Company size, organisational culture and human resource management in small to medium sized professional services firms: a case study

Cultura organizacional e gestão de recursos humanos (GRH) são componentes fundamentais para a estratégia corporativa raramente estudada no contexto das pequenas e médias empresas (PME) no setor de serviços profissionais, um ambiente no qual o capital humano das empresas companhias é particularmente importante. Um estudo de caso de uma empresa de gestão de investimentos inglesa foi realizado. A PME quase triplicou o seu quadro de funcionários, de menos de 50 a mais de 140, nos últimos seis anos. Cultura e GRH foram pesquisadas tanto historicamente quanto no momento atual por meio de uma combinação de entrevistas individuais, observação direta durante as visitas ao local e análise documental. Foi verificado que a G RH (junto com um número de outras estruturas e processos internos) tornou-se mais formal, apesar do fato de que a empresa começou com políticas de RH relativamente desenvolvidas, em comparação com outras pequenas empresas. Uma possível explicação para esta estruturação das práticas de RH é que empresas do setor de serviços profissionais tendem a dar uma importância especial à qualidade da sua força de trabalho. Esta relativa estabilidade cultural pode ser explicada pelo fato da cultura ser forte e é mantida tanto inconscientemente quanto conscientemente, por meio de mecanismos como o planejamento de pessoal, recrutamento e remuneração. As conclusões, por conseguinte, demonstram que as atitudes e percepções nem sempre mudam tão rápido quanto sistemas organizacionais, e que a relação entre cultura e gestão de recursos humanos pode ser complexa; a formalização da GRH pode reforçar a mudança cultural em certos aspectos, ao mesmo tempo abrandá-lo em outros.

Economic efficiency of free and open source software in the public sector: the example of Chile

Includes bibliography

Challenges for an Integrated Water Resource Management in the Merguellil basin (Tunisia)

La risorsa acqua in zone semi-aride è sottoposta a un'estrema variabilità climatica nello spazio e nel tempo. La gestione della risorsa acqua è quindi soggetta a un insieme di sfide quando i vincoli naturali vengono uniti agli effetti indotti da attività umana come per esempio l'aumento dello sfruttamento dell'acqua di sottosuolo, cambiamento dell'uso del suolo e presenza di infrastruttura mista. Si spera che il cambiamento climatico e l'attività risultanti dallo sviluppo economico, a corto termine aumentino la pressione su un sistema ormai sensibile. Se pianificato e gestito correttamente, lo stoccaggio dell'acqua, nelle sue varie forme, funge come un meccanismo di controllo della variabilità climatica e può potenziare la capacità adattiva. Lo uadi Merguellil è un corso d'acqua a carattere non perenne al centro della Tunisia, più specificamente a est della città di Kairouan. Il Merguellil drena la pioggia sulla dorsale Tunisina insieme al uadi Zeroud e Nebhana, ed è tra i principali fiumi che scorre sulla piana di Kairouan. Lo stoccaggio dell'acqua nel bacino assume diverse forme come i laghi collinari, i terrazzi, acqua di sottosuolo e una diga. Alcune delle opzioni per lo stoccaggio dell'acqua sono state costruite per preservare la risorsa acqua, mantenere la popolazione rurale e mantenere l'equità tra le zone a monte ed a valle ma solitamente non è mai stata fatta un'analisi comprensiva dei "trade-offs" coinvolti in tali sviluppi. Anche se la ricerca è sviluppata in questa zona, finora nessuna analisi ha cercato di combinare le dinamiche del sistema idrologico con scenari gestionali. L'analisi di scenari gestionali consente ai decisori di valutare delle alternative di pianificazione e può incrementare positivamente la loro abilità di creare delle politiche che si basino sulle necessità fisiche ma anche sociali di un particolare sistema. Questo lavoro è un primo passo verso un Sistema di Gestione Integrata della Risorsa Idrica (inglese: IWMR) capace di mettere in prospettiva strategie future su diverse scale. L'uso di uno strumento metodologico illustra le sfide associate nell'affrontare questo compito. In questo caso, un modello WEAP (Water Evaluation and Planning System) è stato sviluppato in collaborazione con partners Tunisini in modo da integrare le conoscenze su processi fisici e valutare diverse tendenze come l'aumento dell'irrigazione o il cambio di alcuni aspetti climatici. Lo strumento ora è disponibile ai ricercatori locali dove potrà essere sviluppato ulteriormente a fine di indirizzare domande più specifiche. Questo lavoro focalizza lo stoccaggio dell'acqua per poter evidenziare le interazioni dinamiche tra le diverse opzioni di stoccaggio nella zona di studio e valutare i "trade-offs" tra di esse. I risultati iniziali dimostrati in questo lavoro sono: - Se lo sfruttamento degli acquiferi fosse ristretto ai livelli delle loro ricarica, la domanda d'acqua dei diversi utilizzatori non sarebbe soddisfatta al 25% dei livelli di consumo attuale. - La tendenza di incremento dell'agricoltura di irrigazione crea un impatto più accentuato nelle risorse di sottosuolo di quello creato da un'ipotetica riduzione della piovosità all'85% - L'aumento del numero di laghi collinari riduce la quantità d'acqua che arriva a valle, allo stesso tempo aumenta la quantità d'acqua "persa" per evaporazione.

Minimum wage and maximum hour provisions in the public sector /

"December 1980."

Management in the public service; the quest for effective performance.

Mode of access: Internet.

International human resource management:review and critique

The research agenda for the field of international human resource management (IHRM) is clear. For a better understanding and to benefit substantially, management scholars must study IHRM in context (Jackson, S.E. and Schuler, R.S. 1995. Understanding human resource management in the context of organizations and their environment. Annual Review of Psychology, 46: 237–264; Geringer, J.M., Frayne, C.A. and Milliman, J.F. 2002. In search of 'best practices' in international human resource management: research design and methodology. Human Resource Management, forthcoming). IHRM should be studied within the context of changing economic and business conditions. The dynamics of both the local/regional and international/global business context in which the firm operates should be given serious consideration. Further, it could be beneficial to study IHRM within the context of the industry and the firm's strategy and its other functional areas and operations. In taking these perspectives, one needs to use multiple levels of analysis when studying IHRM: the external social, political, cultural and economic environment; the industry, the firm, the sub-unit, the group, and the individual. Research in contextual isolation is misleading: it fails to advance understanding in any significant way (Adler, N.J. and Ghadar, E. 1990. Strategic human resource management: a global perspective. Human Resource Management in International Comparison. Berlin: de Gruyter; Locke, R. and Thelen, K. 1995. Apples and oranges revisited: contextualized comparisons and the study of comparative labor politics. Politics & Society, 23, 337–367). In this paper, we attempt to review the existing state of academic work in IHRM and illustrate how it incorporates the content and how it might be expanded to do so.

Human resource development in the Sultanate of Oman

This study explores the scenario of human resource development (HRD) in the Sultanate of Oman. The investigation was conducted with the help of a questionnaire survey in stateowned enterprises (SOEs). The research findings highlight an increased emphasis on HRD initiatives at a national level in Omani firms. There is a significant degree of awareness among the top managers regarding the benefits of a strategic approach to HRD. Despite all this, the implementation of HRD programmes has not been particularly successful. This is because the state has not been able to develop the skills and competencies of the Omani workforce to the levels required under the sixth national five–year plan. The article makes a number of recommendations in this regard. It also highlights key research areas for further examination.

Knowledge management in the energy sector:review and future directions

Purpose – The purpose of this paper is to examine the state of knowledge management (KM) in the energy sector and more broadly, and consider future directions for research and practice. Design/methodology/approach – The paper reviews the literature on KM and the practice of KM as relevant to the energy sector. Findings – There are many examples of good practice in KM in the sector, and some organisations, especially in the oil industry, are seen as leaders in KM practice. However, other organisations have yet to embark on explicit KM initiatives or projects at all. In addition, some parts of the energy sector discuss KM without any reference to the more general KM literature. Originality/value – Although some parts of the energy sector have justifiably earned a good reputation for KM, other parts are completely unaware of the field, as is apparent from the literature. This review helps to raise awareness and guide future work.

Understanding change in the public sector:a local authority case study

Increasingly managers in the public sector are being required to manage change, but many of the models of change which are available to them have been developed from private sector experience. There is a need to understand more about how the change process unfolds in the public sector. A case study of change in one local authority over the period 1974-87 is provided. The events surrounding housing decentralisation and the introduction of community development are considered in detail. To understand these events a twofold model of change is proposed: a short wave model which explains a change project or event; and a long wave model which considers how these projects or events might be linked together to provide a picture of an organisation over a longer period. The short wave model identifies multiple triggers of change and signals the importance of mediators in recognising these triggers. The extent to which new ideas are implemented and the pace of their adoption is influenced by the balance of power within the organisation and the political tactics which are used. Broad phases in the change process can be identified, but there is not a simple linear passage through these. The long wave model considers the way in which continuity and change feed off one another. It suggests that periods of relative stability may be interspersed with more radical transformations as the dominant paradigm guiding the organisation shifts. However, such paradigmatic shifts in local government may be less obvious than in the private sector due to the diverse nature of the former.

Municipal benchmarking:organisational learning and network performance in the public sector

The main purpose of this dissertation is to assess the relation between municipal benchmarking and organisational learning with a specific emphasis on benchlearning and performance within municipalities and between groups of municipalities in the building and housing sector in the Netherlands. The first and main conclusion is that this relation exists, but that the relative success of different approaches to dimensions of change and organisational learning are a key explanatory factor for differences in the success of benchlearning. Seven other important conclusions could be derived from the empirical research. First, a combination of interpretative approaches at the group level with a mixture of hierarchical and network strategies, positively influences benchlearning. Second, interaction among professionals at the inter-organisational level strengthens benchlearning. Third, stimulating supporting factors can be seen as a more important strategy to strengthen benchlearning than pulling down barriers. Fourth, in order to facilitate benchlearning, intrinsic motivation and communication skills matter, and are supported by a high level of cooperation (i.e., team work), a flat organisational structure and interactions between individuals. Fifth, benchlearning is facilitated by a strategy that is based on a balanced use of episodic (emergent) and systemic (deliberate) forms of power. Sixth, high levels of benchlearning will be facilitated by an analyser or prospector strategic stance. Prospectors and analysers reach a different learning outcome than defenders and reactors. Whereas analysers and prospectors are willing to change policies when it is perceived as necessary, the strategic stances of defenders and reactors result in narrow process improvements (i.e., single-loop learning). Seventh, performance improvement is influenced by functional perceptions towards performance, and these perceptions ultimately influence the elements adopted. This research shows that efforts aimed at benchlearning and ultimately improved service delivery, should be directed to a multi-level and multi-dimensional approach addressing the context, content and process of dimensions of change and organisational learning.