Organisation har i många fall definierats som målinriktat samarbete mellan människor. Dessa mål kräver strategier, men studier visar på att 67 % av Human Resources (HR)- avdelningar inte har strategier som passar ihop med organisationens övergripande strategi. Syftet med denna studie är att undersöka hur HR- funktionen i en organisation upplever mål, men även hur de samarbetar och kommunicerar för att uppnå dessa mål. Tidigare forskning menar att organisationers mål inte kan vara formulerade godtyckligt, och de måste vara formulerade i förhållande till omvärldssituationer. Tydlighet i mål leder till att människor riktar uppmärksamheten, men också att ansträngningarna tenderar att förlängas i och med tydliga mål. Forskning visar också på att de mål som HR ska arbeta efter bör vara samstämmiga med den affärsstrategi som organisationen övergripande har. För att förstå skeenden och hur organisationen arbetar mot mål kommer den här studien även att analyseras utifrån organisationsstrukturen. En kvalitativ metod med semistrukturerade intervjufrågor på ett företags HR- funktion, har tillsammans med skriftliga källor, legat till grund för empiri. Resultatet visar på att det finns tre olika nivåer av mål som den aktuella HR- funktionen har att arbeta mot. Dessa är mål i organisationen, HR- fokus och projektmål. Organisationens övergripande mål ter sig otydliga varpå HR- målen i den aktuella organisationen inte baserar sig på dessa, utan snarare på behov som uppkommer i organisationen. Vidare visar resultatet att samarbetet inom organisationen kan stärkas då funktioner tenderar att arbeta mot varandra, med samma saker eller att flera parter släpper arbetsuppgifter då andra förväntas arbeta med dessa. Kommunikationen i organisationen upplevs som bra, men från ledningens håll är den allmän och övergripande, vilket leder till att medarbetarna inte känner sig som en del av en större helhet. Teorier visar på att medarbetarnas agerande kan vara uttryck för hur organisationen är utformad. Den aktuella organisationen är en matrisorganisation och matrisorganisationer tenderar att ha felriktade eller motstridiga mål och problem i att synkronisera arbetsuppgifter.

I dagens samhälle är kunskap och kompetens kritiska framgångsfaktorer för företag och organisationer. I och med detta är det av stor vikt att kompetens tillvaratas, särskilt när det kommer till rekrytering av chefer. För att göra detta anser vi att man behöver undanröja alla de irrationella faktorer som hindrar att kompetenta människor söker sig till chefstjänster. I ett könssegregerat Sverige behöver särskilt de hinder som gör att kvinnor inte når ledande positioner identifieras och undanröjas. Utifrån detta konstaterande formades syftet med denna studie; att få ökad förståelse och insikt i vad som kan upplevas som hinder för att söka chefstjänster på en statlig myndighet. Studien utgick från en fenomenologisk forskningsansats och genomfördes med kvalitativ metod. Datainsamlingen genomfördes med kvalitativa intervjuer vilka analyserades utifrån en metod, inspirerad av tematisk analys och meningskoncentrering. Resultatet visade att det finns upplevda hinder. De hinder som identifierades var bland annat; ett alltför stort fokus på manligt/kvinnligt och att kvinnor i hög grad vill vara säkra på sin förmåga innan de söker en chefstjänst. I resultatet konstaterar vi även att det till viss del finns hinder i organisationsstruktur, organisationskultur och livet utanför arbetet, men att dessa inte är lika stora som de övriga.  Studien ger en bild över vilka upplevda hinder för att söka en chefstjänst som kan finnas. Förhoppningen är att resultatet kan vara en hjälp i myndighetens fortsatta arbete med att få fler kvinnor till ledande positioner. En slutsats vi drar är att arbetet med att få jämn könsfördelning är komplext och att det finns risk att ett fokus på hinder i sig blir ett hinder.

This study aims to provide a human resource planning example to inform government bodies in Saudi Arabia to reallocate community resources towards better dental health. This was achieved by: conducting an inventory on government human and structural oral health care resources in Jeddah and Bahrah; assessing the oral health status and treatment needs for Saudi citizens following the WHO criteria for oral health surveys; exploring the potential differences between oral health supply and treatment needs; and providing 16 models of the number and mix of dentists and hygienists to balance requirements and supply. We conducted a population-based sample survey to collect data on dental status and service requirements through self-administered questionnaires and clinical examinations. We also conducted a census of dentists and assessed their total service output by means of self-administered questionnaires. The population’s treatment needs time was estimated using the clinically assessed treatment needs multiplied by time units contained in the 2001 ODA fee-guide. Dentists’ available time was calculated from dentists’ questionnaires and the activity assessment forms. The times for treatment needs and supply of services were compared to identify differences in treatment hours. Of the 2000 participants aged 6, 12, 16, 24-29 and 35-44, 76.8% rated their oral health as excellent and 29.2% reported visiting the dentist at least once a year. The prevalence of periodontal conditions as described by the CPITN was 86.1%. The caries prevalence for the permanent and deciduous dentitions was 71.3% (mean DMFT=4.92) and 85.5% (mean dmft=5.45) respectively. One hundred seventy-five government and university dentists (56.6% response rate) completed the total service output instruments. When the projected total FTE-dentists needed to treat the incidence of oral diseases/ conditions (11,214) is contrasted with the total available supply in Jeddah and Bahrah (289 dentists) the remaining FTEs needed to meet the needs becomes 10,925 FTE-dentists. Health promotion strategies and increased productive hours could reduce this to 2,729 dentists and 1,595 hygienists. The General Directory of Health Affairs of Jeddah will need to develop different approaches to oral health promotion and/or care provision to meet the population needs.

According to Fama (1980), the agency theory states that in order to avoid issues of moral hazard and adverse selection problems, executive compensation should be in alignment with performance. However, it is difficult to identify specific performance measures that are both precise and sensitive, especially when concerning corporate executives who typically do not give out public information. In order to analyze the validity of the agency theory, this study uses the scope of NCAA Division I-A football to analyze the relationship between pay and performance with respect to head coaches. We investigate factors that various literature on executive compensation have identified as associated variables such as organization size, job complexity, market competition, ability to attract talent, and mentorship. Through multiple regression analysis, results showed that size, ability to attract talent (recruiting ability), competition, and academic success were significantly positively associated with coach compensation. There was no significant association for winning games or mentorship, however. Because winning had no effect on salaries, we concluded that the agency theory did not hold for the specific context of Division I-A college football.

This study aims to provide a human resource planning example to inform government bodies in Saudi Arabia to reallocate community resources towards better dental health. This was achieved by: conducting an inventory on government human and structural oral health care resources in Jeddah and Bahrah; assessing the oral health status and treatment needs for Saudi citizens following the WHO criteria for oral health surveys; exploring the potential differences between oral health supply and treatment needs; and providing 16 models of the number and mix of dentists and hygienists to balance requirements and supply. We conducted a population-based sample survey to collect data on dental status and service requirements through self-administered questionnaires and clinical examinations. We also conducted a census of dentists and assessed their total service output by means of self-administered questionnaires. The population’s treatment needs time was estimated using the clinically assessed treatment needs multiplied by time units contained in the 2001 ODA fee-guide. Dentists’ available time was calculated from dentists’ questionnaires and the activity assessment forms. The times for treatment needs and supply of services were compared to identify differences in treatment hours. Of the 2000 participants aged 6, 12, 16, 24-29 and 35-44, 76.8% rated their oral health as excellent and 29.2% reported visiting the dentist at least once a year. The prevalence of periodontal conditions as described by the CPITN was 86.1%. The caries prevalence for the permanent and deciduous dentitions was 71.3% (mean DMFT=4.92) and 85.5% (mean dmft=5.45) respectively. One hundred seventy-five government and university dentists (56.6% response rate) completed the total service output instruments. When the projected total FTE-dentists needed to treat the incidence of oral diseases/ conditions (11,214) is contrasted with the total available supply in Jeddah and Bahrah (289 dentists) the remaining FTEs needed to meet the needs becomes 10,925 FTE-dentists. Health promotion strategies and increased productive hours could reduce this to 2,729 dentists and 1,595 hygienists. The General Directory of Health Affairs of Jeddah will need to develop different approaches to oral health promotion and/or care provision to meet the population needs.

This research is a survey of two samples, one among the 450 Faculty and the other among the 5,200 full-time and 2,200 part-time students of a bilingual and multicultural university located in Ontario, Canada. Diversity characteristics that are examined include ethnicity, gender, age, job status, marital status, study program, faculty, and disability. The variables under study include inclusiveness, class atmosphere, perceived behavior of students and faculty, support for research, working environment, safety, organizational image, and performance expectations. / Readers must contact Common Ground Publishing for permission to reproduce: http://commongroundpublishing.com

Human resource professionals have extensive involvement in workplace bullying situations and workplace bullying research is not reflective of their experience. This study sought to better understand how HR professionals understood and defined bullying, how they made sense of bullying situations and their position in them, and how policies associated with bullying activities were understood and utilized. Using qualitative methods, the findings indicate that HR professionals define and understand bullying as targets do, except they differed in what elements actually turn bullying behaviors into a situation they would label as "bullying." They also felt that addressing and dealing with bullying was complicated due to its definitional state and their low power position. Still, they felt they took complaints of bullying very seriously and acted in these situations. The HR professionals also made sense of how and why bullying happened by pointing to issues like management style, conflict skills, and personality clashes. Additionally, the roles they played in bullying situations were marked by contradiction and paradox and equated to ?walking a tightrope?. Although many felt their organizations had policies that addressed bullying, it was found that most were ambiguous in regards to bullying or did not mention it at all. This study suggests a number of implications for both theory and practice. The findings also point to many necessary areas of future research which could further our understanding of workplace bullying and where organizations in the U.S. formally stand on the issue.

Securities investment trust industry was in fact an oligarchy in Taiwan. Under the restriction of governmental regulation, there were only China(¤¤µØ), International(°ê»Ú), Abn-Amro (¥úµØ), and National(«Ø¥°) securities company in existence before 1992. As the development of global financial liberalization going and the effort of government trying to join WTO, domestic financial policy is growing wide open. The threshold for the establishment of securities investment trust corporation company has been constantly adjusted since 1995; moreover, the qualification for being a shareholder of securities investment trust corporation company is loosen. The possibility of establishing securities investment trust corporation company with 100% foreign funds or domestic funds has attracted national and international corporations to establish investment trust corporation company in Taiwan. There were a total of thirty-eight (38) investment trust corporation companies in Taiwan by the end of 1999. A fund management company must be a financial institute that is stable and capable of providing investors with long-term profits. However, the newly born domestic securities investment trust corporation company has indeed grown rapidly but learned from the hard way too. The turnover rate of management is beyond imagination. According to the statistics of Investment/Trust and Investment Consulting Association, managing director of securities investment trust corporation company lasts for only 16 months in general up to 1999. In fact, there are only six (6) managing directors with a seniority of two (2) years that responsible for fund management amounts to NT$774.2 billion. The rapid growth of securities investment trust corporation company has reinforced the need of securities investment and trust company for professional managers; therefore, competition is brutal, turnover rate of employment is high, and operational risk is severe. The securities investment trust corporation industry relies its operation heavily on ¡§talents.¡¨ No matter it is for the promotion of fund business or the management of fund assets, it is done by ¡§people.¡¨ Therefore, the number of people and the quality of talents do affect operation and business performance; therefore, the importance of human resources management strategy goes without saying. Securities investment trust corporation industry in Taiwan will be discussed in this study with a focus on the impact of business environment, business characteristic, business strategy, and human resources management strategy on operation performance. Interviews will be conducted in accordance with the content of questionnaire; also, research hypothesis will be verified through statistical analysis. It is concluded from research result that there is a significant relation existed between business environment and business strategy; also, business capabilities and business strategy; and business culture and leadership. There is a significant positive relation between the application of ¡§human resources management strategy¡¨ and ¡§investment differential strategy,¡¨ ¡§number of workers,¡¨ ¡§information control,¡¨ and ¡§number of beneficiaries.¡¨ On the contrary, there is a significant negative relation between ¡§the establishment of branch office¡¨ and ¡§human resources management strategy.¡¨ If all variables do comply with human resources management strategy, operation performance could be upgraded. Moreover, once securities investment trust corporation company adopts ¡§investment differentiation strategy,¡¨ the application of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. Once investment and trust company starts establishing branch office, in other words, once organizational operation is in a larger scale, the adoption of ¡§human resources management strategy¡¨ will be with an orientation of ¡§accumulative¡¨ strategy. It is also concluded from the study that a securities company with business capabilities outperforms the one without. Recommendation is made to securities investment trust corporation company in accordance with research result regarding the importance of human resources department or unit. At the time of drafting up human resources management strategy, it is important to give it a thorough and complete consideration and match it up to organizational business strategy in order to regulate appropriate human resources management strategy and to improve organizational performance. Moreover, the management should strive to develop the core competitiveness of company and to control its competitive advantages. We would like to suggest the successors to exercise multiple criteria for performance evaluation; also, to expand the scope of research in order to improve research value.

Abstract By following changeful environment and global competition trends, business strategy has an enormous influence toward enterprises. The most significant resource in an enterprise is manpower. Therefore, this research attempts to fit the relationship through environment uncertainty, the enterprise business strategy and human resources flexibility strategy. Besides, the research will discuss the human resources strategy how to make human resources flexibility fit and adjust business strategy practically, then promote to create enterprise competitive superiority, to follow external environment to reach enduring competitive capabilities, and to have double win. This research method adopts depth interviews and discussions with four individual cases. These four companies in this research are high-tech multinational stock companies. Their main products are different¡G crystal, IC¡]Integrated Circuit¡^seal and test, electric capacity, electric photography and scanner, etc. Totally there are 19 companies (including branches and subsidiaries) in investment cases. To build this method construction in this research by literary studies has found out the management connection among these case studies which all get involved with environment uncertainty, business strategy and human resources flexibility strategy. Four key findings are: (1) When the enterprise is aware of the low general environment uncertainty, characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (2) When the enterprise is aware of the high general environment uncertainty, and low characteristic business environment uncertainty and industrial environment uncertainty, business strategy should take it in terms of prospector and human resources flexibility strategy should select temporal working day and flexible wages. (3) When the enterprise is aware of the low general environment uncertainty and characteristic business environment, and high industrial environment uncertainty, business strategy should take it in terms of defender and human resources flexibility strategy should select functional and numerical flexibility (4) When the enterprise is aware of the low general environment uncertainty and characteristic business environment uncertainty, and middle industrial environment uncertainty, business strategy should take it in terms of analyzer and human resources flexibility strategy should select functional and temporal flexibility. The conclusion is an enterprise must have different business strategies to fit environment uncertainty. If the enterprise can execute the human resources flexibility strategy at all times, they can build up effective management systems, and promote competitive conditions

Due to the rapid development of the retail industry in Taiwan, the transaction cost of product circulation is reduced, thus promotes the economic growth and improves people¡¦s living standard. The reason businesses can succeed in the retail industry in Taiwan is generally because they have correct business models and strategic positions. However, they cannot usually maintain their human capital due to bad job characteristics and lack of sound personnel systems. With the maturity of the industry, improvement of human resources management is absolutely the primary source of differentiation for business competition. This study is based on 7-ELEVEN, one of the leaders in the retail industry in Taiwan, to explore the current circumstances of job satisfaction of the convenient storekeepers, and then to find out effective ways that help upgrade their human resources management and finally offer some comments. The findings of this study are as follows: 1. The convenient storekeepers of 7-ELEVEN in Taiwan have high degree of job satisfaction because the work value of the employees matches up well with the job characteristics of the organization. 2. In this study, 6 dimensions in job satisfaction have been sorted out by factor analysis. They are ¡§organization administration and development¡¨, ¡§supervisor leadership¡¨, ¡§autonomy¡¨, ¡§nature of work¡¨, ¡§work support¡¨, and ¡§social relation¡¨. Among the degree of satisfaction on the 6 dimensions, ¡§work support¡¨ and ¡§social relation¡¨ are higher, while ¡§organization administration and development¡¨ and ¡§supervisor leadership¡¨ are lower. 3. According to the result of ANOVA, different personal variables have significant influences on job satisfaction: different ¡§academic background¡¨ have significant difference on ¡§supervisor leadership¡¨; different ¡§storekeeper seniority¡¨ have significant difference on ¡§nature of work¡¨; different ¡§working region¡¨ have significant difference on ¡§social relation¡¨. Moreover, different ¡§storekeeper category¡¨ and ¡§working region¡¨ both have significant difference on ¡§total job satisfaction¡¨; ¡§female storekeepers in Kaohsiung¡¨ have significantly higher degree of ¡§total job satisfaction¡¨ than other groups. 4. According to the result of regression analysis, ¡§organization administration and development¡¨ is the only factor having significant influence on ¡§total job satisfaction¡¨. Therefore, improving ¡§organization administration and development¡¨ is the most effective way to increase ¡§total job satisfaction¡¨.