Under de senaste decennierna har HRs roll förändrats inom organisationerna. Från att vara enlägre administrativ funktion har HR ökat i betydelse och anses idag vara en strategisk resurs,vilket har lett till att begreppet SHRM myntats. Inom SHRM återfinns rekrytering, hanteringav humankapitalet och bevarande aktiviteter. Fokus bör ligga på bevarandet av nyckelmedarbetaresom är viktiga för organisationens konkurrenskraft på arbetsmarknaden när det idag tillstor del är arbetstagarens marknad. Syftet med vår studie är att undersöka hur organisationeranvänder HR-funktionen för att locka nyckelmedarbetare att stanna kvar, med fokus på framgångsfaktorer för ett lyckat strategiskt HR-arbete, samt dess påverkan på det psykologiska kontraktet. Vi har använt oss utav kvalitativa intervjuer med tre informanter som ingår i en organisations ledningsgrupp. Materialet har sammanställts och analyserats genom en tolkande ansats där vi med stöd av tidigare forskning identifierat relevanta begrepp som undersökts empiriskt. De slutsatser som vi kan dra om SHRM som arbetssätt är att det krävs kunskap och insikt hos ledningen om vad för potential HR-funktionen har att bidra med till organisationen för att kunna implementera SHRM som arbetssätt. Angående bevarande åtgärder för att behålla nyckelmedarbetare bör organisationer först och främst tillkännage att nyckelmedarbetare finns för att de ska kunna motiveras till att vilja arbeta med bevarande aktiviteter för att behålla dessa. Vi kan även dra slutsatsen att det psykologiska kontraktet bortprioriteras när personalomsättning har blivit en naturlig del av organisationens vardag. / Great changes have occurred in HR over the last few decades. From being a lower, administrativefunction, HR has developed to a strategic resource in, operating in the higher levels of the organization, which has lead to the development of SHRM. Within the field of SHRM we can find recruitment, management of human capital and activities to decrease turnover. Attention should be paid to retain key employees whom are of great importance for creating a competitive advantage for the organization on the labor market. The purpose of this study is to investigate how organizations use the HR-function to increase retention among key employees; focusing on success factors for a strategic HR-work and its effect on the psychological contract. We've used qualitative interviews containing three informants that represent an organizations operational management team. The material has been assembled and analyzed through an interpreting approach where we, supported by theories and previous research, have identified relevant terms that have been investigated empirically. A conclusion regarding SHRM, as a practice, is that it demands a high level of knowledge and insight within the operational management team regarding the diversity of HR and how it can contribute to the organization in order to be implemented within the organization. Regarding activities to decrease turnover to keep key employees, organizations primarily need to signify the existence of key employees to even consider wanting to work with these kinds of activities. Furthermore, we have identified the lack of priority that the psychological contract gets if turnover has become a natural part of the everyday life within the organization.

One of the challenges imposed by the 21st century is to retain talented staff by keeping employees engaged in their work. Engagement in itself is a complex construct, which still requires much clarification. One of the gaps in the literature is the link between engagement and the competencies required by individuals to craft a career in the 21st century. These competencies are referred to as psychological career resources (Coetzee, 2008). This study was conducted in a medium-sized South African software and services organisation using a random sample of 111 consultants. The primary objective of the study was to investigate the relationship between psychological career resources (career preferences, career values, career enablers, career drivers and career harmonisers) and engagement (dedication, vigour and absorption). The second and third objectives were to find whether there were any significant differences between individuals who differed as to gender, age, marital status, occupational field, occupational level and department in which employed with regard to engagement and psychological career resources. A further objective was to establish the dominant psychological career resources and engagement constructs of the consultants in the sample. The data was collected using the 9-item U-WES (Utrecht Work Engagement Scale) and the PCRI (Psychological Career Resources Inventory). The study found that behavioural adaptability and self-esteem have a significant impact on vigour and dedication, while behavioural adaptability also has a significant impact on absorption. This study could contribute meaningful information to the field of well-being and career development, allowing professionals to assist individuals in developing career competencies that contribute to engagement and ultimately to well-being. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

Tato diplomová práce hodnotí způsob řízení lidských zdrojů ve společnosti DSG International SSC s. r. o. Na základě teoretických východisek se zabývá rozborem jednotlivých personálních činností. Dotazníkové šetření odhaluje silné a slabé stránky týkající se spokojenosti zaměstnanců a charakteristických rysů jejich práce. Navržené kroky na zlepšení poskytují možnost jak v budoucnu dosáhnout větší efektivity v oblasti řízení lidského kapitálu.

Inom ramen för denna studie undersöks hur organisationer kan behålla personal med hjälp av kompetensutveckling och karriärmöjligheter i samverkan med det psykologiska kontraktet. Vid implementerandet av kvalitativa intervjuer ämnar undersökningen att bidra till ökad kunskap om hur organisationer kan arbeta för att behålla medarbetare. Med hjälp av sex intervjupersoner som alla arbetar inom en specifik organisation har empiri insamlats för att undersöka problemområdet. Resultatet visar bland annat att kompetensutveckling och karriärmöjligheter uppfattades som centrala aspekter för att medarbetare ska stanna kvar inom sin organisation. Därutöver visade resultatet även vikten av att som organisation sätta rätt förväntningar till sina medarbetare för att inte riskera att de slutar inom organisationen. / Within the framework of this study, it was investigated how organizations can retain their staff with the help of competence development and career opportunities to maintain the psychological contract with the employees. When implementing the qualitative interviews, the interview guide aimed to contribute to an increased understanding of how organizations work to retain their competent employees. With the help of six interviews, empirical data has been collected to investigate the problem and research area. The results that have been discovered include that competence development and career opportunities were perceived as central parts for employees to remain within their organization. In addition, the results also showed the importance of setting the right expectations for their employees as an organization, since that could reduce the risk of the employee’s intention to leave the organization.

Bakgrund: Det är av stor vikt för organisationer att arbeta med employee retention management för att maximera sina chanser att behålla sin personal. Att förlora medarbetare leder till höga kostnader för bland annat nyrekrytering och upplärning. Dessutom uppstår en kompetensförlust. Idag råder en stor lärarbrist i Sverige vilken förväntas öka ytterligare de kommande åren. Det är alltså inte enbart kostsamt för skolor att förlora sina lärare; det är också riskfyllt då det riskeras att den kompetens som krävs inte finns att tillgå på arbetsmarknaden.Syfte: Studien avser att förklara vilken faktor i psykologiska kontraktet som anses vara viktigast när lärare väljer att kvarvara i sin anställning samt i vilken ordning de undersökta faktorerna föredras av de medverkande lärarna. Därtill ämnas att studera vilka skillnader och/eller likheter som finns i vad lärare på kommunala respektive fristående skolor värderar.Teoretisk referensram: Denna studie utgår från teorier om employee retention management och studiens huvudteori är det psykologiska kontraktet som har sin grund i social exchange-teorin. De faktorer i det psykologiska kontraktet som studeras är möjligheter till karriärutveckling, stöd från och kommunikation med chefer, lön och finansiella belöningar, möjligheter till lärande och utbildning, social atmosfär och relation till kollegor, balans mellan arbetsliv och privatliv samt arbetsinnehåll.Metod: Studien är genomförd med kvantitativ metod bestående av enkätundersökning. Därtill används en komparativ design för att söka finna eventuella likheter och/eller skillnader mellan vad lärare på fristående och kommunala skolor värderar i sin anställning.Slutsats: Social atmosfär och relation till kollegor är den faktor i det psykologiska kontraktet som av de svarande lärarna anses vara den viktigaste till att de väljer att kvarvara i sin anställning – både vad gäller rangordning av faktorernas medelvärden och vid val av den allra viktigaste faktorn samt för lärare i både fristående och kommunala skolor. På samma sätt är möjligheter till karriärutveckling den faktorn som anses minst viktig i alla dessa avseenden, vilket skulle kunna förklaras av det faktum att läraryrket inte är karriärfokuserat. Den största skillnaden som återfinns i studien är att faktorn stöd från och kommunikation med chefer värderas högre av lärarna på de fristående skolorna än lärarna på de kommunala skolorna. / Background: It is of great importance for organizations to focus on employee retention management in order to maximize their chances to retain their employees. Losing employees results in high costs for recruitment and training etcetera. In addition, there will be a loss of competence. Today there is a shortage of teachers in Sweden which is expected to grow larger in the coming years. Not only is the loss of employees expensive; it is also critical because of the risk of not being able to find the right competence on the labormarket.Purpose: Present study aims to examine which factor in the psychological contract teachers consider being the most important when choosing to stay in their present employment and in which order the examined factors are preferred by the participating teachers. Moreover, the purpose of this study is also to investigate whether there are similarities and/or differences between what teachers in public and private schools value.Theory: This study originates from theories about employee retention management and the main theory is the psychological contract which in turn originates from the social exchange theory. The studied factors in the psychological contract are career opportunities, support from and communication with supervisors, salary and financial rewards, training and development opportunities, social atmosphere and relationship with co-workers, worklife balance, and job content. Method: This study was conducted through a quantitative method using a questionnaire. In addition, a comparative design was used in order to find which similarities and/or differences that exist between what teachers in private and public schools value in their employment.Conclusion: Social atmosphere and relationship with co-workers is the factor in the psychological contract that the teachers in this study consider to be the most important when they choose to remain in their employment – both when ranking the factors’ means and when choosing the single most important factor and also for teachers in both public and private schools. Similarly, the factor career opportunities is the least important factor in all these regards, which could be explained by the fact that the teaching profession is not career focused. The greatest difference between the two sectors is found in the factor support from and communication with supervisors where the teachers in the private schools find this factor more important than the teachers in the public schools do.

Overcoming resistance to change is crucial for organizational changes. In manufacturing companies, changes and digital transformations are more frequently occurring and in faster paces. The purpose of this thesis is to study how digital transformations can be implemented successfully in manufacturing organizations by analyzing important factors and strategies in change management and offer solutions for deficient processes. This thesis is an inductive qualitative case study. The theories brought up in this thesis are regarding change management, digital transformation, the theory of planned behavior, the psychological contract, employee involvement and digital design, all regarding change management. By analyzing the organizations implementation-, change management- and digital transformation processes, important factors were extracted to develop the organizations digital transformation strategy. A total of 10 interviews were held with team leaders and production leaders and 4 observations were held. The collected data and researched theories were analyzed to fill the discovered gaps in the organizations change management. The results show that there are gaps in the communication within the organization and a deficient communication chain. Results show that there is a selective involvement of employees in new implementation- and digital transformation processes and that regularly involved employees in new implementation processes and digitalization initiatives show more positive expectations and attitudes towards change whilst uninvolved employees expressed more negative. The results also show that the absence of support functions such as HR, ergonomics, IT technicians etc. in the evening shifts may contribute to role ambiguity and role conflict in the evening shift production leaders and contribute to resistance to change due to added workload and insufficient support. By involving more employees and departments in implementation processes, standardizing communication methods and engaging support functions in the evening shift new digital transformation initiatives can be implemented more successfully. / Att övervinna motståndet mot förändringar är avgörande för organisatoriska förändringar. I tillverkningsföretag sker förändringar och digitala transformationer oftare och i ökande takt. Syftet med detta examensarbetet är att studera hur digitala transformationer framgångsrikt kan implementeras i tillverkande organisationer genom att analysera viktiga faktorer och strategier inom förändringsledning och erbjuda lösningar till bristfälliga processer. Denna avhandling är en induktiv kvalitativ fallstudie. Teorierna som tas upp i detta examensarbete gäller förändringsledning, digitala transformationer, teorin om planerat beteende, psykologiska kontrakt, medarbetarengagemant och digital design, allt med avseende på förändringsledning. Genom att analysera organisationens implementerings-, förädringslednings- och digitala transformationsprocesser extraherades viktiga faktorer för att utveckla organisationens digitala transformationsstrategi. Totalt hölls 10 intervjuer med lagledare och produktionsledare och 4 observationer genomfördes. Den insamlade data och de studerade teorierna analyserades för att fylla de upptäckta gapen i organisationens förändringsledning. Resultaten visar att det finns gap i kommunikationen inom organisationen och en bristfällig kommunikationskedja. Resultat visar att det finns ett selektivt engagemang av medarbetare i nya implementerings- och digitala transformationsprocesser och att regelbundet involverade medarbetare i nya implementeringar och digitaliseringsinitiativ visar mer positiva förväntningar och attityder till förändring medan oengagerade medarbetare uttryckte sig mer negativa. Resultaten visar också att frånvaron av stödfunktioner som HR, ergonomer, IT-tekniker etc. på kvällspassen kan bidra till rolloklarhet och rollkonflikt hos kvällsskiftets produktionsledare och bidra till motstånd mot förändring på grund av ökad arbetsbelastning och otillräckligt stöd. Genom att involvera fler medarbetare och avdelningar i implementeringsprocesser, standardisera kommunikationsmetoder och engagera stödfunktioner i kvällsskiftet kan nya digitala transformationsinitiativ implementeras mer framgångsrikt.

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Tant auprès des chercheurs que des praticiens, la socialisation organisationnelle semble représenter un sujet d’intérêt à l’heure actuelle (Fang, Duffy, & Shaw, 2011). Dans cette lignée, la présente thèse cherche à approfondir notre compréhension de la socialisation organisationnelle, afin d’en dresser un portrait plus complet et étayé, mais aussi d’y arrimer des pratiques porteuses pour les organisations et leurs employés. Plus précisément, les aspects relationnels inhérents au vécu des nouveaux employés, largement ignorés à ce jour dans la documentation (Ashforth, Sluss, & Harrison, 2007), sont examinés à partir de données recueillies à trois temps de mesure distincts auprès d’un échantillon de 224 nouveaux employés. Avec comme point de départ la théorie de l’échange social (Blau, 1964) et le concept de confiance affective (McAllister, 1995), le premier des deux articles qui composent la thèse démontre que, par rapport aux approches dites classiques (i.e., exprimant une vision cognitive de la socialisation organisationnelle), une approche relationnelle de la socialisation organisationnelle permet de mieux rendre compte du lien psychologique qui s’établit entre les nouveaux employés et l’organisation, alors que les approches cognitives classiques sont davantage explicatives de la performance des employés. Les deux approches semblent donc complémentaires pour expliquer l’adaptation des nouveaux employés. Le second article s’appuie sur la démonstration effectuée dans le premier article et cherche à approfondir davantage les aspects relationnels inhérents au vécu des nouveaux employés, de même que leur influence sur l’adaptation de ces derniers. À cette fin, la théorie de la conservation des ressources (Hobfoll, 1989) est considérée et l’engagement affectif (Meyer & Herscovitch, 2001) est mis de l’avant comme concept focal. Les résultats suggèrent que l’engagement affectif envers le supérieur compense pour un déclin de l’engagement affectif envers l’organisation, tel qu’il résulte d’un bris de la relation avec l’organisation. Les relations semblent donc, dans certaines circonstances, avoir une portée qui dépasse leurs protagonistes directs. La présente thèse démontre donc que les aspects relationnels inhérents au vécu des nouveaux employés ont une influence distincte, prépondérante et complexe sur leur adaptation en emploi. Ce faisant, elle s’insère dans un courant de recherche visant à remettre à l’avant-plan et mieux comprendre la sphère relationnelle dans les organisations (Ragins & Dutton, 2007). Les implications théoriques et pratiques qui en découlent seront discutées. / Both among researchers and practitioners, organizational socialization seems to be a topic of interest nowadays (Fang, Duffy, & Shaw, 2011). Along this line, the present thesis seeks to deepen our understanding of organizational socialization in order to provide a more complete and documented picture of it, but also to develop useful practices for organizations and their employees. Specifically, the relational aspects inherent to the experience of newcomers, largely ignored so far in the literature (Ashforth, Sluss, & Harrison, 2007), are examined using data collected at three points in time among a sample of 224 newcomers. Using social exchange theory (Blau, 1964) as a background and the concept of affective trust (McAllister, 1995), the first of the two articles that comprise the thesis shows that, compared with conventional approaches (i.e., expressing a cognitive view of organizational socialization), a relational approach to organizational socialization can better reflect the psychological bond that is established between newcomers and organizations, while conventional approaches are more explanatory of employee performance. The two approaches thus seem complementary to explain newcomer adjustment. The second article draws from the evidence reported in the first article and seeks to further deepen the relational aspects inherent to the experience of newcomers, as well as their influence on adjustment. To this end, conservation of resources theory (Hobfoll, 1989) is considered and affective commitment (Meyer & Herscovitch, 2001) is put forward as the focal concept. Results suggest that affective commitment to the supervisor compensates for a decline in affective commitment to the organization as resulting from a breach to individuals’ relationship with the organization. Relationships thus seem, under certain circumstances, to have an impact that goes beyond their direct protagonists. This thesis therefore demonstrates that the relational aspects inherent to the experience of newcomers have a distinct, prevailing and complex influence on their adjustment. In doing so, it is part of a research stream that tries to put forward and better understand the relational dynamics within organizations (Ragins & Dutton, 2007). Theoretical and practical implications will be discussed.

Les missions internationales en entreprise ne parviennent plus à retenir les talents alors même que leur coût reste très élevé. La délocalisation de l’individu apparaît donc comme une nouvelle forme d'expatriation à mi-chemin entre expatriation auto-initiée et mission internationale en entreprise. Cependant, celle-ci résonne comme une violation du contrat psychologique liant l’individu à son entreprise. En effet, le diplôme ne semble plus protéger l’employé contre la délocalisation de son poste vers des pays à coût plus bas. Cette étude de cas a aidé à identifier les facteurs influençant les talents à accepter une relocalisation sous contrat local dans un pays à moindre coût. De ce fait, cette thèse fournit aux entreprises des éléments contributifs à la gestion globale des talents dans un contexte de délocalisation. / Individual offshoring emerges as a new form of organizational-initiated expatriation which bridges self-initiated-expatriation and international assignment. The failure of IA to retain talented individuals (talent) and a growing pressure on costs leave no choice to companies but to dramatically reconsider how expatriation can develop talent globally in a different but still sustainable way.However, this new form of expatriation resonates as a breach of the psychological contract. If talent no longer expect to remain in the same company for a large part of their career, they still hold an expectation that white collar activities associated to higher degrees would protect their jobs from moving abroad. This thesis was a case study of a company offshoring some of its global talent to lower cost locations. The purpose was to understand what factors talent consider in accepting to relocate to a lower cost location under a local contract. This research contributes to talent retention and sustained talent management while offshoring ac-tivities to lower cost countries.

Tant auprès des chercheurs que des praticiens, la socialisation organisationnelle semble représenter un sujet d’intérêt à l’heure actuelle (Fang, Duffy, & Shaw, 2011). Dans cette lignée, la présente thèse cherche à approfondir notre compréhension de la socialisation organisationnelle, afin d’en dresser un portrait plus complet et étayé, mais aussi d’y arrimer des pratiques porteuses pour les organisations et leurs employés. Plus précisément, les aspects relationnels inhérents au vécu des nouveaux employés, largement ignorés à ce jour dans la documentation (Ashforth, Sluss, & Harrison, 2007), sont examinés à partir de données recueillies à trois temps de mesure distincts auprès d’un échantillon de 224 nouveaux employés. Avec comme point de départ la théorie de l’échange social (Blau, 1964) et le concept de confiance affective (McAllister, 1995), le premier des deux articles qui composent la thèse démontre que, par rapport aux approches dites classiques (i.e., exprimant une vision cognitive de la socialisation organisationnelle), une approche relationnelle de la socialisation organisationnelle permet de mieux rendre compte du lien psychologique qui s’établit entre les nouveaux employés et l’organisation, alors que les approches cognitives classiques sont davantage explicatives de la performance des employés. Les deux approches semblent donc complémentaires pour expliquer l’adaptation des nouveaux employés. Le second article s’appuie sur la démonstration effectuée dans le premier article et cherche à approfondir davantage les aspects relationnels inhérents au vécu des nouveaux employés, de même que leur influence sur l’adaptation de ces derniers. À cette fin, la théorie de la conservation des ressources (Hobfoll, 1989) est considérée et l’engagement affectif (Meyer & Herscovitch, 2001) est mis de l’avant comme concept focal. Les résultats suggèrent que l’engagement affectif envers le supérieur compense pour un déclin de l’engagement affectif envers l’organisation, tel qu’il résulte d’un bris de la relation avec l’organisation. Les relations semblent donc, dans certaines circonstances, avoir une portée qui dépasse leurs protagonistes directs. La présente thèse démontre donc que les aspects relationnels inhérents au vécu des nouveaux employés ont une influence distincte, prépondérante et complexe sur leur adaptation en emploi. Ce faisant, elle s’insère dans un courant de recherche visant à remettre à l’avant-plan et mieux comprendre la sphère relationnelle dans les organisations (Ragins & Dutton, 2007). Les implications théoriques et pratiques qui en découlent seront discutées. / Both among researchers and practitioners, organizational socialization seems to be a topic of interest nowadays (Fang, Duffy, & Shaw, 2011). Along this line, the present thesis seeks to deepen our understanding of organizational socialization in order to provide a more complete and documented picture of it, but also to develop useful practices for organizations and their employees. Specifically, the relational aspects inherent to the experience of newcomers, largely ignored so far in the literature (Ashforth, Sluss, & Harrison, 2007), are examined using data collected at three points in time among a sample of 224 newcomers. Using social exchange theory (Blau, 1964) as a background and the concept of affective trust (McAllister, 1995), the first of the two articles that comprise the thesis shows that, compared with conventional approaches (i.e., expressing a cognitive view of organizational socialization), a relational approach to organizational socialization can better reflect the psychological bond that is established between newcomers and organizations, while conventional approaches are more explanatory of employee performance. The two approaches thus seem complementary to explain newcomer adjustment. The second article draws from the evidence reported in the first article and seeks to further deepen the relational aspects inherent to the experience of newcomers, as well as their influence on adjustment. To this end, conservation of resources theory (Hobfoll, 1989) is considered and affective commitment (Meyer & Herscovitch, 2001) is put forward as the focal concept. Results suggest that affective commitment to the supervisor compensates for a decline in affective commitment to the organization as resulting from a breach to individuals’ relationship with the organization. Relationships thus seem, under certain circumstances, to have an impact that goes beyond their direct protagonists. This thesis therefore demonstrates that the relational aspects inherent to the experience of newcomers have a distinct, prevailing and complex influence on their adjustment. In doing so, it is part of a research stream that tries to put forward and better understand the relational dynamics within organizations (Ragins & Dutton, 2007). Theoretical and practical implications will be discussed.