Human Resource Management
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Die Unzufriedenheit vieler Unternehmen mit dem Mitarbeitergespräch hat Rekordhöhe erreicht. Hierfür wird unter anderem die demotivierende Wirkung, welche das Mitarbeitergespräch bei Mitarbeitern auslöst, als Grund aufgeführt.
Ziel der vorliegenden Arbeit ist es, die Auswirkungen des Mitarbeitergesprächs auf die Mitarbeitermotivation mit Hilfe gezielter Literaturrecherche zu untersuchen. Dabei wurden verschiedene Faktoren des Mitarbeitergesprächs auf ihre motivierende bzw. demotivierende Wirkung untersucht.
Im Zuge dieser Arbeit konnten einige Faktoren identifiziert werden, die die Mitarbeitermotivation im Rahmen eines Mitarbeitergesprächs beeinflussen und in Betracht eines leistungssteigernden Performance Managements berücksichtigt werden sollten.
Faktoren die hierbei eine wichtige Rolle spielen sind unter anderem Fairness, häufiges und zeitnahes Feedback sowie das Miteinbeziehen der Mitarbeiter.
This Bachelor Thesis gives an overview on the development of Dave Ulrich’s HR Business Partner Modell published in 1997. Main objective for this work is to depict the development history of the model over the past two decades. Taking into account criticism that has been created over the years; analysing the position of the model nowadays and which adaptions were made on company sides to successfully implement the organisational model. On the basis of many factors on the continuously changing labour force the model as well undergoes a constant alteration. Results of this thesis is an outlook on future adjustments within HR departments and on the HR Business Model that has been adapted to today’s standards.
Underperforming employees are quickly put into the low performer category and rash decisions and actions need to be taken. Managers “just want the problem to go away” and human resources must find a solution – transfer, change of contract, disciplinary actions are often the only choices. But it doesn’t need to always end in escalation. Early identification and communication is the first step towards a solution and a win-win situation for all parties involved. Followed by a thorough cause analysis and a matched action plan the foundation for improvement is laid. Raising awareness of plausible causes, the right actions to be taken and empowerment of the management level are the next steps towards a performance improvement oriented culture. Focusing on how to improve low performance is a corrective measure, taking actions and measures to prevent low performance to arise, like implementing a holistic performance management system, is the more effective and easier way.
Corporate Culture is more and more becoming an important factor to be competitive in the constantly changing environment. Technology as well as generation (in this case generation Y/millennials) and organizational structures are influencing the organizational performance and culture. The shift from hierarchical to networked structured organizations has an impact on the collaboration within and outside the company. Organizations need to find new ways to transmit theirs corporate culture, reach their employees and support collaboration.
Enterprise 2.0 tools are one of the newest tools of this century. Facebook and other social media platforms are already celebrating great success. So why shouldn’t it be able to reach this success in terms of internal use of social tools? And how does Enterprise 2.0 tools influence others aspects of the organizations which may as well have an impact on the corporate culture?
The present paper gives an overview about the different areas in the personnel recruiting of a company and the occurring bias during the staffing of vacancies. The aim of the paper is, to display possible actions in order to avoid these kinds of bias and to verify the gained theories, conclusions and possible actions through an analysis of the personnel recruiting process. For this purpose a literature analysis as well as an interview with a HR manager of a medium-sized local company was performed. The results confirm the usefulness of the possible actions however also the difficulty of some companies to implement these opportunities for actions. The present paper is attractive and interesting for students in the area of economics as well as for human resources managers.
Würth Elektronik eiSos GmbH & Co. KG ist ein Unternehmen mit mittelständischen Wurzeln, welches trotz seines rasanten Wachstums seine mittelständischen Strukturen und Charakteristika beibehalten hat. Viele solcher Unternehmen sehen sich aufgrund ihrer mittelständischen Besonderheiten gegenüber Großunternehmen anderen Herausforderungen konfrontiert – so auch in der Thematik Personalcontrolling. Diese Besonderheiten finden in der Literatur allerdings nur in den seltensten Fällen Beachtung. Es ergeben sich zwangsläufig andere Anforderungen an Personalcontrolling unter diesen Bedingungen. Diese Arbeit geht der Fragestellung nach, wie Personalcontrolling unter mittelständischen Bedingungen und somit unter Berücksichtigung der speziellen Rahmenbedingungen und Charakteristika gestaltet werden kann. Auf Basis eines Überblicks relevanter Literatur sowie einer Analyse des Ist-Zustands des aktuellen HR Reports der Würth Elektronik eiSos GmbH & Co. KG, soll diese Frage beantwortet werden.
The goal of this thesis was to create a sustainable and global training concept for the department Industrialization of the Marquardt Group. For that reason qualitative interviews with global Industrialization employees were conducted to get an overview of the current training situation in all Marquardt subsidiaries. The interviews showed that the employees in the subsidiaries lack a local contact person and support regarding questions arising after the training. Therefore a literature research on learning transfer and global training concepts was performed leading to a focus on the factor trainer of the Baldwin & Ford (1988) model. The proposal includes a restructuring of the headquarter-subsidiary relationship with local trainers for each subsidiary who train the local employees and thereby support the learning transfer.
“The most important single central fact about a free market is that no exchange takes place unless both parties benefit” – Milton Friedman.
There has always been, across the history, a human side, an ideology, that people follow with the hope of finding justice and equity in the world. This concept has always been adapting to the culture, time, and situation it faces. In our actual economic system, this concept is known as social responsibility, and to adapt to the market necessities it has evolved to corporate social responsibility, but apparently, when the people want to see results this is not enough.
The markets are expanding, we live in a world where everything and everyone are connected, there is no more privacy, and therefore, no place to hide. Companies need to be honest with the information they share and should follow the international rules for environmental and social protection and development. People are demanding better quality, more innovation, and eco-friendly and socially responsible company. The people verify many factors before acquiring any product, starting with the quality, the suppliers, the factories conditions, the employee’s satisfaction levels, and the corporate responsibility of the company.
The central topic of this thesis is the so called “corporate volunteering” a concept that brings together the business necessities and ties them together with the social responsibility. In this concept, the company participates actively and directly to enhance the social and environmental situation, using their resources, and their human capital. There are many advantages of implementing the corporate volunteering, but also many factors to consider while changing the corporate culture, and transmitting values.
The idea of this text is to present the corporate volunteering as a new concept, highly efficient for the companies and communities, while analyzing its changes, objectives, implementations, benefits and challenges to face while implementing the corporate volunteering.
Nicht zuletzt durch die vorherrschende Digitalisierung steigt die Masse generierter Daten, sowohl im privaten Bereich, als auch innerhalb von Unternehmen stetig an. Als Folge daraus nimmt der Wert von Themen wie dem Internet der Dinge und auch Big Data innerhalb der Unternehmen konstant zu. Experten die sich mit diesen Themen beschäftigen, sehen in der Nutzung der Daten ein enormes Potential, die Arbeit in Unternehmen nachhaltig zu verändern. Man denkt hierbei über ein rein datengestütztes Management sowie über datenbasierte und rationale Entscheidungsfindung nach.
Die vorliegende Arbeit beschäftigt sich in diesem Kontext mit Big Data, der dadurch ebenfalls aufkommenden smarten Nutzung der Daten sowie der Anwendungsmöglichkeiten im Bereich des HR. Dafür wird zunächst der eigentliche Begriff der Big Data detaillierter betrachtet bevor auf das Data Mining eingegangen wird. Aufgrund der steigenden Notwendigkeit sich konstant an ein dynamisches Marktumfeld anzupassen, werden in dieser Arbeit zusätzlich die Big Data Anwendungsmöglichkeiten innerhalb agiler Unternehmen veranschaulicht. Diese Unternehmen weisen vor allem in Anbetracht ihrer Struktur Differenzen zu traditionellen, hierarchischen Unternehmen auf. Aufgrund dieser Tatsache werden im Kontext agiler Unternehmen, das Potenzial sowie die Anwendungsmöglichkeiten von Big Data erneut betrachtet.
Managing employee engagement in high-growth companies: The case of Red Hat in high-growth companies
(2017)
Purpose
This thesis aims to analyze employee engagement in high growth companies with the case of Red Hat.
Methodology
Primary research involved the gathering of a mix of qualitative data in the open- source IT company Red Hat in the United Kingdom. Both an interview and a focus group methodology was applied. Literature from the research fields of employee engagement was reviewed and integrated into the primary research design.
Findings
The findings showed that fast-growing companies encounter many challenges in the fields of employee impact and purpose, recruiting and retaining, career development, leadership and management, and organizational culture. Best practices on how to scale culture were worked out. The findings concluded that actionable solutions such as modifying the recruiting process for cultural fit and giving more autonomy to regional leaders and teams, can help cope with the challenges of employee engagement in a fast-paced environment.
Limitations and implications for further research
One of the main limitations of this study is the lack of literature available to link organizational growth and employee engagement. Contrasting more stable environments with change environments or using a larger sample size may potentially add to this field with further reliable and insightful findings. This issue may be re-investigated in the future as well, as the nature of change environments can affect the findings. Red Hat is a very people-focused company with a flat hierarchy. Thus, investigating this issue in more hierarchical companies could lead to different findings with different challenges and would further complete this research field.