SammanfattningSyftet med vår uppsats är att jämföra den traditionella personalavdelningens roll med den moderna Human Resource Management-funktionen. Vi söker en definition på begreppet HRM och hur utvecklingen gått från den traditionella funktionen Human Relations till Human Resource Management. Vi vill se på de likheter och olikheter som kan finnas mellan begreppen och hur de påverkat personalfrågor. Vi utgår från ett anglosaxiskt synsätt men tittar utifrån ett asiatiskt perspektiv, för att se hur kulturella infallsvinklar kan påverka HRM. För att få svar på våra frågor har vi använt oss av både empiriskt och vetenskapligt material för att få så korrekta svar som möjligt.

Syftet med uppsatsen a?r att skapa fo?rsta?else fo?r om och hur humankapital pa?verkar va?rderingen av kunskapsfo?retag vid fo?retagsfo?rva?rv. Vidare vill vi underso?ka vilka faktorer som styr humankapitalets va?rde.Va?r teoretiska referensram grundar sig i teori om kunskapsfo?retag, fo?rva?rv och va?rdering. Vi tittar a?ven na?rmare pa? Due Diligence och Human Resource Due Diligence som a?r tva? typer av fo?retagsbesiktningar.

In this thesis we will discuss the importance of human resource development in smaller companies and if it will change from when the Swedish economy was in an economic boom and later on came to be in a recession. We choose to use a more qualitative approach for this research in order to conduct a more in-depth study of five smaller sized companies located on Gotland, Sweden. In order to limit our research we had as an ambition to answer these following questions:? What obstacles are there when it comes to human resource development and knowledge transference within smaller sized companies?? What can simplify or enable human resource development and knowledge transference within smaller sized companies?? Does the teaching process change to a more tacit human resource development between co-workers when there is less room for conventional human resource development?The result of the research came to show that the biggest barrier, when it comes to competence development within smaller companies, is time. However, our research also showed that a majority of the companies has changed from a more external educational plan to a more internal educational plan which focuses on keeping the human resource development within the company.

Purpose:Our purpose with this essay was to see how a health promotion initiative could be profitability and how human resource cost accounting could be used for decision making. Does it cost more than it taste? Method:We have been using qualitative interviews with politicians, human health developerand accountants in a municipality. We have also collected data from a university lecturer which shows numbers from the health promotion initiative and how it is been affecting the involved staff. Result:The result show us that the politicians, human health developer and accountants all want to introduce physical exercising at work.

Changes in the workplace have led to new ways of organizing and structuring organizations. Organizations? desire to increase competitiveness, efficiency and flexibility has resulted in new conditions in the field of human resources. The new conditions have also created new roles and changing responsibilities for those working within human resources.The purpose of this study was to investigate how the implementation of Ulrich's model for HR transformation can impact on the human resource departments managerial support to first-line managers in the municipality of Uppsala. Today the municipality of Uppsala organizes its human resources based on the Ulrich's model, which divides the work into the units service center, the expert unit and business partners.

Law firms are defined as knowledge-intensive companies. Due to the dependency regarding the resource of knowledge among the firms employees and to the fact that they often are categorised as a type of professional service firm. The purpose of this study is to investigate the different types of profitsharingsystems as a form of reward with focus on the theoretical differences and effects of the True Partnershipmodel and the Stockholmmodel. In addition to these models we will look into the Human Resource processes of; recruiting, integration, retaining and development of employees. The main purpose of the study is to examine the theoretical level on how the profitsharingsystems effect different Human Resource processes and through the knowledge of these connections using this as an analogy when to analyse other law-firms and knowledge?intensive company?s.

Background: We have identified the combination of Knowledge Management and Human Resource Management as interesting because of this constellation has been mentioned scarcely in previous studies. There also seem to be some interesting correlations with personnel turnover.Aim: The aim of this study is to describe and understand the theoretically best combination of Human Resource Management and Knowledge Management, by creating a model. The model is also going to be tested empirically through consulting firms, to see if they meet the ideal combination. With this model we also want to describe in what way the different combinations of strategies will affect the personnel turnover.Definitions: A huge part of this study concerns the theoretical area Human Resource Management, which we have entitled HRM. Similarly, Knowledge Management has been entitled KM.Completion: The study is designed both as a literature review and as a comparative case study in which empirical data has been collected through qualitative interviews with four Swedish management consulting firms.Results: The best combinations of KM and HRM are according to this study that strategies should consist of a thoroughgoing personalization or codification.

En personalomsättning på 70 procent och en minskning av antalet sökande på 50 procent ledde till att Gröna Lunds arbetsgivarvarumärke ifrågasattes, eftersom ett starkt arbetsgivarvarumärke bidrar till ökad arbetslojalitet samt ökar arbetsgivarens attraktivitet.För att se hur Gröna Lunds Human Resource (HR) avdelning förmedlar arbetsgivarvarumärket internt gentemot säsongsansanställda, genomfördes intervjuer med HR-personal och personer i företagsledning samt bearbetades ett flertal dokument.HR kommunicerade arbetsgivarvarumärket i enlighet med teorier och tidigare forskning, ändå kvarstår problemen. Gröna Lund måste visa ett större engagemang för långsiktiga satsningar på sin personal genom att undersöka möjligheterna till utvecklingssamtal, utbildning och tillsvidareanställningar. Alternativt acceptera sin situation och lägga resurserna på att göra det bästa utav det..

Given a considerable increase in knowledge-based companies, the interest for measuring and valuing intangible assets, particularly human capital, has increased accordingly. Human capital has climbed the management research agenda as human assets make substantial contribution to the value creation in knowledge-based companies. Neither internal nor external financial statements reflect the value of an organization?s human assets. Against this backdrop, we find it interesting to explore how counting and controlling for human capital is devised.

Given a considerable increase in knowledge-based companies, the interest for measuring and valuing intangible assets, particularly human capital, has increased accordingly. Human capital has climbed the management research agenda as human assets make substantial contribution to the value creation in knowledge-based companies. Neither internal nor external financial statements reflect the value of an organization?s human assets. Against this backdrop, we find it interesting to explore how counting and controlling for human capital is devised.

The study was conducted at a business in the social service. The purpose was to examine how the business works with human resource planning. In order to answer the purpose two questions was formulated, which human resource planning strategy does the business use? And, how do businesses need to act according to the theory of strategic manpower to achieve human resource planning? Survey data collection was done through a qualitative research design, where interviews with five employees in the business took place.The study shows that the business is using a own made strategy in order to achieve human resource planning. The strategy consists of two steps, in step one they do an background analysis and step two a needs analysis where a goal- and responsibility description are designed and then a set of requirements.

This study examines how and why organizations evaluate training and development within the organizations. The study has a qualitative approach based on semi-structured interviews, with office and organization development managers. The purpose of the study is to contribute with knowledge about how three large Swedish organizations evaluates training and development programs for staff members. Another purpose is to describe why the organizations evaluate training and development programs and to research if there is a further need to develop the organization evaluation methods. Therefore the research questions are Why and how do organizations evaluate training programs? What further need is there to develop organizations evaluation methods?The conclusion of this study shows that evaluation of the training and development programs are not a high priority among the selected organizations.

Ma?nga fo?retag i Sverige a?gs och kontrolleras av familjer. Familjer som a?gare skiljer sig fra?n andra a?gare och har ett mer la?ngsiktigt synsa?tt samt ett mindre risktagande. Syftet med arbetet a?r att underso?ka om och i sa? fall hur familjea?gda fo?retag skiljer sig mot icke familjea?gda fo?retag vad ga?ller internationaliseringsgrad och geografisk diversifiering.

The aim of this study was to gain a better understanding of resource schools 1 as a human services organization and institution, based on teachers and principals? perspectives. The purpose of resource schools is to provide the students tools and resources to enable them to return to the regular school within two years. The study also aims to examine more closely how this objective applies to the studied resource schools in the studied municipality, as well as highlighting the success factors and barriers that exist to achieve the goal. Previous studies show that this kind of differential practice tends to become a permanent solution.

Our surrounding world is constantly changing and to be able to keep up with the fast pace of change organizations need to be prepared to transform as well. If there is a need for an organization to undergo a change process, the people constituting the organization also need to be prepared to change their behavior. In order for the change process to turn out successful, it is of the utmost importance that all employees are given the chance to take part in the process. The challenge for leaders during a change process is, therefore, to ensure that their employees actively get involved.The purpose of this study is to apply Human Resource (HR) theories on to an organization in order to critically review how leaders in practice, can involve their employees, on the basis of a change process.The study is a qualitative case study, the empirical material has been collected at Falkenbergs Sparbank with the help of one unstructured interview with an employee at the marketing department and four semi structured interviews with the office managers.Relationship oriented leadership is beneficial to use during change since it advocates an open relationship between co-workers and exchange of information and knowledge. Relationship oriented leadership is considered to be a good leadership style if organizations wants to turn Human Resource theories in to practice.