Thesis (Ed.D.)--Boston University

A wide range of Human Resources (HR) processes and information can now be managed and devolved to line managers and employees using e-HRM (‘electronic Human Resource Management’). E-HRM has been defined as “An umbrella term covering all possible integration mechanisms and contents between HRM and information technologies, aiming at creating value within and across organisations for targeted employees and management.” (Bondarouk & Ruel, 2009, p.507). Contemporary e-HRM technologies contain powerful functionality that can support organisations in reducing the cost and improving the quality of Human Resource service delivery, as well as enabling higher productivity and providing strategic capability. The aim of this dissertation is to explore why the development of e-HRM has been relatively immature, given that organisations tend to take an ‘automating’ approach that focuses primarily on administrative efficiency. The central thesis is that future development of e-HRM depends on two factors; firstly, that stronger links between e-HRM and competitive advantage at the organisational level must be defined and exploited; and secondly that shared frames of reference with regard to technology are critical to gaining the support of investors in e-HRM. The dissertation explores the wider context of e-HRM and its relationship to contemporary themes such as HR transformation, service delivery models, the growth of the internet and changing employee and managerial workplace expectations. Various definitions of e-HRM are explored, together with a literature review that categorises and summarises e-HRM literature over a twenty-one year period, concluding that there has been inadequate focus on understanding how e-HRM creates value. The dissertation makes a key contribution to practice through the e-HRM Value Model, a framework for defining, understanding and articulating how e-HRM creates organisational value. Its focus is on the outcomes of e-HRM rather than its characteristics, proposing that only three forms of outcomes can be derived from e-HRM: Operational HR cost reduction, improved people management / productivity and increased strategic capability. It represents a means of defining not only the value outcomes of e-HRM, but also the linkages between value potential, value conversion and value outcomes, providing a practical framework for defining the linkages between e-HRM and competitive advantage, as well as the basis for a diagnostic tool. The dissertation makes a contribution to knowledge through the analysis and subsequent synthesis of a wide-ranging literature review and interviews with fortysix managers and line managers across fifteen organisations that were planning for or had implemented e-HRM. It concludes with a series of proposed reasons for the slow progress towards greater strategic use of e-HRM, based on a technological frames approach with regard to the Nature of Technology, Technology in Use and Technology Strategy. The dissertation argues that unless HR professionals are themselves able to make sense of e-HRM and articulate the benefits in terms of competitive advantage, e-HRM development is likely to remain immature. Further research opportunities to develop and test the model are identified, together with an assessment of the implications for e-HRM management.

Abstract The globalization tendency has led the new market, the new product, the new point of view, the new ability and the new competitive advantage, the enterprise must have to be able to have the unique competitiveness, the manpower becomes one of enterprise competition most important sharp weapons, the human resources new duty will be guides the enterprise to break through the challenge, the new role must act which from the traditional bracelet. This research is for the purpose of discussing the enterprise the human resources activity situation, enterprise characteristic regarding human resources activity influence, and discusses the human resources function and the human resources potency relations. According to correlation literature discussion, of human resources management function, this research classification will adopt Dr. Bingen Wu's "the organization development","The resource management","the strategy consultation", and"the personnel administration" and so on four big construction surface make the classification. This object of study for aims at of human resources department the enterprise one artificially to execute measures the object, the grand total sends out 782 questionnaire, the returned and effective questionnaire altogether 153, the returns-ratio is 19.8%. The material analysis is take the human resources management function as from variable, as depends on variable potency of weight take the human resources, carries on the variance analysis to examine the human resources management function to the human resources potency whether has the remarkable influence, and utilizes the regression analysis inquisition human resources function to of influence the human resources potency result. These researches concludes: 1.The level of Human resources role is promoted. With the specialty human resources personnel, the human resources highest manager has Master or above school record, and participates in the enterprise operation meeting, shows the importance of the human resources for the enterprise . 2.The human resources function is more perfect, the human resources potency is better. a. The development of organization function is more perfect (make long-term development system for organization, appraisal present situation, draws up the manpower cultivation strategy, impetus organization studies, lead the organization transformation), the potency of the customer capital surface is better. b. The personnel administration function and the resource management function are more perfect (utilizes the multi-dimensional way to hire new employees, salary survey, draws up various levels training plan, result of the achievements to be the dismissal basis, and make the human resource plan for now and the future, base on this to develop education and training plan, achievements evaluation, manpower change and future development plan), the potency of the human capital surface is better. c.The strategy consultation function and the personnel administration function is more perfect (The human department is able to provide the suggestion, the strategy, and drafts the cultivation plan, and also transform the enterprise strategy to the practice of the human resource management, to develop suitable human resources motion, and in hiring, operating, training and keeping, both considering the quality and the cost), then potency of the financial capital surface is better. d.The resource management function is more perfect (draws up the plan for manpower oversupply or shortage, link it to the education and training plan, the manpower changes and the future development in the process), the potency of the structure capital surface is better. The research discovered, the organization should place importance on the investment of the capital of human resource, and coordinates the regulation revision and the human affairs flow improvement, it will conducive toward favor fast also has the system promotion organization's competitiveness

This diploma thesis deals with human resources management in a selected company with an emphasis on revealing deficiencies in the analyzed area of management and suggesting possible improvements. The main objective of the thesis is to analyze human resources management in a particular company, to reveal the strengths and weaknesses of this system and then to propose real improvements. The subject of this diploma thesis is the human resource management system of selected company. The object of the research is an anonymous company. The diploma thesis is divided into three main parts. In the first part of the thesis based on the theoretical backgrounds in human resources management and personnel management the basic concepts were formulated and defined as the main pillars of the research. The second analytical part is devoted to the results of research conducted in the company and, in particular, to direct interviewing methods through structured interviews, questionnaires and workshop prepared with external company. The third, final part brings suggestions and therefore presents the strengths and weaknesses of the human resources management system described in the previous section and provides recommendations on how to improve it. At the end of the thesis, the most important research findings are presented.

Knowledge management only recently gained respect as a strategic business tool. Assisted by technology, the ability to gather, formulate and share data took on new dimensions. Knowledge management is multifarious and covers areas such as cognitive science, business process and human resources management. Human resources management in turn covers a wider area than knowledge management. The two areas overlap because knowledge creation is primarily a human activity. Critical success factors and specific objectives for human resources management within a knowledge-based environment were the main outcomes derived from this research. Human resource practitioners need to change their work practices in order to be effective in a knowledge-based environment. This was a key finding of the research. It was established that information technology management was still the main driver of knowledge management projects in organisations, but had also grown tremendously in understanding human issues within technical environments.

The purpose of this study was to examine workforce characteristics of RDs in Ontario from 2003-2009. Descriptive statistics were used to determine: (1) What does the profession of dietetics look like? (2) What are the employment transition trends of RDs? Data analysis revealed two themes: (1) Succession planning for mid-career RDs- what are the priorities? (2) The shift to the community- who is paying the moving costs? Findings indicate the workforce of RDs aged 40-59 years has declined; these RDs represent the smallest proportion of the workforce with graduate-level education. There has been a shift of RDs out of government and public health settings into LTC/CCAC‟s and FHTs. Results indicate that while hospitals are the most attractive work setting, there are few RDs in the FSAD practice area. Recommendations include development of retention strategies for mid-career RDs and increasing understandings of RD workforce transition trends for future HHR planning. / UOIT

Established service firms acknowledge that successful radical innovations are critical to create substantial customer value by satisfying unmet needs, enhance long-term growth and the flows of idiosyncratic asset stocks that create sustainable competitive advantage. Despite these invaluable advantages, the failure rate of these costly and complex innovation initiatives is high and incremental innovation and imitation behaviour dominates most service industries, especially the financial service industry. Given the importance of services and the low performance records of these projects, it was expected that radical service innovation would be considered as a high research priority. Unfortunately, it was not the case. The central objective of the current research project is to develop a multi-layer (dynamic or evolutionary) conceptual framework for the key capabilities and competences of radical innovation success in the context of the Egyptian banking sector. An analytical, multi-layer conceptual framework was proposed before approaching the empirical study to guide the process of data collection and analysis. This conceptual framework elaborated on the major principles of the competence-based view of the firm. A (retrospective) longitudinal, multi-method, qualitative case study research was designed. Three data collection techniques were used: interviews; documents, and observations. A common framework of data analysis was employed: process narrative strategy; and synthetic strategy. The findings show that key to the success of radical service innovation is a complex set of capabilities and competences. These are: entrepreneurial (resource building) capability, theoretical (second-order) construct; core radical innovation competence, superordinate (third-order) construct; incubation capability, theoretical (third-order) construct; and acceleration capability, theoretical (third order) construct. Moreover, the success/performance of radical innovation is assessed through four categories of constructs. The first category is temporary competitive advantage (TCA), which may be: effectiveness advantage; or efficiency advantage. The second category is sustainable competitive advantage (SCA). The third category is a set of imitation barriers. The fourth category is the superior long-term financial performance. The findings show that the entrepreneurial (resource building) capability is causally linked to the core radical innovation competence, which is causally linked to both the incubation and acceleration capabilities. The findings also show that the incubation capability is causally linked to acceleration capability. The acceleration capability, on the other hand, is causally linked to TCA. The findings also show that the TCA-SCA relationship is contingent, and moderated by imitation barriers. Moreover, the SCA is causally linked to the superior long-term financial performance. Finally, the superior long-term financial performance is causally linked to core radical innovation competence. The current research project contributes to several streams of the literature in four main ways. First, it develops a process model for a radical service innovation project, from its inception to introduction. This model is developed based on a radical innovation at the national level: the National Program for Vehicle Replacement (NPVR), which is seen as success story in a developing country. Several national and international banks have played key roles in the incubation and acceleration phases of this program. Second, it delivers a set of original theoretical constructs (manifested by a consistent and comprehensive set of 72 first-order latent factors), and the propositions linking these theoretical constructs. Third, it identifies 13 criticisms for one of the most widely adopted theory within the (entrepreneurship, innovation, and strategic management) literature, the resource-based view (RBV) of the firm. Finally, it reinforces one of the least employed research methodologies, longitudinal qualitative research based on process data.

This research study is focused on the field of Talent Management (TM) as part of the Portsmouth DBA programme. The study aims to help address existing gaps in the academic and practitioner knowledge around TM. TM is one of the most important areas for Human Resources Management and is also one of the key challenges for organisation and management (Thunnissen, Boselie, & Fruytier, 2013). For the practitioner the study adds the perspectives of the senior executive, line managers, and HR practitioners. From an academic perspective the study looks at emotions, feelings, and understanding of a number of key individuals, with the intent to build a broader focus for TM that has more than a process or outcome focus. The study also looked at the roles and skills of the key stakeholders – senior executives, line managers, and HR practitioners. The study uses a case study method to analyse the VT Group, a multinational corporation and explore the introduction of a TM programme in the Group between 2006 and 2009. The VT Group was also transforming at the time from shipbuilding to a services organisation. The approach was to use VT Group as a case study and utilise semi-structured interviews and Interpretative Phenomenological Analysis (IPA) to analyse the interview data. The aim was to gain insights into how the different individuals and stakeholder groups saw the introduction and implementation of TM. Little is known about the perspective of the stakeholder groups in terms of their perception and understanding of TM. In addition the study looked at the role and skills required of the different stakeholder groups to implement TM. It was also important to understand TM in relation to strategic human resource management as many organisations have shifted their HR functions towards the “Ulrich” model (Ulrich, 1997), and how this related to the HR function in the case study organisation. The findings of the study were that the concept of TM was ambiguous in its introduction and implementation and that there were multiple understandings of what Talent is, and TM was aiming to achieve. The findings were mirrored in the literature review around TM. In addition the findings pointed to the challenge of managing emotions in the organisation and the need for Emotional Intelligence skills when implementing TM and also the importance of aligning TM to the organisation strategy. It was also found that the different stakeholder groups also had very different views of TM between themselves, and that the HR function especially had broad differences in their views of TM and its implementation. From a roles and skills perspective the different stakeholder identified broad strategic role and strategic skills required and also soft skills like coaching, communication, and facilitating as well as process and project management skills. The results of the study highlights opportunities for further research into leadership and Emotional Intelligence required in implementing TM; closer alignment of TM and business strategy; and also improved understanding of the roles and skills required of the stakeholder groups. There is an opportunity for further research in these areas.

This thesis addressed the bystander intervention gap in the workplace bullying literature. Bystanders are employees, other than the bully or target, who are present when bullying occurs. They are well placed to intervene but often they do not. Previous research suggested that increased bystander intervention may lead to a reduction in workplace bullying. Although suggestions for bystander intervention in workplace bullying were found in the literature none had been implemented or measured. As field research this thesis addressed a real-world problem. The participating employees were from a large, mainland UK organisation where workplace verbal bullying had been identified as a problem. Therefore a strategy for bystander intervention in workplace verbal bullying was designed, implemented and measured. The new Responsible Intervention Decision Strategy (RIDS)model combined existing theories on the bystanders' decision process and responsibility to support bystander intervention. This quantitative study developed and validated a new 15 item Responsible Bystander Intervention in Verbal Bullying (RBI-VB) metric. The concise metric was incorporated into a practical, single-page survey to test the RIDS model in the field. Shop-floor employees participated in pre and post-intervention surveys (N = 1501) and one of four conditions. The RBI-VB metric demonstrated that responsible bystander intervention was positively correlated to bystander willingness to intervene in workplace verbal bullying. This could be increased with RIDS-based training or the in-house campaign; and was positively correlated to self-reported bystander intervention. The study is limited as it took place within a single UK organisation. However, the findings demonstrated the efficacy of the RIDS model and the practical application of the RBI-VB metric for baseline measurements, monitoring and to assess bystander intervention programmes. Willingness to intervene can be increased and this relates to actual intervention but most bystander intervention was carried out by previous targets of workplace verbal bullying. The implications are discussed.

The purpose of this Summary of Portfolio is to set the thesis within a context of the work previously assessed within the Doctorate in Business Administration (DBA) programme. It therefore reflects on the learning achieved and summarises key findings of the pre-thesis work, Personal and Professional Review: Action Learning; and Business Research Methods, while recognising the personal and professional journey undertaken and reflecting how I reached the starting point of the thesis component of the programme. For many years, I considered that the opportunity to undertake doctoral study would be pinnacle of my academic achievement. I wanted to have the opportunity to make a fresh and meaningful contribution to practice-based knowledge of the Human Resource Profession. The pre-thesis programme commenced with Personal and Professional Review module, that enabled me to review my previous Human Resources career, and my development and learning over this period. This reflection allowed me to gain a deep insight into my own actions and preferences that had guided and supported my career choices. I was able to engage in deep reflection on achievements in the light of the enhanced personal self-knowledge and review my whole career progression and achievements and plan for the future. An element of this reflection triggered a major development in my career and at the mid-point of the DBA programme I decided to leave my role as a Director in a large local authority. Human Resources and Organisational Development was a career I had followed for over twenty-five years when I decided to start the next stage of my career as an independent Executive Coach and Organisational Development Consultant. The development of individuals and organisations had been an area of professional interest for a considerable time and in 2007 I qualified as an Executive Coach through Leeds University. As a senior practitioner, my first-hand experience in Executive Coaching, together with an interest in how individuals use coaching had led to the desire to research the use of Executive Coaching in Local Government. Through the Business Research Methods module I was able to formulate a detailed proposal for my thesis. In the module I re-engaged with both qualitative and quantitative research methods and further increased my knowledge in this area with the acquisition of advanced research skills that provided a sound base for the commencement of my major research project. During the journey I have had the opportunity to use my capabilities as an independent, self-reliant and self-motivated learner, together with incorporating my existing learning achievements, qualifications and experience into academic credits towards a DBA. The programme has allowed me to develop real expertise in areas of interest to me, and my profession. On reflection, it has allowed me to fulfil my desire to prove that I could operate as proficiently in an academic environment as I do as a practitioner. I now feel that I have addressed, what I felt was an in-balance. Before this journey, I considered my practitioner ability was far greater than my academic ability. Through doctoral study, I have addressed this, and recognise my achievement of gaining extensive academic knowledge, understanding and academic skills, and feel I can hold my own in an academic setting. I have also been able to gain an overview of theory and conceptual frameworks that further strengthen my approach to teaching and learning. The research into new areas and developing wider knowledge has resulted in a new Executive Coaching model that will now be shared through academic forums and professional networks to the advancement of my own professional practice and for the benefit of the wider profession.