"Vad som behövs? Det är sällan glasklart!" : En studie kring en organisations tillväxt och växtvärksproblematik

I en organisation belägen på Dalarnas landsbygd framkommer det i en medarbetarundersökning att ett ökande missnöje finns hos de anställda, där flera av problemen kan kopplas till den kraftiga expansion som organisationen just nu genomgår. Även en positiv organisationsförändring som tillväxt kan alltså bidra till problem hos de anställda. Denna studie har avsett att undersöka vilka utmaningar och möjligheter som upplevs hos de anställda i organisationen kopplat till den tillväxtfas de genomgår. Detta genom åtta djupintervjuer där urvalet var såväl chefer, medarbetare som HR-ansvariga. Utifrån respondenternas upplevelse av situationen fann vi fyra stora problemområden; avsaknad av gemensamma rutiner, otydliga roller, bristfällig information och kommunikation samt brist på proaktivt arbete för att säkerställa medarbetarnas kompetens. Vårt empiriska material tyder på att organisationen har ett gap när det kommer till utvecklingen av såväl de mänskliga resurserna, arbetssystem som ledarskapet. Antalet anställda ökar i en högre takt än organisationens infrastrukturella processer, något som kan ses som en organisatorisk växtvärk. Med utgångspunkt från resultatet ger vi förslag på vilka aktiviteter HR-funktionen bör fokusera på. För att bemöta utvecklingsgapet samt förhindra att fler växtvärkssymptom uppstår anser vi att HR bör fokusera på ett proaktivt arbete. En nyckelfaktor som vi genom vår utvecklade modell visar är att ledaren är av stor vikt för hur organisationen och dess medarbetare hanterar en växtvärkssituation. HR bör därför ha en klar bild över vilket stöd verksamhetens ledare behöver för att kunna skapa värde för organisationen, ledarna och medarbetarna. Några generella förslag på HR-aktiviteter går däremot inte att ge eftersom, precis som tidigare forskning visar, verksamheters individuella situation och kontext avgör vilka aktiviteter som är aktuella.

Perceived Work-related Factors and Turnover Intention : - A Case Study of a South Korean Construction Company

Purpose – Employee turnover entails considerable costs and is a major problem for the construction industry. By creating an extensive framework, this study aims to examine whether perceived work-related factors affect turnover intention in South Korean construction companies. Research design – The paper is based on the results of a questionnaire of 136 employees that was conducted and provided by a Korean construction company. Research hypotheses were tested via correlation analyses. The most influencing work-related factors, as well as differences among job levels, were determined by multiple regression analyses. Findings – Communication, immediate leaders, organizational commitment, and organizational pride substantially affect turnover intentions. All of these factors can be considered as relational factors. The most influencing factors differ among job levels. Discussion/practical implications – Immediate leaders should be aware of their role in retaining employees and enhance communication, organizational commitment and pride. This study shows how the importance of certain variables differs for groups of employees. Theoretical implications/limitations– This study is based on a sample of employees from a Korean construction company. Therefore, the generalizability of the findings has to be tested. Future research should test the proposed framework with other factors or resources. Originality/value – This study shed light on the turnover subject in the South Korean construction industry. It shows that different factors can influence turnover intention among job levels. A framework was created, which is based on 16 work-related factors including organizational factors, HRM practices and job attitudes.

Gestão de Recursos Humanos no Terceiro Setor: O Caso das Instituições Particulares de Solidariedade Social

O presente trabalho tem como objetivo geral estudar a gestão de recursos humanos (GRH) no terceiro setor, focando-se especificamente nas Instituições Particulares de Solidariedade Social (IPSS). Estas organizações têm vindo a demonstrar um papel cada vez mais relevante nas comunidades em que se inserem, pela sua missão em prestar serviços de cariz social e pela atual relevância como entidades empregadoras. A diversidade presente nas IPSS ao nível da estrutura, funcionamento, dimensão, organização e dinâmicas internas, proporciona o estudo e reflexão das especificidades na GRH. Para isso, abordam-se um conjunto de aspetos: i) diferenças entre meio empresarial e terceiro setor na GRH; ii) implicações da diversidade de respostas sociais e suas especificidades na gestão de pessoas; iii) o papel do Instituto de Segurança Social e as implicações legais na gestão de pessoas; iv) a localização geográfica e acesso a recursos humanos qualificados; v) a perspetiva das IPSS sobre os recursos humanos; vi) o perfil profissional dos colaboradores das IPSS; vii) práticas quotidianas na gestão de recursos humanos nas IPSS; viii) características da GRH nas IPSS (administrativa ou estratégica); ix) responsáveis pela GRH nas IPSS; x) o papel dos órgãos sociais na GRH; xi) profissionalização versus voluntariado; xii) a GRH, certificação e qualidade; xiii) as tendências do terceiro setor na gestão de pessoas. Foi utilizada uma metodologia qualitativa e aplicada a técnica de entrevista para recolher o conhecimento, experiências e perspetivas de diferentes interlocutores do terceiro setor, dirigentes, técnicos superiores, diretores de serviço, investigadores e representantes nacionais e distritais das IPSS. Da sistematização e análise dos dados recolhidos retiraram-se várias conclusões. As pessoas são consideradas o recurso mais importante para estas organizações, pela natureza social e humana das atividades desenvolvidas, prestadas por pessoas e destinadas a pessoas. Neste sentido, é demonstrada a importância do potencial humano aquando do recrutamento e seleção, pela primazia de requisitos como o relacionamento interpessoal em detrimento das qualificações. O perfil profissional característico das IPSS reconhece a importância da polivalência, disponibilidade, comprometimento, confiança, proximidade afetiva, voluntarismo e sentido de missão dos colaboradores, os quais tendem a ser são vistos como investimento tanto quanto reúnam estes aspetos; caso contrário podem ser encarados como custo. Quanto à acessibilidade a recursos humanos, surgem diferentes modalidades, consoante fatores de localização, dimensão, formação e estrutura organizacional, bem como o fenómeno da fuga de mão de obra, indício da dificuldade em captar e reter recursos humanos. O modelo de GRH nas IPSS é de cariz tradicional, caracterizado por uma gestão porimproviso com diferentes níveis de sensibilidade e capacidade das IPSS, no que concerne à implementação de processos de GRH, tais como sistemas de progressão na carreira, recrutamento interno e sistemas de avaliação de desempenho. Quanto aos aspetos da motivação e satisfação profissional, é assumida a importância da proximidade e apoio aos colaboradores, indicativos de um sistema de recompensas informal. É percetível a resistência na aplicação de técnicas de desenvolvimento organizacional, comprovada pela limitação na formação dos quadros de colaboradores. No entanto as IPSS são confrontadas com a rigidez dos instrumentos legais. A responsabilidade pela GRH é mais ou menos partilhada entre a direção técnica e os órgãos sociais, condicionada pelo estilo de liderança e relação de confiança entre si, em norma, pouco clara quanto aos papéis e funções desempenhadas. Por fim, é percebida a necessidade de coexistência de uma gestão profissionalizada e de direções voluntárias mais capacitadas e sensibilizadas para o desenvolvimento de metodologias e estratégias de gestão de pessoas, adaptadas às especificidades das IPSS. Este trabalho pretende contribuir com um espaço de reflexão para a elaboração de respostas mais eficazes e inovadoras que proporcionem o desenvolvimento organizacional, face às necessidades e transformações do terceiro setor. / This work main objective is the study of human resource management (HRM) in the third sector. It is focused specifically on Instituições Particulares de Solidariedade Social [Private Institutions for Social Solidarity] (IPSS). These kind of organizations have demonstrated an increased value in the communities they are inserted in, by providing social care services and by generating new jobs in the local communities. The study and reflection of HRM specificities is based on the variety in the structure, the purpose, the size, the internal organization and the dynamics of the different IPSS. For this purpose we explored the following aspects : i) the differences between business community and the third sector in HRM; ii) the implications of social responses diversity in people management; iii) the role of the National Insurance Institute and the legal impact on people management; iv) the geographic location and the IPSS access to skilled human resources; v) the understanding of IPSS on human resources; vi) the professional profile of IPSS employees; vii) the daily practices in human resource management on the IPSS; viii) the characteristics of HRM in IPSS (managerial or strategic); ix) who is responsible for HRM in IPSS; x) the role of executive board in HRM; xi) professionalization versus voluntary work; xii) HRM, quality and certification; xiii) the third sector trends in people management. The qualitative method and the interview technique were applied in order to gather knowledge, experiences and perspectives from several sources such as, different partners of the third sector, managers, service directors, technicians, researchers and national and local IPSS representatives. The results indicate several conclusions. Firstly the human resources are the most important resource of IPSS organizations due to the social nature of the services provided by them but also the importance of, the individual and social, skills required for these activities that are provided by people and are directed to people. This demonstrates the importance of interpersonal skills over professional qualifications during recruitment and selection. The IPSS recognize in their professionals the importance of versatility, availability, commitment, confidence, emotional proximity, voluntarism and sense of mission. If an employee fulfills these requirements, is considered an investment; otherwise might be seen as a cost. Regarding the accessibility of IPSS to qualified human resources, we consider different models, depending on location, size and training and organizational structure as well as the phenomenon run of hand labor, defined as the index of difficulty in capturing and retaining human resources. The model of HRM in IPSS is traditional in its nature and is characterized by management based on improvisation at different levels, regarding the implementation ofHRM processes such as career advancement systems, internal recruitment and performance evaluation. In regards to motivation and job satisfaction, it is valued the proximity and the support to the employees, showing therefore an informal system of rewards. There is a noticeable resistance to the application of organizational techniques which is demonstrated by controlling the formation of employees. However the IPSS are required to face the rigidity of legal instruments. The responsibility for HRM is shared between the technical direction and the management bodies, which depends on leadership style and mutual trust, and is generally unclear about the roles and duties performed. Finally, it becomes evident the need for coexistence between a professional management and a voluntary management, more capable and more sensible to the development of methods and strategies for people management, specifically adapted to each IPSS. This paper aims to contribute with space for reflection in the development of more effective and innovative responses for the organizational development, given the needs and transformations of the third sector.

Professional Practice in Learning and Development: How to Design and Deliver Plans for the Workplace

Introduction The world is changing! It is volatile, uncertain, complex and ambiguous. As cliché as it may sound the evidence of such dynamism in the external environment is growing. Business-as-usual is more of the exception than the norm. Organizational change is the rule; be it to accommodate and adapt to change, or instigate and lead change. A constantly changing environment is a situation that all organizations have to live with. What makes some organizations however, able to thrive better than others? Many scholars and practitioners believe that this is due to the ability to learn. Therefore, this book on developing Learning and Development (L&D) professionals is timely as it explores and discusses trends and practices that impact organizations, the workforce and L&D professionals. Being able to learn and develop effectively is the cornerstone of motivation as it helps to address people’s need to be competent and to be autonomous (Deci & Ryan, 2002; Loon & Casimir, 2008; Ryan & Deci, 2000). L&D stimulates and empowers people to perform. Organizations that are better at learning at all levels; the individual, group and organizational level, will always have a better chance of surviving and performing. Given the new reality of a dynamic external environment and constant change, L&D professionals now play an even more important role in their organizations than ever before. However, L&D professionals themselves are not immune to the turbulent changes as their practices are also impacted. Therefore, the challenges that L&D professionals face are two-pronged. Firstly, in relation to helping and supporting their organization and its workforce in adapting to the change, whilst, secondly developing themselves effectively and efficiently so that they are able to be one-step ahead of the workforce that they are meant to help develop. These challenges are recognised by the CIPD, as they recently launched their new L&D qualification that has served as an inspiration for this book. L&D plays a crucial role at both strategic (e.g. organizational capability) and operational (e.g. delivery of training) levels. L&D professionals have moved from being reactive (e.g. following up action after performance appraisals) to being more proactive (e.g. shaping capability). L&D is increasingly viewed as a driver for organizational performance. The CIPD (2014) suggest that L&D is increasingly expected to not only take more responsibility but also accountability for building both individual and organizational knowledge and capability, and to nurture an organizational culture that prizes learning and development. This book is for L&D professionals. Nonetheless, it is also suited for those studying Human Resource Development HRD at intermediate level. The term ‘Human Resource Development’ (HRD) is more common in academia, and is largely synonymous with L&D (Stewart & Sambrook, 2012) Stewart (1998) defined HRD as ‘the practice of HRD is constituted by the deliberate, purposive and active interventions in the natural learning process. Such interventions can take many forms, most capable of categorising as education or training or development’ (p. 9). In fact, many parts of this book (e.g. Chapters 5 and 7) are appropriate for anyone who is involved in training and development. This may include a variety of individuals within the L&D community, such as line managers, professional trainers, training solutions vendors, instructional designers, external consultants and mentors (Mayo, 2004). The CIPD (2014) goes further as they argue that the role of L&D is broad and plays a significant role in Organizational Development (OD) and Talent Management (TM), as well as in Human Resource Management (HRM) in general. OD, TM, HRM and L&D are symbiotic in enabling the ‘people management function’ to provide organizations with the capabilities that they need.

Wasta in the Jordanian Culture: a Study in the Banking Sector

Due to globalisation, the emergence and expansion of new overseas markets, extensive use of information and communication technologies in global trade and growing competition between multinational companies, international Human Resource Management (HRM) is an increasingly attractive and popular area of study. However, much of our knowledge is built on an Anglo-Saxon/ European base and there is a paucity of research that considers the transfer of modern (western) principles of HRM to developing countries, particularly in the Middle East. Arguably, Jordan is one country that may benefit from the promise of quality, equality and profitability offered by the systemic approach to managing people. Thus, this paper introduces a PhD research project, currently in its first year, that considers the transfer of western recruitment and selection frameworks into Jordanian culture.

Talent Management : Utan Talent Management?

Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet. 

Älä ota ellet osaa. Kunnallinen raittiustyö ja raittiusdiskurssi Lohjan kunnassa 1973 - 1980

Tutkimukseni tarkastellaan kunnallisen raittiustyön alkuvaiheita Suomessa vuosina 1973 – 1980 Lohjan kunnassa toteutetun raittiustyön kautta. Tutkimuksessa selvitetään kunnan raittiuslautakunnan tuottamien tekstien avulla sitä, millä tavoin Lohjan kunnassa toteutettiin ja kuvattiin raittiustyötä tarkasteltavana ajanjaksona. Tutkimuksen aikarajaus perustuu kunnan ensimmäisen raittiustyöntekijän toimintakauteen. Keskeisenä tutkimusmenetelmänä työssä käytetään diskurssianalyysiä. Tutkimuksen lähteinä käytetään Lohjan kunnan raittiuslautakunnan pöytäkirjoja sekä Lohjan paikallislehdistössä julkaistuja, raittius- ja päihdeaiheisia tekstejä. Tutkimus osoittaa, että raittiustyön valtiollinen ohjaus ja lainsäädäntö alkoi 1970-luvun aikana ohjata työtä aiempaa voimakkaammin kansanterveystyön suuntaan. Kunnallisella tasolla raittiustyön diskurssi ja toteutus pohjautui vielä tutkimusjakson alussa järjestöpohjaiseen raittiustyöhön. Lohjan kunnassa työn kehittymiseen vaikutti merkittävällä tavalla raittiuslautakunnan 1973 saama työntekijäresurssi. Lohjan kunnalliselle raittiustyölle oli tyypillistä, että lakimuutoksiin reagointiin nopeasti ja ne näkyivät välittömästi raittiuslautakunnan toiminnassa. Erilaisiin käyttötilastoiden ja päihdetrendien muutoksiin reagointi oli hitaampaa ja joissakin tapauksissa niitä ei tuotu lainkaan kunnalliseen keskusteluun. Tässä tapauksessa raittiuslautakunnan tuottama diskurssi eroaa valtakunnallisten lehtien alkoholikirjoittelusta. 1970-luvun lopussa myös lohjalaisessa keskustelussa alettiin siirtyä sekä aiheissa että keskustelun sisällössä vahvemmin kohti kansanterveysajattelua Historiantutkimuksen näkökulmasta kyseessä on ensimmäinen, kunnallisesta raittiustyöstä ja sen paikallisesta toteutuksesta tehty tutkimus. 1970-luvulla raittiustyössä tapahtunut lakisääteinen kehitys näyttää toistuvan monilta osin myös 2010-luvun ehkäisevän päihdetyön muutoksissa. Tarkempi tutkimus 1970- ja 1980-luvulla toteutetusta raittiustyöstä voi antaa viitteitä ehkäisevän päihdetyön toteutukseen sekä siihen, millaisia haasteita muuttuva päihdekulttuuri tämän tyyppiselle työlle asettaa.

Digital rights management –systeemit ja kuluttajien suhtautuminen niihin peliteollisuudessa

Tämän kandidaatintutkimuksen tarkoituksena on löytää vastaus siihen, miten vahva voi olla DRM-systeemi, ennen kuin kuluttajat eivät enää hyväksy sitä. DRM-systeemejä on monen tasoisia, mutta ne eivät ole soveltuvia sellaisenaan kaikille eri alustoille. Peliteollisuuden digitaalisten käyttöoikeuksien hallintajärjestelmillä on omanlaisensa lainalaisuudet kuin esimerkiksi musiikkiteollisuudella. Lisäksi on olemassa tietty tämän hetkinen hyväksytty DRM:n taso, josta voi olla vaarallista poiketa. Tutkimus on luonteeltaan laadullinen tutkimus. Työssä on sovellettu sekä diskurssi- että sisällönanalyysin oppeja. Tutkimuksen aineistona on erilaisten viestiketjujen tekstit, joiden pohjalta pyritään löytämään vastaus tutkimuskysymykseen. Ketjut on jaettu eri vahvuisiksi sen perusteella, miten vahva on DRM:ää koskeva uutinen, jonka pohjalta viestiketju on syntynyt. Koska aineisto on puhuttua kieltä ja sillä on aina oma merkityksensä kontekstissaan, ovat valitut menetelmät soveltuvia analysoimaan aineistoa. Eri ketjujen analyysien tuloksien pohjalta voidaan sanoa, että DRM ei voi olla sitä tasoa suurempi kuin mikä on sen hetkinen vallitseva taso. Jos tästä tasosta poiketaan pikkaisenkin, voi se aiheuttaa suurta närästystä kuluttajien keskuudessa, jopa siihen saakka, että yritys menettää tuloja. Sen hetkiseen tasoon on päästy erinäisten kokeilujen kautta, joista kuluttajat ovat kärsineet, joten he eivät suosiolla hyväksy yhtään sen suurempaa tasoa kuin mikä vallitsee sillä hetkellä. Jos yritys näkee, että tasoa on pakko tiukentaa, täytyy tiukennus tehdä pikkuhiljaa ja naamioida se lisäominaisuuksilla. Kuluttajat ovat tietoisia omista oikeuksistaan, eivätkä he helpolla halua luopua niistä yhtään sen enempää kuin on tarpeellista.

A mitochondrial species identification assay for Australian blacktip sharks (Carcharhinus tilstoni, C. limbatus and C. amblyrhynchoides) using real-time PCR and high-resolution melt analysis

Tropical Australian shark fisheries target two morphologically indistinguishable blacktip sharks, the Australian blacktip (Carcharhinus tilstoni) and the common blacktip (C. limbatus). Their relative contributions to northern and eastern Australian coastal fisheries are unclear because of species identification difficulties. The two species differ in their number of precaudal vertebrae, which is difficult and time consuming to obtain in the field. But, the two species can be distinguished genetically with diagnostic mutations in their mitochondrial DNA ND4 gene. A third closely related sister species, the graceful shark C. amblyrhynchoides, can also be distinguished by species-specific mutations in this gene. DNA sequencing is an effective diagnostic tool, but is relatively expensive and time consuming. In contrast, real-time high-resolution melt (HRM) PCR assays are rapid and relatively inexpensive. These assays amplify regions of DNA with species-specific genetic mutations that result in PCR products with unique melt profiles. A real-time HRM PCR species-diagnostic assay (RT-HRM-PCR) has been developed based on the mtDNA ND4 gene for rapid typing of C. tilstoni, C. limbatus and C. amblyrhynchoides. The assay was developed using ND4 sequences from 66 C. tilstoni, 33. C. limbatus and five C. amblyrhynchoides collected from Indonesia and Australian states and territories; Western Australia, the Northern Territory, Queensland and New South Wales. The assay was shown to be 100% accurate on 160 unknown blacktip shark tissue samples by full mtDNA ND4 sequencing.

Pohjoisen politiikan jännitteitä: Analyysi Kanadan arktisen alueen politiikasta pääministeri Stephen Harperin aikakaudella 2006-2015

Maapallon pohjoinen arktinen alue on monien muutoksien äärellä. Ilmaston lämpenemisestä johtuvat muutokset alueen ympäristöön luovat myös kansainvälisoikeudellisia ja -poliittisia haasteita alueen valtioille. Jäämeren rantavaltiot ovat näiden haasteiden keskipisteessä. Tämä pro gradu -tutkielma tarkastelee nimenomaan Kanadan arktisen alueen politiikkaa pääministeri Stephen Harperin aikakaudella 2006-2015. Tarkoituksena oli selvittää Kanadan arktisen politiikan lähtökohtia, painotuksia ja sitä, miksi Kanada käyttäytyy, miten se käyttäytyy arktisella alueellaan. Kanada on yksi vaikutusvaltaisimpia valtioita pohjoisella pallonpiirillä, jonka vuoksi sen politiikalla ja intresseillä alueen suhteen on suurta merkitystä. Tutkimusaineisto koostui pääministerin arktisesta alueesta pitämistä puheista vuosilta 2006-2015 eli koko pääministerikauden ajalta ja Kanadan hallinnon virallisista arktisista strategioista. Tutkimus toteutettiin tarkastelemalla pääministeri Harperin puheiden ja strategioiden diskurssikehyksiä. Diskurssikehys tarkoittaa tässä tutkimuksessa pohjimmiltaan vallankäyttöä, jolla voidaan määritellä, mihin diskurssi kytketään. Diskurssin kehystäminen luo potentiaalin tulevalle toiminnalle diskurssissa tapahtuneen asiakysymyksen määrittelyn ja kytkemisen avulla. Näin ollen diskurssikehyksiä tutkimalla pystyttiin tarkastelemaan Kanadan hallinnon poliittisia lähtökohtia ja painotuksia. Aineistosta havaittiin kuusi vuorovaikutteista diskurssikehystä. Lisäksi huomattiin selkeä ristiriita Harperin puheiden ja Kanadan virallisten arktisten asiakirjojen kehystämisen välillä. Harper painottaa puheissaan erityisesti suvereniteetin puolustusta, arktisen alueen kanadalaista läsnäoloa, arktisten luonnonvarojen hyödyntämistä taloudellisen kehityksen aikaansaamiseksi, arktisen alueen yleistä kehitystä ja Kanadan pohjoista identiteettiä. Sen sijaan Kanadan viralliset arktiset strategiat korostavat kansainvälisen yhteistyön tärkeyttä ensisijaisesti. Tutkimuksen avulla selvisi, että Kanada pyrkii lisäämään läsnäoloa arktisella alueella ja painottaa kansallisen suvereniteetin varjelemista, pyrkii kehittämään alueen hallintoa ja infrastruktuuria sekä pyrkii mahdollistamaan talouskasvua arktiselle alueelle erityisesti alueen luonnonvaroja hyödyntämällä. Samalla erityisesti Harper pyrkii tietoisesti rakentamaan kanadalaista pohjoista identiteettiä arktisen alueen politiikan perustaksi.

RARβ gene methylation is a candidate for primary glioblastoma treatment planning.

Background: We screened RARβ methylation in primary glioblastoma multiforme (GBM) and the results were evaluated based on the clinical data and treatment type. Objective: The objective of this study was to find new areas for the usage of MS-HRM applications in the determination of methylation levels in primary GBM samples and it shows the association of RARβ methylation with the clinical outcome. Methods: In our study, tumor samples were collected during surgical resection by the Department of Neurosurgery. The clinical and radiologic data was carefully reviewed, compared, and evaluated with the histological results. The methylation status of RARβ was determined by using MS-HRM. Results: RARβ gene methylation was detected in 24 out of 40 cases (60%), with different quantitative methylation levels. The mean survival time was 19 months form ethylated cases and 15 months for the non-methylated cases. The survival time of the patients who received treatment was 25 months and the survival time of the patients who received radiotherapy alone or where no treatment protocol applied was 15-20 months. Therefore, a significant difference in survival rates has been observed (P<0.05). This study indicates a potential prognostic value for GBM treatment planning. Conclusion: Our study is the first study to investigate RARβ methylation in primary GBMs. We conclude that the RARβ gene could be a new prognostic and predictive candidate marker to designate the treatment protocol for primary GBMs. Keywords:

Recursos humanos e gestão da qualidade: "estudos de caso" em instituições particulares de solidariedade social no Concelho de Estremoz

Neste trabalho discute-se a relevância da performance nas Instituições de Solidariedade Social, com especial incidência a Gestão de Recursos Humanos, e a implementação da Gestão da Qualidade Total, na medida que se multiplicam as exigências em torno da eficiência, quantidade e qualidade dos serviços, e uma maior flexibilidade para assegurar a competitividade a nível nacional. A Gestão Estratégica de Recursos Humanos é a resposta possível e sustentada, de colocar os colaboradores no centro das Instituições, apelando à autonomia, criatividade, talento, estímulos, aspirações individuais e cooperativas, e considerar que são os colaboradores que fazem o sucesso das Instituições. Com este trabalho pretende-se chamar a atenção para a importância da GRH dentro das Instituições de Solidariedade Social, fazendo um diagnóstico da laboração na área de recursos humanos e propondo um plano de intervenção/reorganização destes mesmos serviços. Este trabalho de Dissertação segue a metodologia de três estudos de caso cuja recolha de dados foi realizada, tendo por base diversas fontes: análise documental, observação direta, questionário. Verificamos que as Instituições, objetos de estudo revelam poucos conhecimentos a nível da gestão de recursos humanos, e no que concerne à gestão da qualidade, duas das intuições não tem qualquer conhecimento, apenas a Cerciestemoz trabalha em prol da qualidade uma vez que é, uma Instituição já com vários certificados de qualidade. Face ao estudo empírico realizado constatamos que existe alguma dificuldade em prevalecer a gestão de recursos humanos e a gestão da qualidade, porque terão que estar inseridas as políticas de Gestão Recursos Humanos para que os colaboradores se sintam mais motivados e responsáveis pelas funções que desempenham, o que não é visível neste momento; ABSTRACT: This research discusses the relevance of performance in social solidarity institutions, with a focus on Human Resource Management, and the implementation of Total Quality Management, to the extent that multiply the requirements around efficiency, quantity and quality of services and greater flexibility to ensure competitiveness at national level. The Strategic Human Resource Management is possible and sustained response, placing employees at the center of the institutions, calling for autonomy, creativity, talent, stimuli, individual aspirations and cooperative skills, and consider that it is the employees that make the success of the institutions. This work is intended to draw attention to the importance of HRM in the institutions of social solidarity, making a diagnosis of laboring in the area of human resources and proposing an action plan / reorganization of these same services. This Master's work follows the methodology of three case studies in which data collection was carried out, based on several sources: document analysis, direct observation, questionnaire. We found that the institutions, objects of study reveal little knowledge in the management of human resources, and with regard to quality management, two of intuitions do not have any knowledge, only Cerciestemoz works for the quality since it is a institution already with several quality certificates. Given the empirical study found that there is some difficulty prevail human resource management and quality management, they will have to be inserted the policies of Human Resources Management for employees and feel more motivated and responsible for the functions they perform, the which is not visible at this time.

Human resource management reform in the Indonesian civil service : towards strategic fit?

Studies of strategic HRM have dominated HRM research over the last three decades. Focusing on the HRM-organisation performance relationship, researchers take various themes and perspectives in their approach to strategic HRM. Among these themes, two contrasting approaches of strategic HRM continue to flourish: first, the best practice approach suggests that certain HRM practices will have the same effect irrespective of context and, second, the best fit approach suggests that the choice of HRM practices should be designed in accordance with an organisations’ specific context. While there is little consensus on what constitutes strategic HRM, the most common feature agreed in this field is the notion of the strategic integration; aligning HRM practices with organisations’ overall strategic objectives (vertical fit) and with each other (horizontal fit). Utilising the best fit approach as its theoretical framework, this study examines how vertical and horizontal fit is practised in the Indonesian civil service and what factors likely influence the prevalence of vertical and horizontal fit in the Indonesian civil service context. This study is significant for two important reasons. Firstly, the literature suggests that there are limited studies examining the best fit concept in the civil sector despite its implementation in the private sector positively contributing to organisational performance improvement. Secondly, the study provides enlightenment on how the best fit approach could contribute to performance improvement in the Indonesian civil service. This is in line with the fact that negative images of the Indonesian civil service are continuously highlighted although various HRM reform initiatives have been put in place. To achieve the objectives of the study, the qualitative case study approach accompanied by semi-structured interviews was employed involving 53 senior officials and one focus group discussion from eight Indonesian government agencies, consisting of three central agencies mandated to manage human resources, the National Bureaucratic Reform Team and four line agencies from both central and local governments. Thematic analysis was employed for data analyses and NVIVO software was used to manage the data. The study suggests three main findings. First, various HRM initiatives in relation to the HRM reform have been introduced in the Indonesian civil service differentiating them from the old HRM practices. However, the findings indicate that some HRM policies are still contradicting and hinder vertical and horizontal fit. Second, despite the contradictory policies, vertical and horizontal fit can be seen in the line agencies which have been acknowledged as ‘reformed agencies’. This demonstrates that the line agencies play an important role in aligning HRM practices with the line agencies’ goals and objectives and with one another although they are bounded by HRM policies that are unlikely to support the vertical and horizontal fit concept. Third, factors influencing the prevalence of vertical and horizontal fit include knowledge of contemporary HRM in both central agencies and line agencies, commitment from the line agencies’ leaders, devolvement of HRM to the line agencies and the socio-political and economic environments of the Indonesian civil service. The findings of the study raise policy, practical and theoretical implications. In terms of policy implications, the study highlights the importance of fit in HRM policies to support the achievement of the line agencies’ goals. Therefore, when formulating an HRM policy, the central agencies need to ensure that the HRM policy is linked to line agencies’ goals and to other HRM policies. This is to ensure synchronisation among the policies and thus maximising the achievement of the line agencies’ goals. From the practical perspectives, the study highlights important points which can be learned by the central agencies in carrying out their strategic role with regard to the formulation of HRM policies; by the line agencies in maximising the contribution of HRM to the achievement of the goals and objectives of the agencies through the implementation of the best fit concept, and by the leaders of the agencies in providing continuous support to each of the involved parties in the line agencies and involving the HRM department in all agency’s strategic decision-making. In relation to the theoretical implication, it is clear that the best fit approach is not thoroughly applied due to factors discussed previously. However, this does not mean that the best fit concept cannot be implemented. As argued by McCourt & Ramgutty-Wong (2003), instead of adopting the whole concept of best fit, a modulated approach reflecting the best fit concept, such as selecting individual HRM practices and experimenting with devolution, is possible for civil service organisations which still embrace centralised HRM systems. As demonstrated in the findings, some of the line agencies being studied seem to be ready to adopt the best fit approach given that they have knowledge of the best fit concept, strong support from the top leader, less political intervention and less corruption, collusion, and nepotism practices in their HRM practices.

Venäjä takaraivossa – Nato-kysymys eduskunnan ulko- ja turvallisuuspoliittisissa keskusteluissa vaalikaudella 2011–2015

Kylmän sodan päätyttyä Suomelle avautui uusia läntisiä yhteistyönäkymiä. Suomi liittyi sotilaallisesti liittoutumattomana, muttei puolueettomana maana Euroopan unioniin 1.1.1995 ja ryhtyi myös yhteistyöhön Pohjois-Atlantin puolustusliitto Naton kanssa. Yli kaksikymmentävuotisen aktiivisen rauhankumppanuuden aikana Suomi on aina mennyt jonkinlaisella kontribuutiolla mukaan uusiin Naton yhteistyömuotoihin. Turvatakuut tuovaa jäsenyyttä ei ole katsottu aiheelliseksi hakea, vaan Suomi on linjannut varaavansa mahdollisuuden hakea jäsenyyttä tarpeen niin vaatiessa. Tutkielman tarkoituksena on selvittää miten Suomen poliittiset päätöksentekijät, kansanedustajat ja heidän edustamansa puolueet, ovat eduskunnassa vaalikaudella 2011–2015 arvioineet Suomen turvallisuuspoliittista perusratkaisua – liittoutua vai ei. Mitkä ovat olleet koko liittoutumiskeskustelun keskeiset diskurssit eli mistä on keskusteltu, kun on keskusteltu? Millä argumenteilla sotilasliittoon liittymistä, sen ulkopuolella pysyttäytymistä sekä virallisen ns. Nato-option jatkoa kannattaneet ovat perustelleet kantojaan? Tutkimus tarkastelee myös miten Venäjän ja lännen, Naton ja EU:n, suhteiden kiristyminen on vaikuttanut liittoutumisnäkemyksiin. Muuttuivatko päättäjien perustelut aiemmille kannoilleen Ukrainan myötä vai muuttuivatko kannat? Primaariaineistona ovat vaalikaudella käydyt seitsemän ulko-, turvallisuus- ja puolustuspolitiikkaan keskittynyttä täysistuntokeskustelua. Yli 600 puheenvuoron analysoinnissa on sovellettu aineistolähtöistä lähestymistapaa ja sisällönanalyysiä. Keskusteluaineiston perusteella ulkoisen toimintaympäristön muuttujista keskeisesti näkemyksiin liittoutumisesta ovat vaikuttaneet erilaiset käsitykset siitä, 1) millaiseksi Euroopan ja Itämeren alueen yleinen turvallisuuskehitys sekä erityisesti Venäjän roolin ja länsisuhteen kehitys arvioidaan (Venäjä-diskurssi), ja 2) minkälainen merkitys on pohjoismaisen ja erityisesti Ruotsin kanssa tehtävän puolustusyhteistyön tiivistämisellä (Ruotsi-diskurssi). Myös arviot siitä, 3) millaisia kehitysnäkymiä on EU:n yhteisessä puolustusulottuvuudessa (EU-diskurssi), ja 4) miten Naton rooli sekä kumppanuus kehittyvät (Nato-kumppanuus -diskurssi) ovat vaikuttaneet merkittävästi näkemyksiin. Keskeisin tutkimuspäätelmä on, että lähes kaikki Nato-keskustelun argumentit ja keskusteluteemat kiertyvät lopulta Venäjään. Liittoutumiskeskustelu on siis keskustelua, jossa Suomen valintoja arvioidaan joko ääneen tai verhottuna suhteessa oletettuihin Venäjän pyrkimyksiin, motiiveihin ja mahdollisiin reaktioihin. Ukrainan kriisin myötä vakautta ja jatkuvuutta korostava pragmaattinen "geopoliittinen realismi" nousi keskustelussa yhä hallitsevammaksi näkökulmaksi, ohittaen kansainvälisen yhteisön normistoa ja moraalia korostavan "arvoperustaisen yhteisöllisyyden".

A gestão de recursos humanos na InnoWave Technologies

Mestrado em Gestão de Recursos Humanos