Executive pay research has traditionally focused on salary, severance payments and longterm incentives. A systematic rigorous empirical examination of short-term annual bonuses is lacking. To address this omission, this research empirically examines the relationship between short-term bonuses and firm performance (TSR and EPS), in the UK. It also considers the association between form of bonus payment (i.e. cash/shares), and type of performance target (i.e. hard/soft and simple/complex) with bonus and performance. Furthermore, firm size and particular corporate governance factors are included (i.e. NED ratio on remuneration committee, CEO presence on nominations committee, CEO/Chair duality, tenure, and power) to examine their relationship with bonus value. From a sample of 299 firms listed in the FTSE-350 (1,542 executives including 300 CEOs), this study uses two competing theories (i.e. agency and power theory) to provide a fuller explanation of the subtleties of the pay-performance relation. The main findings support the agency view, since bonus is positively and significantly associated with financial performance. As with previous studies on executive bonus pay this association remains weak. By implication, power theory is not supported. However, other findings indicate: (1) although firm size may change, the proportion of bonus pay relative to salary does not vary. This suggests that large and small firms pay out proportionally similar bonuses; (2) cash bonuses are not positively related with the total value of bonus pay, suggesting that they are not any more open to abuse than other methods of compensation, as agency theory would predict; (3) cash bonuses encourage short-term achievement, as predicted by power theory; (4) consistent with agency theory, share-based bonuses are positively related to bonus pay and performance (weak association), suggesting that share-based bonuses (rather than cash bonuses) may be more effective at aligning pay with performance; (5) in line with agency theory, transparency (i.e. hard (external/published) and simple bonus conditions) is positively associated with performance, providing support for the alignment between principals' and agents' interests; (6) detailed bonus scheme characteristics are generally insensitive to performance and are becoming increasingly softer (i.e. more internal/unspecified targets) and complex (i.e. multiple targets). On the power view, these may create opportunities for executives to mask weak performance and extract greater rents; (7) governance factors are insignificant, suggesting that efforts to improve this area may be wasted, since they mainly leave pay-performance sensitivities unaffected. However, based on power theory, weak governance may foster the rise of powerful executives and widen the pay-performance gap. Therefore, it is suggested that close monitoring of executive pay must continue and shareholders should remain vigilant.

In my diploma thesis I deal with intercultural competencies, which are a relatively new phenomenon. It started to evolve on the grounds of the influence of globalization and internacionalization. I have made an overview of the changing life of organizations, especially in the area of Human Resource Management, which grows into international extent. I have considered the reasons leading to the growth of the (significant) needs of interculturally educated employees. Recent development of social, political and economical reality indicate the fact, that this need will be more and more urgent in the future. Because of the reducing importance of borders between nations and among economics the contact among members of different cultures in personal and work life is still more frequent and intensive. In the order to be efficient in cooperation with individuals from different cultural environment it is necessary to understand each other, capture the way of partner's thinking and behavior, forbearance and knowledge of cultural specifics. Training focused on development of intercultural competencies is thus an inevitable requirement of employee's preparation to long-term residence abroad and its completion is the precondition of smooth course of adaptation in a foreign country. Therefore, I pay attention to the...

Bakgrund: I dagens samhälle präglas organisationer av ekonomiska förändringar, detta genom globalisering, förändrade kundförhållanden och en ökad konkurrens. Organisationer behöver hela tiden förbättra sin konkurrenskraft genom att effektivisera sin verksamhet. Idag ses medarbetarna som organisationers viktigaste tillgång eftersom att de förser organisationer med viktiga källor för att bli konkurrenskraftiga. Strategic Human Resource Management (SHRM) är ett arbetssätt som handlar om att utforma HR-strategier som gör att medarbetarnas kunskap och kompetens bidrar till att nå organisationens övergripande mål. Syfte: Syftet med studien har varit att undersöka hur organisationen använder ett strategiskt HR-arbete (SHRM) och om det är ett framgångsrikt arbetssätt. Vår studie har bidragit till en ökad förståelse om begreppet SHRM och hur det kan användas samt hur SHRM kan påverka organisationen. Metod: Insamlingen av vårt empiriska material bygger på en kvalitativ metod där vi genomfört djupgående intervjuer med HR-chefer som arbetar i en organisation som är verksam inom fordonsindustrin. Slutsats: Vi har kommit fram till att organisationen använder SHRM som arbetssätt. Vi kan dock inte dra några konkreta slutsatser om hur SHRM påverkar or-ganisationen men det finns tydliga indikationer på att SHRM har en positiv inverkan och bidrar till en ökad produktivitet och effektivitet. Vi har även kommit fram till att det är viktigt att organisationen utövar ett ledarskap som främjar SHRM. / Background: In today's society organizations are characterized by economic changes, this by globalization, changing customer circumstances and increased competition. Organizations need to constantly improve their competitiveness by streamlining its operations. Today, employees are seen as the organizations most important asset, this because they provide organizations with important sources to become competitive. Strategic Human Resource Management (SHRM) is an approach that is about to build HR-strategies that make employees knowledge and skills to contribute the organizations to achieve the overall goals. Purpose: The aim of this study was to examine how the organization is using a strategic HR-work (SHRM) and if it is a successful strategy. Our study has contributed to a better understanding of the concept of SHRM and how it can be used and how SHRM can affect the organization. Method: The collection of our empirical material is based on a qualitative approach where we conducted in-depth interviews with HR-managers working in an organization that is active in the automotive industry. Conclusion: We have concluded that our survey shows that the organization uses the SHRM as working strategy. However, we can not draw any concrete conclusions in which way SHRM affect the organization, but there are clear indications that SHRM has a positive effect, contributing to increased productivity and efficiency. A further conclusion of our study is that it´s very important that the organization have a leadership that promotes SHRM.

The thesis contains a description of the recruitment and selection for the European Union institutions. This HR activity is provided by the European Personnel Selection Office, which initiated "EPSO Development Programme" following an audit of personnel actions and complaints of applicants in 2010. The EPSO Development Programme's aim was to improve the recruitment and selection process including the shortening its duration and testing part. The goal of the thesis is to compare the recruitment and selection process before the EPSO Development Programme and after it. Then to evaluate how successful it was.

The thesis analyses the current situation in the company Interconnect s.r.o and proposes a short-term and long-term suggestions in area of management, marketing, human resource management and financial management that should contribute to increase in the prosperity of this company. The thesis is divided into theoretical and practical part.

[pt] O objetivo geral proposto para este trabalho é analisar a existência de possíveis relações entre o nível de maturidade organizacional em gestão de pessoas e o nível de maturidade das práticas de treinamento, desenvolvimento e educação corporativa adotadas pelas organizações pesquisadas. Foram pesquisadas organizações nacionais e estrangeiras estabelecidas no país que fazem parte de vários segmentos econômicos, totalizando 108 respondentes válidos na amostra. Foi utilizado um survey eletrônico, realizado nos meses de janeiro e fevereiro de 2012, para a coleta de dados. Para a classificação dos níveis de maturidade dos processos de gestão de pessoas nas empresas, foi utilizado o modelo People capability maturity model (P-CMM), de Curtis, Hefley e Miller (2001). Para classificar os programas de treinamento, desenvolvimento e educação corporativa foi usado um conjunto de variáveis e indicadores de medição, obtido do referencial teórico formulado. Os dados coletados passaram por um tratamento estatístico sendo utilizadas técnicas estatísticas descritivas e análise multivariada. A metodologia adotada utilizará análise fatorial e para a medição e análise das relações entre os construtos será usada inferência estatística pelo método de teste de hipótese. Como resultado, o trabalho confirmou a hipótese proposta. / [en] The proposed overall objective for this work is to analyze the existence of possible relationships between the level of organizational maturity in people management and the level of maturity of practices in training, development and corporate education adopted by the organizations surveyed. Companies were both national and multinational ones and from different sectors of the economy, counting 108 valid answers in the analyzed sample. As the data collection instrument an electronic survey was realized from January to February 2012. To classify process maturity level on human resources of those companies, People capability maturity model (P-CMM) from Curtis, Hefley e Miller (2001) was utilized. To classify training and developing programs and corporate education it was utilized a group of variables end measurement indicators, extracted from theoretical reference. Data collected was processed using a statistical treatment being utilized techniques such as descriptive statistics and multivariate analysis. The adopted methodology will utilize factorial analysis and to make measurements and to analyze relationships between constructs will be utilized statistical inference by the hypothesis test method. As results, this research confirmed proposed hypothesis.

Syftet med denna uppsats är att med hjälp av lämpliga teorier och intervjuer med företag erbjuda en förståelse kring hur företag använder Corporate Social Responsibility i deras rekryteringsprocess samt hur innehållet används för att påverka företagets image som arbetsgivare

O ambiente globalizado e em constantes mudanças, previsto por pesquisadores nas últimas décadas, passou a fazer parte do dia a dia das organizações. Nesse cenário de desenvolvimento tecnológico e surgimento da era da informação, a competividade se acirrou no ambiente corporativo. As organizações encontram-se diante do desafio de, com os recursos disponíveis, garantirem a vantagem competitiva diante de seus competidores, e as áreas de Recursos Humanos passam a ocupar uma posição estratégica para garantir a implementação de estratégias de negócios das organizações. Essas estratégias, normalmente, abrangem a utilização de empregados com qualidades diferenciadas em posições chave na organização, aqueles que podem ser chamados de \'talentos\'. Pesquisas de institutos e consultorias de renome apontam que uma das principais prioridades para os profissionais de RH é a Gestão de Talentos, com ênfase no desenvolvimento de políticas e práticas que visem à manutenção do empregado na organização, a sua retenção. Considerando esses aspectos, além dos altos custos envolvidos na saída e substituição de um empregado e questões como a escassez de mão de obra vivenciada no cenário nacional, esta dissertação buscou investigar a relação dos motivos que levam os empregados a permanecerem na organização, ou seja, seus fatores de retenção, e as características pessoais, profissionais e organizacionais destes empregados. A pesquisa contou com 121.532 respondentes, atuando em 407 organizações participantes de pesquisa pública que analisa a qualidade do ambiente de trabalho. No aspecto metodológico, foram desenvolvidas análises qualitativas e quantitativas para obter os fatores de retenção e verificar suas relações com as características dos empregados. Utilizou-se a técnica de Análise de Correspondência Múltipla para visualização do mapa perceptual das variáveis em estudo. Foram encontrados 13 fatores de retenção dos empregados, sendo que doze foram identificados anteriormente em estudo norte americano - Comprometimento Organizacional, Falta de Alternativas, Flexibilidade no Trabalho, Influências Não Relacionadas ao Trabalho, Investimentos, Justiça Organizacional, Localização, Oportunidades de Desenvolvimento, Prestígio Organizacional, Recompensas Extrínsecas, Relacionamentos e Satisfação com o Trabalho - e um fator foi incluído neste estudo - Estabilidade e Segurança. Os resultados mostraram associações entre os fatores de retenção e as variáveis das características dos empregados, sendo que algumas variáveis discriminam mais, como Escolaridade, Cargo e Faixa Etária, enquanto outras apresentam menor influência, como Gênero e Avaliação de Desempenho. / The globalized and rapidly changing environment, predicted by researchers in recent decades, has become part of everyday life of organizations. In this technological development scenario and rise of the information age, the competitiveness intensified in the corporate environment. Organizations are facing the challenge of, with the available resources, ensure the competitive advantage over its competitors and the Human Resources come to occupy a strategic position to ensure the implementation of business strategies of organizations. These strategies typically include the use of employees with unique qualities in key positions in the organization, those who can be called \'talent\'. Researches from renowned institutes and consultancies indicate that a top priority for HR professionals is Talent Management, with emphasis on the development of policies and practices aimed at maintaining the employee in the organization, their retention. Considering these aspects, in addition to high costs involved in releasing and replacing an employee and issues such as the shortage of labor force experienced in the national scenario, this dissertation investigates the relationship of the reasons that lead employees to remain in the organization, that is their retention factors, and personal, professional and organizational characteristics of these employees. The survey involved a sample of 121532 respondents, working in 407 organizations participating in public research that analyzes the quality of the work environment. Considering the methodological aspect, qualitative and quantitative analyzes were performed to obtain the retention factors and verify its relations with the characteristics of employees. It was used the technique of Multiple Correspondence Analysis to display the perceptual map of the study variables. 13 employee retention factors were found, twelve were identified previously in North American study - Organizational Commitment, Lack of Alternatives, Flexibility at Work, Nonwork Influences, Investments, Organizational Justice, Location, Development Opportunities, Organizational Prestige , Extrinsic Rewards, Relationships and Job Satisfaction - and a factor was included in this study - Stability and Security. The results showed associations between retention factors and variables of the characteristics of employees, some of which variables discriminate more like Education, Job and Age, while others have less influence, as Gender and Performance Evaluation.

No campo da gestão estratégica de pessoas, uma preocupação que está em evidência é a investigação de variáveis mediadoras da relação entre gestão estratégica de pessoas e desempenho organizacional. Para desvendar as etapas intermediárias do processo de geração de resultados da gestão estratégica de pessoas, pesquisas anteriores sugerem a análise de fatores no nível organizacional, a exemplo das capacidades organizacionais. Nesse contexto, o objetivo geral desta pesquisa foi estabelecer relações entre as configurações de estratégias de gestão de pessoas, as capacidades organizacionais e o desempenho organizacional dos meios de hospedagem do Nordeste brasileiro, oferecendo subsídios para a gestão eficaz dos empreendimentos e para a maximização de resultados no setor. Foi desenvolvido um estudo descritivo e relacional, de abordagem quantitativa. Foram aplicados questionários a 151 gestores de meios de hospedagem localizados nos dois principais destinos turísticos de quatro estados do Nordeste do Brasil, a saber: Salvador/BA, Porto Seguro/BA, Fortaleza/CE, Canoa Quebrada/CE, Recife/PE, Porto de Galinhas/PE, Natal/RN e Pipa/RN. As estratégias de gestão de pessoas foram avaliadas segundo o Modelo de Valores Competitivos de Cameron e Quinn (2006). As capacidades organizacionais foram investigadas a partir do modelo de múltiplos papéis de Ulrich (1998; 2000). O desempenho organizacional foi avaliado com o uso de indicadores adotados por pesquisas anteriores: taxa de ocupação hoteleira, valor da diária média, desempenho financeiro, produtividade do trabalho e qualidade dos serviços. Os dados foram analisados por meio da aplicação de diversas técnicas estatísticas adequadas às características dos dados e aos objetivos do estudo. Os resultados revelam que existe um razoável equilíbrio na implementação das diversas configurações do Modelo de Valores Competitivos. Entretanto, percebe-se uma tendência de que os hotéis conseguem implementar melhor as estratégias de gestão de pessoas que apresentam enfoque organizacional orientado para o ambiente interno e implementar menos as estratégias voltadas para o ambiente externo. Também se verificou uma tendência entre os meios de hospedagem de conseguirem desenvolver melhor as capacidades organizacionais orientadas para o cotidiano e para o nível operacional e de enfrentarem maiores dificuldades para desenvolver as capacidades organizacionais orientadas para o futuro e para o nível estratégico. As relações encontradas confirmam a sobreposição proposta por Cameron e Quinn (2006) entre as estratégias de gestão de pessoas do Modelo de Valores Competitivos e as capacidades organizacionais do modelo de múltiplos papéis de Ulrich (1998) e revelam outras associações concomitantes e complementares. Essas múltiplas relações identificadas corroboram a perspectiva configuracional ao sugerirem a existência de modelos híbridos, em que sejam contemplados elementos dos quatro modelos de gestão de pessoas analisados nesta pesquisa, buscando uma combinação sinérgica entre eles para maximizar e usufruir dos benefícios que cada um é capaz de proporcionar. Apenas duas capacidades organizacionais exercem influência direta sobre o desempenho organizacional, ambas voltadas para as atividades de administração de pessoal, apresentando maior ênfase sobre as pessoas e traduzindo maior flexibilidade. Por outro lado, análises complementares atestaram que os hotéis que conseguem desenvolver as quatro capacidades organizacionais de forma conjunta e equilibrada alcançam um desempenho superior, confirmando assim a noção de equilíbrio defendida pelos autores de ambos os modelos. As constatações permitiram ampliar a compreensão sobre as relações entre as estratégias de gestão de pessoas e o desempenho organizacional, inserindo as capacidades organizacionais como variável mediadora. / In the field of strategic human resource management there is evident concern with investigation into variables that intercede in the relationship between strategic human resource management and organizational performance. In order de clarify the intermediate steps in the process of generating results of strategic human resource management, earlier research suggests an analysis of factors at the organizational level, an example being organizational capabilities. Within this context, the general objective of this research was to establish relationships among the settings of human resource strategies, organizational capabilities and organizational performance in the hotel sector in the Brazilian Northeast, offering support for the management efficacy of these business undertakings and for the maximization of results in the sector. A descriptive and relational study, with a quantitative approach, was designed. One hundred and fifty-one questionnaires were applied to managers of hotels located in the two principal tourism destinations of four states in the Northeast Region of Brazil: Salvador, BA, Porto Seguro, BA, Fortaleza, CE, Canoa Quebrada, CE, Recife, PE, Porto de Galinhas, PE, Natal, RN and Pipa, RN. Human resource strategies were evaluated according to Cameron\'s and Quinn\'s (2006) Competitive Values Model. Organizational capabilities were investigated by way of Ulrich\'s (1998, 2000) Multiple Roles Model. Organizational performance was measure by use of indicators adopted from earlier research: hotel occupation rate, average value of daily rates, financial performance, labor productivity and service quality. Data were analyzed through the application of diverse statistical techniques consistent with the characteristics of the data and research objectives. The results reveal that there exists a reasonable equilibrium in the implementation of the diverse configurations of the Competing Values Model. However, a tendency to be more able to put into practice human resource strategies that present an organizational focus oriented toward the internal environment and to a lesser implementation of strategies directed toward the external environment was perceived. Also, a tendency was verified, among the hotels, to be more able to develop organizational capabilities orientated toward the day-to-day and for the operational level and to encounter greater difficulties in developing organizational capabilities directed toward the future and for the strategic level. The relationships discovered confirm the super positioning proposed by Cameron and Quinn (2006) between the human resource strategies of the Competing Values Model and the organizational capabilities of Ulrich\'s (1998) Multiple Roles Model and reveal other concomitant and complementary associations. The multiple relationships identified in the study lend support to a configurational perspective that suggest the existence of hybrid models, in which elements of the four models of human resource management analyzed here are contemplated, in the search for a synergetic combination among the models in order to maximize and take advantage of the benefits that each model is capable of providing. Only two of the organizational capabilities exercise direct influence over organizational performance, both focused upon personnel administration activities, presenting greater emphasis on people and translating into greater flexibility. On the other hand, complementary analyses present testimony that hotels that are able to develop the four organizational capabilities in a jointly and equilibrated form, manage to reach higher performance, thus confirming the notion of equilibrium defended by the authors of both models. The findings permit a comprehension and amplification of the relationships between human resource strategies and organizational performance, inserting organizational capabilities as a mediating variable.

Esta pesquisa investiga a relação entre os sistemas de controle gerencial e os contratos psicológicos, como forma de discutir as relações contratuais nas organizações. Os sistemas de controle gerencial foram definidos como processos administrativos de proposição de parâmetros comportamentais idealmente construídos para criar convergência de objetivos entre servidores e organizações, cuja dinâmica de controle implica no diagnóstico de resultados e nos processos de interação acerca do desempenho alcançado. Os contratos psicológicos foram definidos como as crenças dos indivíduos nas relações recíprocas de trocas entre si e as organizações. Focou-se, assim, no modo como os indivíduos se compromissam com os parâmetros comportamentais que são propostos para suas posições individuais. A pesquisa empírica foi realizada na Agência Nacional de Telecomunicações, Anatel, sendo sujeitos da pesquisa os Agentes de Fiscalização. Tendo como fontes a legislação e as normas que regulam a atuação desses servidores, foram identificadas as frases que determinam padrões de comportamento idealizados, as quais foram analisadas em função de sua relação com os sistemas de avaliação de desempenho. Com base na análise do sistema de controle gerencial da entidade, foi elaborado um questionário de pesquisa que investigou o comprometimento dos Agentes de Fiscalização em relação a uma amostra dos parâmetros comportamentais, sua percepção dos processos de diagnóstico e interação, e sua percepção do contrato psicológico existente entre si e a Anatel. Os resultados da pesquisa indicaram que existe uma forte relação entre sistemas de controle gerencial e contratos psicológicos, especialmente pelo alto nível de compromisso dos Agentes de Fiscalização para com os termos formalmente propostos como parâmetros comportamentais ao seu cargo. Os resultados da pesquisa trazem evidências de que compromissos se relacionam positivamente com percepção de interação e com percepção do contrato psicológico, sugerindo que a dinâmica de controle gerencial que estabelece a medida com que sistemas de controle gerencial e contratos psicológicos se relacionam. / This research aims to investigate the relation amongst management control systems and psychological contracts as a way to discuss the contractual relations in organizations. The management control systems were defined as proposition\'s administrative processes of behavioral parameters, ideally constructed to align objectives between employees and organizations, whose dynamic of control involves the diagnosis of outcomes and processes of interaction on the achieved performance. The psychological contracts were defined as individuals\' beliefs in mutual relations among themselves and organizations. Thus, the investigation focused on how subjects compromise themselves to the behavioral parameters proposed for their own position. The empirical research was conducted at the National Telecommunications Agency (Anatel), and the research subjects were oversight agents. Phrases that determine the ideal patterns of behavior were identified in laws and regulations that rule the acts of these individuals, which then were analyzed in the context of their relations to the performance evaluation systems. A questionnaire was developed based on the analysis of the organization\'s management control system. Its purpose was to study the oversight agent\'s commitment to a sample of behavioral parameters, their perception of the processes of diagnosis and interaction and their perception of the psychological contract among themselves and Anatel. The survey results indicate an existence of strong relation amongst management control systems and psychological contracts, especially by the high levels of commitment of the oversight agents to the terms formally proposed as behavioral parameters to their positions. Besides, the empirical results provide evidence that commitment is positively related to perceptions of interaction and perception of the existence of an exchange relation, suggesting that the dynamics of managerial control is establishing the extent to which management control systems and psychological contracts interact.