meetings and briefings, (c) training and staff enhancement, (d) retention and loyalty, and (e) work-life balance. The HRM strategies used by the participants to achieve project success have implications for social change because project success can lead to the sustainability of SMEs, thereby creating employment and improving the quality of life for citizens who benefit from the successful infrastructural and social projects that owners of SMEs undertake.

Kompetensförsörjning är ett brett begrepp som innefattar många moment i en organisations strategiska arbete med att förse organisationen med rätt kompetenser. Denna studie syftar att bidra till kunskapsutvecklingen kring kompetensförsörjning som finns i tidigare forskning inom ämnet. Studien genomförs i små och medelstora företag, i en pendlingskommun nära större stad. Vårt huvudsakliga fokus ligger på att lyfta hur organisationer tänker kring och arbetar med att attrahera, rekrytera, utveckla och behålla medarbetare med rätt kompetenser. Vi gjorde därför en kvalitativ studie med semistrukturerade intervjuer där nio organisationer inom den valda kommunen, Vännäs, medverkade. Resultatet visade att företagen i studien både ser utmaningar och möjligheter med kompetensförsörjning, och omfattningen med arbetet kring att attrahera, rekrytera, utveckla och behålla kompetent arbetskraft varierar. Det strategiska arbetet påverkas av det geografiska läget, företagens storlek, samt vilka resurser företagen har för att arbeta med de olika delarna i kompetensförsörjningen. Studien visar vidare att andra samhällsinstanser såsom staten, Arbetsförmedlingen och kommunerna, i samarbete med näringslivet, bär ansvaret för att förbättra kompetensförsörjningen i samhället framöver.

[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.