The finding of a positive relationship between a set of well-configured commitment human resources practices and performance outcomes at multiple levels of an organization is a well-documented in the strategic human resource management (HRM) literature (e.g., Combs, Lui, Hall, and Ketchen, 2006; Kehoe and Wright, 2013). However, several recent empirical studies (e.g., Liao, Toya, Lepak, and Hong, 2009) find a significant gap between the HR practices organizations report they use and the HR practices employees report they experienced. These more recent findings call into question the extent to which formal HR programs reported by organizational leaders are actually understood and implemented by lower level managers. To the extent that formal HR programs are not fully implemented as intended suggests many organizations may not be getting the full benefits from their HR program investments. The present study addresses this issue by focusing on the problem of HR practices implementation. Drawing on attribution theory, I examine how frontline managers (FLMs) and employees recognize, interpret, and react to commitment HR practices adopted by their organization. Additionally, I tested the influence of the self-transcendence values of FLMs and employees on their attributional processes. In doing so, three models (frontline manager, employee, and multi-level models) were proposed and the hypotheses based on these models were tested. Data collected from 195 employees nested in 61 workgroups provided mixed support for the hypothesized relationships. In the frontline manager, tests of hypotheses revealed that FLMs' awareness of commitment HR programs affected their commitment HR attributions and implementation of commitment HR practices. The employee model showed that employees' awareness of commitment HR practices influenced their commitment HR attributions and organizational citizenship behavior (OCB). However self-transcendence was not a significant moderator in both models. Finally, the multi-level model suggested that FLMs' implementation of commitment HR practices is a significant predictor of employees' commitment HR attributions. The findings contribute to the strategic HRM literature by demonstrating how organizations can implement commitment HR practices to attain unrealized potential benefits of commitment HR practices. The failure to demonstrate the moderating effect of self-transcendence values on attributional process of commitment HR practices presents a continued challenge for future research. / Ph. D.

Organizational control is a fundamental process which ensures organizations achieve their goals. The importance and difficulty increase when the organization is a law enforcement agency. Control within an organization can be implemented in several different ways. Regular rotations and transfers of personnel is one of the control mechanisms employed by organizations to direct, motivate and encourage employees to adhere to organizational standards and objectives. The Turkish National Police (TNP) rotates and transfers police officers geographically while providing security services throughout the country. Geographic personnel rotation (GPR) is a human resource management policy of the TNP which bans home city deployment and obligates officers to transfer regularly for various deployment periods and in differing regions. The research examines geographic personnel rotation policy as an organizational control mechanism. To help better understand GPR's impact on control, the study examined data collected from interviews with human resource managers and police chiefs who implement the policy, from participant observation, and from documents and archival records. GPR is a distinct control mechanism the TNP employs to maximize personnel performance and minimize police deviance. More significantly, GPR allows the TNP to reward and punish employees depending on their performance, as well as detect and reduce deviation from organizational norms. GPR also affects the formation of police identity, which may increase or decrease commitment to the organization based on the perceived fairness of the practice. / Ph. D.

No / In this article, we contend that due to their size and emphasis upon addressing external social concerns, the corporate relationship between social enterprises, social awareness and action is more complex than whether or not these organisations engage in corporate social responsibility (CSR). This includes organisations that place less emphasis on CSR as well as other organisations that may be very proficient in CSR initiatives, but are less successful in recording practices. In this context, we identify a number of internal CSR markers that may be applied to measuring the extent to which internal CSR practices are being observed. These considerations may be contrasted with the evidence that community based CSR activities is often well developed in private sector small to medium sized enterprises (SMEs) (Observatory of European SMEs, 2002), a situation which may be replicated in social enterprises especially those that have grown from micro-enterprises embedded in local communities. We place particular emphasis upon the implications for employee management. Underpinning our position is the Aristotelian-informed capabilities approach, a theory of human development and quality of life, developed by Sen (1992; 1999) and Nussbaum (1999) which has been developed further, in an organisational context, (e.g., Cornelius, 2002); Cornelius and Gagnon, 2004; Gagnon and Cornelius, 1999; Vogt, 2005. We contend that the capabilities approach offers additional insights into CSR in social enterprises in general and internal CSR activity in particular. Our article concludes with proposals for future research initiatives and reflections upon social enterprise development from a capabilities perspective.

Yes / The academic literature widely acknowledges changes and variation in the practices of small firms but only a small amount of empirical work has explored the processes through which HRM practices undergo change. Research has tended, instead, to examine the presence and effectiveness of HRM in small firms and has often viewed this in terms of a deficit model relating such practices to an understanding of HRM derived from larger firms. This chapter focuses on the recruitment and selection and staff payment practices in use in three small services firms to explore the everyday, ongoing detail of their HRM processes and practices. Identifying the different processes through which recruitment and selection and staff payment practices changed in the participant firms provides a base for discussing persistent forms of informality and the lack of stability that reflects the everyday realities of the firms, not only in contrast to their formalized policies but in engagement with them. This chapter advances understanding of selected HRM practices in small services firms after periods of formalization and adoption of HRM policies and practices. The chapter also discusses how developing knowledge of small firms’ HRM practices in this way has implications for researchers and practitioners.

No / The NHS must increase productivity by 6% per annum if it is to make projected efficiency savings of £21 billion by 2014. At the same time, it is expected to maintain or improve the quality of care. Given that staff costs are 60% of the current NHS budget, it is likely that both the number and composition of the 1.7 million strong workforces will need to be changed to meet these targets. Healthcare management will be greatly affected by these changes. We argue that skill maximisation (e.g. increasing the responsibilities of healthcare practitioners) is the key to increasing productivity and care quality. We argue that to increase output (represented by volumes of cases treated) and quality of care is not just necessary, but essential. We therefore argue that the key to addressing the future of healthcare is the maximisation of the use of human resource.

No / This paper deals with the dilemma of managing performance using performance appraisal. The authors will evaluate the historical development of appraisals and argue that the critical area of line management development that was been identified as a critical success factor in appraisals has been ignored in the later literature evaluating the effectiveness of performance through appraisals. This paper will evaluate the aims and methods of appraisal, the difficulties encountered in the appraisal process. It also re-evaluates the lack of theoretical development in appraisal and moves from the psychological approaches of analysis to a more critical realisation of approaches before re-evaluating the challenge to remove subjectivity and bias in judgement of appraisal.

Thesis (MMil)--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: The initial conceptual framework for transformation proposes the context (why), the content (what), and the process (how) as three dimensions of transformation that are always present. A distinction is made between external and internal triggers of transformation, and information is provided on the challenges posed by, among others, the knowledge society, globalisation, and changing market conditions that require companies to become learning organisations staffed by empowered knowledge workers. Literature study on transformation clearly shows that transformation brings about change. There are different models on transformation and this shows that there are different approaches to transformation. Ubuntu should be introduced as a way forward for the South African Military Academy (SAMA) to deal with transformation issues. Ubuntu is more concern about the wellbeing of the people and their morale during and after transformation has been implemented. Subsequently, a conceptual model for transformation is proposed in which generic elements of the “why”, “what”, and “how” dimensions are included. The SAMA model is developed to fit the scope of a conceptual model, and to be in line with what is generally proposed in the literature for organisations that want to transform in order to become market leaders and enhance long-term goals. Conclusions drawn from the ongoing SAMA transformation process are that its aims and principles are not in line with what appears to be required in creating an innovative learning organisation. With regard to the “how” of transformation, it is found that improvement is still needed to the processes to change attitudes, mindsets, and styles on the part of managers as well as employees that might inhibit empowerment and stifle creativity and innovation. / AFRIKAANSE OPSOMMING: Die aanvanklike konseptuele raamwerk vir transformasie stel die konteks (waarom), die inhoud (wat) en die proses (hoe) voor as drie dimensies van transformasie wat altyd teenwoordig is. Daar word ‘n onderskeid getref tussen eksterne en interne aanleidende oorsake van transformasie, en inligting word voorsien oor die uitdagings wat voortspruit uit, onder andere, die kennissamelewing, globalisering, en veranderende marktoestande wat vereis dat maatskappye leerorganisasies word met ‘n personeel van bemagtigde kenniswerkers. Uit ‘n literatuurstudie oor transformasie is dit duidelik dat transformasie verandering teweegbring. Daar is verskillende modelle van transformasie en dit toon dat daar uiteenlopende benaderings tot transformasie bestaan. Ubuntu moet ingestel word as ‘n manier waarop die Suid-Afrikaanse Militêre Akademie (SAMA) voortaan transformasie kan hanteer. Ubuntu is meer besorg oor die welstand van die mense en hulle moreel terwyl en nadat transformasie geïmplementeer is. Daar word dus ‘n transformasiemodel voorgestel waarin generiese elemente van die “waarom”-, “wat”- en “hoe”-dimensie ingesluit word. Die SAMA-model word ontwikkel om dieselfde omvang te hê as ‘n konseptuele model, en om ooreen te stem met wat algemeen in die literatuur voorgestel word vir organisasies wat wil transformeer om sodoende markleiers te word en langtermyndoelwitte te bevorder. Gevolgtrekkings wat voortspruit uit die voortgesette SAMA-transformasieproses is dat die doelwitte en beginsels nie ooreenstem met wat skynbaar vereis word om ‘n vernuwende leerorganisasie te skep nie. Ten opsigte van die “hoe” van transformasie, word bevind dat verbetering nodig is voor die prosesse verandering gaan meebring aan houdings, ingesteldhede en styl, by bestuurders sowel as werknemers, wat tans nog bemagtiging beperk en kreatiwiteit en vernuwing onderdruk.

The influence factors which lead business to success or failure could be very different because of the different times¡Bdifferent industries and different competitive environment. People can also find out the different competitive capacity coming from different organizational cultural¡Adifferent business team structure or different leadership of the business. Up the present , there were so many scholars and experts of business management advocated unanimously the importance of ¡uknowledge innovation¡v ¡B ¡ustrategic human resource management¡v and ¡uorganization competence¡v. Those theories initiated my highly attempt to find out the practical situation of those theories on the rubber industries. This is the origin of writing this thesis. After further research about the rubber industries and according to the interviews and analysis of the company A¡AI am trying to approach the following subjects from the angles of the knowledge innovation¡Bthe strategic human resource management and the organization competitive capacity. 1. The relevance of the knowledge innovation and the strategic human resource management. 2. The relevance of the knowledge innovation and the organization competence. 3. The relevance of the strategic human resource management and the organization competence. 4. The relevance between the knowledge innovation¡Bthe strategic human resource management and the organization competence. 5. The practical applied model for building up the business competitive capacity. This study is using three methods to approach the studying purpose which including¡G1. literature study and sort out 2. the case study 3. interviews. There are four final conclusions of this study which are¡G 1. The strategic human resource management supply qualified manpower to all departments of the organization which also help the progress of the benign cycle of innovation. 1. The balanced development of innovation capacity of every single department the the organization causes continued and long term expanding on it¡¦s entire business competitive capacity. 2. The strategic human resource management directly and strongly relate the business competitive capacity. 4. The Lean strategic human resource management promote the organizational innovation capacity and strengthen itself with continued competitive capacity. In the meanwhile, also discovering five valuable theories as below: 1. The leader of a organization is the rudder of continued innovation spiral. 2. The strategic human resource management prevent the organization from grim or in-harmony atmosphere. 3. The business competitive capacity basic on good strategic human resource management, and be driven by balanced innovation capacity. 4. The management which meets the human demands is the source of innovation. The education which fills up the human lackness strengthen the business competitive capacity. 5. The relevant between the innovation capacity¡Bthe strategic human resource management and the business competitive capacity could be converted due to differences of countries, races, religious believes, generations, personnel structure¡Ketc.

The present diploma thesis is focused on description and comparison of strategic management of human resources in kindergarten and kindergarten with remoted institutions in Carlsbad Region. The theoretical part introduce the fundamental terms connected with the strategic management of human resources from different perspectives, and the methods of strategic management of human resources in school institution. The empirical research reveals and compares the strategic management of human resources in kindergarten and kindergarten with remoted institutions. Further, the empirical research of strategic management is focused on the size of kindergarten in terms of number of classes. Two research methods were chosen: questionnaire and semi-structured interviews. The semi-structured interviews were added due to obtaining of more specified and detailed information concerning given topic. Based on the results, it may be stated that the management of kindergarten and kindergarten with remoted institutions is strategic as regards human resources. However, the management differs one from another. The most important condition, affecting the strategic management of human resources, is the number of classes in the kindergartens.

Detta examensarbete har haft som syfte att undersöka hur det gränslösa arbetet uttrycker sig bland chefer inom stadsbyggnadsförvaltningen i Luleå kommun. Därför har studien haft följande frågeställningar; 1) Hur uttrycker sig det gränslösa arbetet hos chefer på olika nivåer vid stadsbyggnadsförvaltningen i Luleå kommun? 2) På vilket sätt har cheferna påverkats av det gränslösa arbetet? Vilka konsekvenser har det fått? 3) Vilka insatser kan förvaltningens HR-funktion tillämpa för att förbättra eller utveckla chefernas arbetssituation i relation till det gränslösa arbetet? Studien har haft en kvalitativ ansats där femton stycken semistrukturerade intervjuer har legat som grund för studiens resultatavsnitt. Studiens teoretiska ramverk har bestått av en samlad teoribildning om gränslöst arbete (Allvin, et, al,1998;2006). Det teoretiska ramverket har även kompletterats med Karasek och Theorells (1990) trefaktors-modell om krav, kontroll och socialt stöd för att få en djupare förståelse om intervjupersonernas arbetssituation. Studiens resultat har visat att det gränslösa arbetet uttrycker sig främst genom en hög grad av flexibilitet och arbetsbelastning. Resultatet har även visat att både positiva och negativa konsekvenser av det gränslösa arbetet framkommit bland cheferna. Inom diskussionsavsnittet argumenteras det därför att stadsbyggnadsförvaltningen behöver applicera ett antal insatser för att minska och förebygga de negativa effekterna av det gränslösa arbetet. Argumentationen har mynnat ut i förslag om att reducera antalet fysiska möten, ett säkerställande av kompetensutveckling bland nya chefer, uppmuntra och kommunicera inför chefer om att ta till vara på sin lediga tid, skapa mer privat arbetstid bland cheferna och slutligen säkerställa en tillräcklig nivå av stöd från olika stödfunktioner. / This master thesis has been designed to investigate how the boundaryless work is expressed among managers of City building department in Lulea county. The purpose of the study has therefore been communicated with the following research questions; 1) How does the boundaryless work among managers at various levels of the City building department express itself? 2) In which ways have the managers been affected by the boundaryless work? What consequences has it resulted in? 3) What actions can the departments HR function apply by improving or developing the managers' work situation in relationship to the boundaryless work? The study has had a qualitative approach in which fifteen semi structured interviews have been the basis for the study’s result. The theoretical framework of the study has consisted theories on boundaryless work by Allvin et al. (1998; 2006). The theoretical framework has also been supplemented with Karasek and Theorell's (1990) three-factor model to gain a deeper understanding of the interviewees' work situation. The study's results have shown that the boundaryless work expresses itself through a high degree of flexibility and workload. Both positive and negative consequences of the boundaryless work have emerged among the managers. Within the discussion section, it is argued that the City building department needs to apply several efforts to reduce the negative effects of boundaryless work. The argument has resulted in proposals to reduce the number of physical meetings, increase the skills development of new managers, encourage and communicate to managers that they need to be off duty on their spare time, create more private working hours among managers and finally ensure an increasing level of support from the supporting functions (HR, etc.) among managers.