Human Resource Management
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In recent years, the topics of new work and agile practices have received growing at-tention. The concept and mindset Working Out Loud are embedded in this field. It is described by five practices and attitudes being visible work, relationships, leading with generosity, purposeful discovery, and having a growth mindset.
The present study attempts to evaluate whether it holds that this concept is predomi-nantly adopted by employees in hierarchical companies. The underlying assumption is that employees in hierarchical settings are deprived of a sense of self-efficacy which they gain by applying Working Out Loud. The results and conclusions are based on a combination of the findings of existing academic literature and the outcomes of con-ducted interviews with Working Out Loud promoters. As the concept Working Out Loud is not yet scientifically proven, the interviews are particularly important to draw relevant conclusions. For this purpose, employees were asked questions aiming at de-fining the present organizational structure in their companies and the underlying rea-sons for them engaging in Working Out Loud practices.
The conducted interviews and analyses yielded the result that employees tend to adopt Working Out Loud practices due to an underlying missing sense of self-efficacy, among other reasons. It could be shown that although not previously selected, the in-terview sample of Working Out Loud promoters appeared to be predominantly posi-tioned in hierarchical structures. Whether this proves the hypothesis right or whether the benefit and visible change in a hierarchical context is higher than in an agile one, needs to be further analyzed in future research.
The goal of this research is to find out whether the hierarchical leadership style
of the German Bundeswehr influences their soldiers in a way, that they develop
certain competencies that are highly demanded in the agile companies in the free
market economy. For this purpose, the following question was asked: In which
ways does the leadership style of the German Bundeswehr influence the
motivation of the soldiers, their ability to work in a team and the relationship to
the direct leader?
To be able to answer this question in a proper way, scientific literature was used
to built a theoretical background. It was completed by a semi-structured,
qualitative interview with an expert of the German Bundeswehr. With nearly three
decades of experience, he is responsible for the coaching of leaders and has a
broad knowledge about the leadership culture of the German Bundeswehr.
Both, the literature and the expert are in agreement about the fact, that being a
soldier is more than a job, but a calling. Being a soldier means living for the higher
mission. Meaning, that the motivation for completing a task has to be higher than
the one of civil workers, because it is based on intrinsic motivation. Also, in the
Bundeswehr, it is essential to be able to work in a team, no matter if one has a
sympathy for the others or not. In contrast to the agile way of team work, the
military does not put a lot of effort in figuring out the best team constellation, but
rather focus on the best way to achieve the goal. So, for the soldiers it is inevitable
to be able to work in a team with all different kinds of people. Additionally, to be
able to go through privation and hard times together, the soldiers build close
connections among themselves and to their leaders. So, in comparison to a
mostly professional relationship between colleagues and superiors in the free
market, the soldiers often are friends in their personal life as well.
Based on the mentioned findings, it is possible to expect soldiers to be attractive
potential applicants for leading positions in agile organizations.
This thesis aims to explain corporate visions from a psychological perspective to examine its effects for the individual and the organization.
Therefore, the existing literature on the topic of vision and psychological theories has been reviewed. Psychological theories from cognitive, social, and positive psychology, as well as the psychology of emotion, have been applied to the topic of corporate vision.
Derived from complexity theory, visions can function as positive emotional attractors (PEA), which trigger various psychological processes. Visions activate the default mode network and lead to mental simulations, such as the simulation of a best possible self, which contribute to perceived meaning in life and lead to an increase in positive affect. Further, the PEA leads to adapting a promotion focus. Affective forecasting of the future serves as a motivator. Anticipated emotions can lead to the impact bias and emotional contagion, which are important for the communication of the corporate vision. From the perspective of social psychology, Schwartz’s theory of values and social identity theory can explain the effects of corporate visions. Growth-oriented values can trigger a promotion focus in the individual, therefore being motivating.
Social Identity theory further states, that if an organization’s values are similar to those of the individual, the individual can experience organizational identity.
Personal and professional development is a great incentive for many employees to apply for a job with a company. If this is lacking, however, it can also be a reason to look for a new employer. Now it can be assumed that personnel development looks different in every company. Given this diversity, how can you choose a company if you want to continue your education? How should one know how the personnel development in a company is regulated? One can divide company structure and culture into hierarchical, traditional, or agile, known as dynamic and adapting. Are there differences in their ways to develop their employees that could help applicants to know how their development will be in a company? The paper deals with the theoretical investigation of possible differences between the human resource development in agile and in hierarchical organisations, followed by partly-structured expert interviews with experts out of eight companies about how they manage their employee development and exchange of knowledge. They were categorized in agile and hierarchical according to some structural and cultural questions at the beginning.
The question of this paper is, if there are tendencies of the same kind of organization in terms of structure and culture, to also have the same approach of Human resource development. Further the study is conducted to find out if there are differences in the tendencies between hierarchical and agile organizations, as well as where they lie.
The results suggest that there are tendencies of the same kind of organization to have a similar approach to their human resource development. Differences could be found in terms of distribution of responsibility, frequency and content of feedback meetings and used methods for training and knowledge exchange. This is important for companies who want to compare and improve their approach and for people who want to apply to companies but want to know beforehand their responsibility for their training and how the process is going to be.
This bachelor thesis with the title Chatbots, Video Recruiting and Mobile Communication Channels: Würth Industrie Service in the field of tension between digital acquisition channels and the company philosophy ‘People are the center of attention’ deals with the implementation of digital personnel acquisition channels as well as with the conflict between digitalization and the focus on people. In particular, the communication between applicants and personnel acquisition is addressed.
Digitalization has been developing at a high speed and influences the entire working and living environment. This increasing process of change is also related to the job market and the communication process. Communication has changed in recent years and still does. Instead of the previous, purely functional exchange of information in text form, visual language is becoming increasingly important. Furthermore, the younger generation is used to speed and a quick reaction to messages through social media.
In addition to the change of traditional communication and the trend towards visual language, it must be concerned that human resources is still a people business. Digital processes can cause the actual focus on people to be lost.
Based on a qualitative research approach and the expert interview, three employees of Würth Industrie Service GmbH & Co KG and a service provider are interviewed about digital instruments and the risk of losing the focus on people through digital processes in personnel acquisition. With the help of the qualitative content analysis according to Mayring, it clearly shows how important personal contact with the applicant is in the selection process. Moreover, the personal fit of the candidate with the position and with the company can only be checked in a personal interview by HR Business Partner. Nevertheless, the introduction of a digital tool in the selection process for a pre-selection at Würth Industrie Service GmbH & Co. KG is important in order to relieve the HR Business Partners now and in the future when the number of incoming applications and hiring figures are increasing.
The recommendation to introduce video interviews rather than implementing WhatsApp and Chatbots at Würth Industrie Service GmbH at this point is based on the theoretical principles and the expert interviews.
The field of Global Mobility is becoming more varied and complex than in past years. More and more companies operating at an international level, are realizing that the handling of international assignments cannot remain the same as it was handled at its origin. Many corporations that have already recognized this, have implemented Global Mobility Departments or at least GM representatives within their organizational structure. However, there are also enterprises that due to different reasons for example, the absence of the required resources, are not able to do so. These companies tend to handle international assignments on a case by case basis, which can lead to a handful of obstacles, especially when dealing with long-term assignments.
In recent years the field of International Human Resource Management has been experiencing a shift, from the long-term assignments to a short-term assignment variety. Nevertheless, there are various reasons why some companies can still not completely replace this kind of assignments. For this reason, it is vital for companies that do not have either the necessary requirements or demand for introducing a GM department, to manage these more efficiently.
This thesis examines the use of checklists as a viable method for managing long-term assignments. The findings were applied to the current case of Liebherr Aerospace Lindenberg, regarding their strategy for traditional assignments. Results show that implementing a tool, like a simple checklist, can help to ease many challenges of managing traditional assignments. Companies that share similarities with Liebherr could apply this method and adjust it to its own situation, goals and resources.
Die Arbeitswelt wird zunehmend dynamischer und komplexer und was heute noch als neu gilt könnte morgen schon wieder veraltet sein. Im Rahmen dieser Ausarbeitung wird eine Bestandsaufnahme der drei Bereiche Führung-/Organisationstheorie, Digitaler Wandel und der Wertewandel erfasst und die aus jedem Bereich resultierenden Implikationen für Unternehmen und Führungskräfte ermittelt. Dabei wird in der Führungstheorie besonders der Ansatz der Ambidextrie-Führung betrachtet, dessen Modell der gleichzeitigen Ausrichtung eines Unternehmens auf explorative und exploitative Aktivitäten, in den letzten Jahren große Zustimmung erfahren hat. Um die praktische Umsetzung des theoretischen Konzepts der Ambidextrie-Führung untersuchen zu können wurden dabei die beiden Führungsstile der Transformationalen- und der Transaktionalen Führung auf die Aktivitätenfelder der Exploration und Exploitation übertragen. Damit Unternehmen und Führungskräfte einer ganzheitlichen Mitarbeiterführung nachgehen können und dadurch die wahrgenommene Qualität der Führung steigern ist ein holistisches Verständnis aller drei Bereiche notwendig.
The goal of this bachelor thesis is to investigate the role of self-disclosure in a Thai-German team. In-depth interviews with Thai employees and former German interns of a German automotive supplier based in Bangkok were conducted. To link the phenomenon of self-disclosure with intercultural management, German and Thai culture standards represent the base to discuss tendencies in the behavior of Germans and Thais.
The results demonstrate that general topics predominated over private subjects at the early stage of the relationship between the interviewees and their team members. Throughout the relationship, topical depth and breadth increased although the share
of positive topics outweighed. Both the Thais and Germans displayed a great willingness to share general and personal aspects which has led to the deepening of the relationship and the building of trust. The in-group/out-group effect was recognized as the interviewees preferred an in-group recipient for specific issues to be talked about.
Communicating in English did not significantly impact the amount of information revealed. The study emphasizes the role of self-disclosure for initiating, sustaining and enhancing a relationship between Thai and German co-workers.
In this bachelor’s thesis, the fundamental new trends in Human Resources, due to digital transformation for instance, will be thoroughly examined. Primary research focus is placed on assessing the concrete differences between performance appraisal systems at German and Chinese multinational companies.
Underlying Human Resources tools, such as the feedback, judgment and annual performance appraisal, will be discussed and disseminated as part of employee performance reviews and evaluations. This is intended to be achieved by offering fresh perspectives on the concepts of “New Pay” and peer evaluation among others.
In the age of digital transformation, groundbreaking technologies like artificial intelligence, create a myriad of opportunities for potential applications in Human Resource Management.
However, at the core of this research work stands the comparison between traditional and modern performance appraisal systems. Furthermore, the thesis aims at establishing a better understanding of these systems in practical fields, at the example of German and Chinese businesses. It is argued that benefits and shortcomings regarding new trends, technologies and innovations will play a major role for global corporations.
Therefore, this thesis delivers a broad foundation for understanding not only general HR performance management tools but also current research and very relevant ongoing industry problems.
Vor dem Hintergrund der voranschreitenden Digitalisierung sind die Mitarbeitenden und ihr Wissen integral für die erfolgreiche Umsetzung einer digitalen Strategie in einem Unternehmen. Erschwerend kommt hinzu, dass im Zuge des Fachkräftemangels es insbesondere regionalen und ländlichen Unternehmen schwerfällt, talentierte Mitarbeitende einzustellen und langfristig zu binden. Die vorliegende Bachelorarbeit befasst sich mit dem ersten Schritt der Kompetenzbildung im Rahmen einer Führungskräfteentwicklung in der Firma Dunkermotoren GmbH: der Identifikation von Talenten. Ziel der Arbeit ist es, ein gesamtheitliches Konzept zur objektiven Talentidentifikation zu entwerfen, um die richtigen Talente anschließend in Entwicklungsprogrammen und Talentpools weiterzuführen. Hierzu wurden verschiedene Instrumente der Talentidentifikation analysiert und auf ihre Umsetzbarkeit in der Dunkermotoren GmbH geprüft. Basis der Analyse bildeten qualitative Interviews mit Führungskräften verschiedener Fachbereiche der Dunkermotoren GmbH sowie des Mutterkonzerns AMETEK, Inc.