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Sökning: WFRF:(Hällsten Freddy 1958)

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21.
  • Hällsten, Freddy, 1958 (författare)
  • Personalekonomi och "det goda" – om etik och effektivitet i arbetet : Human Resource Costing and Accounting and the Good – about ethics, efficiency and work
  • 1997
  • Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
    • Can Human Resource Costing and Accounting (HRCA) contribute when creating ”the good work”? What kind of perceptions are dominating among HRCA-actors – the system directed striving to attain organisational utility or the actor-directed aimed at ”the dignity of the individual”? What consequences are discernable if one of them is dominant? ”The good” can be characterised by utilitarianism – to create the utmost possible utility. ”The good” can also be considered from an action-theoretical perspective, that is based on Aristotle’s ideas about ethics (phronesis and praxis). I have used a hermeneutic interpreting method. Interviews are made with a couple of actors who have worked, or in some other way been in touch with, HRCA and ”the good”. HRCA-methods, especially in accounting, have had problems in becoming recognised as a useful instrument with regard to reaching effectiveness as well as encouraging ”the dignity of the individual”. The result of this is that the thought of HRCA being able to contribute to ”the good work” disappears. There are examples of measures which have been taken and that can be connected with ”good work”. But these types of actions are first connected with the convictions of the individual. Beliefs and intentions are of greater importance than utility-maximizing account and calculations systems. Utility-maximizing is the dominant idea. If the utilising assumption is strained then the studied organisations risk becoming even more instrumentalized. A further build-up of the system does not necessarily lead to more and better measures on actor-level.
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23.
  • Hällsten, Freddy, 1958 (författare)
  • To promote coworkership – an HR role?
  • 2007
  • Ingår i: 5th International Conference of the Dutch HRM Network, In Search of Balance: Managing the Dualities of HRM, 9–10 Nov. i Tilburg, Holland..
  • Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
    • The most important assignment for HR-work is to deliver value, according to Ulrich & Brockbank (2005). The value could be to create organizational capabilities and human abilities, including “talent, speed, collaboration, accountability, shared mindset, learning, and leadership” (p. viii). One way to promote these aspects could be to work with coworkership or “medarbetarskap” in Swedish. Coworkership is a long-termed philosophy characterized by employee responsibility, participation, co-operation, and confidence and open-mindness, within organisational frames. The purpose with this paper is to discuss how HR departments can contribute to coworkership, and if they by this can maintain the role of being the employee advocate, which Ulrich & Brockbank (2005) think is one of five important HR roles. Can and should HR be the promoter of coworkership? The results show how a lot of organisations are using the concept coworkership (medarbetarskap) in their policies, and as a way to discuss the employees’ performance, but still there is much to do to really realise all the good intentions. The role of HR departments is often to coordinate the process to develop coworkership, and to work out the policies, just as they do with leadership issues. To really achieve the good intentions and long-termed results HR departments should reflect their own coworkership to set their own example, and influence managers and their employees. Then it is easier to take the role of promoter of coworkership. A well-developed coworkership presupposes close cooperation between HR departments and line-managers, which confirm the HRM-ideas about the common responsibility for employment relationships. HR managers and specialists could take the role of being employee champion/advocate, at least to understand “the employee perspective”. This could be a way to even maintain the other roles, as strategic partner, developer, functional, and leader role. These roles are employer roles and should not be mixed with the trade unions roles and missions.
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24.
  • Medarbetarskap i praktiken
  • 2006
  • Ingår i: Medarbetarskap i praktiken. - Lund : Studentlitteratur. - 9144038984 ; , s. 9-32
  • Samlingsverk (redaktörskap) (övrigt vetenskapligt/konstnärligt)
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26.
  • Reichel, Astrid, et al. (författare)
  • Societal contingency of HR managerial power sources: The relevance of experience and academic degree of HR executives for HR managers' strategic positions
  • 2012
  • Ingår i: IFSAM – International Federation of Scholarly Associations of Management, June 26th – 29th 2012, University of Limerick, Ireland.
  • Konferensbidrag (refereegranskat)abstract
    • The pursuit of power is a central topic in human resource management research. Max Weber defined power as "the probability that one actor in a social relationship will be in a position to carry out his (sic) will despite resistance, regardless of the basis on which this probability rests" (p. 152, Theory of Social & Economic Organization). Understanding the factors that shape power is important because the contribution of HR managers depends on their authority in an organization [i.e. ability to exert influence on organizational members]. A well established view among HR scholars is that HR managers have difficulties to acquire authority in organizations by demonstrating the impact of their activities (on organizational performance) because implementing HR activities requires a long-term perspective and allocating responsibility for effects to the HR specialist unit is difficult since many organizational members are involved in managing personnel (Galang & Ferris, 1997; Purcell & Ahlstrand, 1994; Tsui & Gomes-Mejia, 1988). Given the constraints of taking results into consideration, what factors do organizations look at for staffing HR executive positions? Contemporary research examining factors that shape power of HR managers in organizations has pointed to the importance of the HR manager’s expertise and style as important factor to develop confidence that he/she conducts HR work properly. Investigations taking up this view have analyzed the HR manager’s use of impression management tactics (Galang & Ferris, 1997), fit with signals from senior management (Kelly & Gennard, 2000) and negotiated rolerelationships with multiple constituents (Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). Strong support for the argument that power depends on perceptions of expertise comes from neo-institutional approaches, however with a different view on the locus of power sources. According to this perspective, the sources of power are shaped by rationalities prevailing in institutional settings (Thornton & Ocascio, 1999: 802). The rules that operate in institutional settings shape understandings of organizations about useful characteristics of HR executives. This means that whatever influence tactics HR executives expose, whether or not they are successful relies on the fit of these tactics with distinct rules of institutional settings. [These rules remain largely out of their influence sphere according to neo-institutional approaches.] While the historical contingency of power sources has received some attention in previous 3 institutional research on HR managers (e.g., Jacoby, 2004; Legge, 1987; Trudinger, 2004), the societal contingency of power sources has been largely neglected to date. Exceptions are Brandl, Mayrhofer and Reichel (2008) who focus on gender only and Jacoby’s et al. (2005) comparative study of organizational variables in U.S. and Japan. Against this background this article examines how the distinctive rationalities that prevail in societal contexts shape the determinants of HR executive power. Empirically, we examine the importance of three characteristics of HR executives – gender, academic education and practical HR experience – for becoming strategically integrated in their organizations in Germany, Spain, Sweden and UK. In HRM, strategic integration is seen as an important indicator of HR executive power1 (Legge, 1978); it comprises both, enacted power (through involvement in actual decision-making) as well as potential power (formal status as a board member). The included characteristics of HR executives can be roughly read as representing competencies (education, experience) and personality/traits (gender) of HR executives. The integration of competencies in our study refers to the debate on HR professionalism while the inclusion of gender relates to the (less developed) debate on stratification among male and female HR professionals. We compare patterns in the importance of the three characteristics for becoming strategically integrated at the country level because the conditions under which HRM operates are primarily set by nation states. The property, production and gender regimes of the nation states that we have selected for this study incorporate distinct rationalities that suggest differences in national patterns of HR executive power sources. Our study empirically demonstrates the societal contingency of sources of HR executive power. Assuming that individual background characteristics have symbolic value, i.e. signal appropriateness of HR executives’ for mastering challenges prevailing in distinct institutional settings, we examine how rationalities prevailing in institutional settings enable particular characteristics to function as a source of power. We extend existing research on societal contingency of power sources of HR executives by showing the linkage between salience of enabling HR competencies and rules prevailing in wider contexts.
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27.
  • Rovio-Johansson, Airi, 1939, et al. (författare)
  • En extern utvärdering av magisterprogrammet Management i byggsektorn
  • 2005
  • Rapport (övrigt vetenskapligt/konstnärligt)abstract
    • Sedan 1999 anordnar Chalmers och Centrum för management i byggsektorn (CMB), en 1,5 årig masterutbildning med namnet Management i Byggsektorn (MB-utbildningen). En viktig orsak till denna utvärdering av MB-utbildningen är den revision av det europeiska högre utbildningssystemet som pågar med anledning av Bolognadeklarationen. Utvärderingen baseras dels på av enkätdata från 76 ingenjörer och teknologer och dels på 43 intervjuer av MB-civilingenjörer, byggarbetsgivare samt lärare och utbildningsansvariga på Chalmers. Den i huvudsak positiva bedömningen av utbildningen som har framkommit i såväl intervjuer som enkäter, gör att vi rekommenderar att utbildningen omvandlas till ett tvåårigt master-program. Vi presenterar i rapporten rekommendationer kring hur ett sådant program inom byggmanagement kan se ut. Vi rekommenderar att de moment som betonar ledarskap, ekonomi och juridik, liksom företagsnära inslag utökas. MB-utbildningen kan med denna inriktning utgöra ett värdefullt komplement till de övriga masterutbildningarna inom Chalmers.
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28.
  • Tengblad, Stefan, 1966, et al. (författare)
  • Individer eller personal? En idéskrift om etik inom person(al)ledning
  • 2000
  • Rapport (övrigt vetenskapligt/konstnärligt)abstract
    • Rapporten beskriver olika former av etik inom personalledning som kommer till uttryck inom dagens arbetsliv; den organisatoriska, den ekonomiska och den personorienterade. Det huvudsakliga budskapet är att samhälliga förändringar innebär en utmaning av många etablerade former av personalledning vilket pekar på behovet av att införa en mer personorienterad ledningspraktik i företag och organisationer. Rapporten utgör en idéskrift inom forskningsprojektet "Effekter av decentraliserat/lokalt personalansvar" (EDEPA) som finansieras av Rådet för Arbetslivsforskning under perioden 1999-2001.
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