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Sökning: WFRF:(Hällsten Freddy 1958)

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1.
  • Andersen, Torben, et al. (författare)
  • Nordic HRM: Distinctiveness and Resilience
  • 2016
  • Ingår i: International Human Resource Management: Contemporary HR Issues in Europe. Eds.: Dickmann, M., Brewster, C. and Sparrow, P.. - London : Routledge. - 9781138776036 ; , s. 100-114
  • Bokkapitel (refereegranskat)
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2.
  • Boglind, Anders, 1944, et al. (författare)
  • HR transformation and shared services: Adoption and adaptation in Swedish organisations
  • 2011
  • Ingår i: Personnel Review. ; 40:5, s. 570-588
  • Tidskriftsartikel (refereegranskat)abstract
    • Purpose – This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three-legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model. Design/methodology/approach – An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders. Findings – All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations. Research limitations/implications – Because of the small sample size, the generalisability of the results is somewhat limited. Practical implications – The results may useful to both researchers and practitioners, whether they are involved in the study or in the re-organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration. Originality/value – Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in-depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context
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3.
  • Boglind, Anders, 1944, et al. (författare)
  • HR Transformation in the Swedish context – global concepts, local adaptations
  • 2009
  • Ingår i: the Dutch HRM Conference, VU University, Amsterdam, 13-14 November 2009.
  • Konferensbidrag (refereegranskat)abstract
    • The globalization of the market for management ideologies means that same ideas are offered everywhere. This goes for ideas about management in general as well as for subsections like human resource management. What happens when a “global” HRM concept hits the ground? To what extent is it adapted to the local context? The basis for our discussion is data from an on-going research project where we describe and compare the way the concept and practice of HR Transformation has been adopted and adapted in seven big Swedish organisations. One main finding is that the complexity of the original ideas is reduced, resulting in a standard HRT concept, which is adopted by all of our organisations, irrespective of their business. When implemented the standard blueprint is adapted and the result is a variety of solutions, more or less related to the institutional context, national and corporate. Both the direction of the adaptations and the prospect for sustainability depends on the fit between the HRT and the institutional context. Some parts, like the centralized and system-supported shared service go well together with other dominating trends. Others, like the Business Partner role has less institutional support and may be difficult to sustain. In most cases the value adding aspect of HR Transformation gets a secondary role, and the capacity to cut costs and increase management control takes the upper hand. The practice of benchmarking and the urge for following “best practice” contributes to this process. Duplication of consultantsʼ recipes and imitation of companies considered to be role models has in most cases been the input to the adaption process. On the other hand, a few of the companies we have studied have been able to make their HRT journey to an integral part of their continued working methods. Where the HRT eventually lands is an open question. Neither theories nor recipes are objects; rather they are subjects that change when they are used. Further research including data from other countries may help us to a better answer.
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4.
  • Boglind, Anders, 1944, et al. (författare)
  • HR-transformation på svenska: om organisering av HR-arbete
  • 2013
  • Bok (övrigt vetenskapligt)abstract
    • Några år in på 2000-talet började många svenska organisationer förändra sin HR-funktion utifrån ett koncept som utvecklats i amerikanska storföretag. Konceptet marknadsfördes internationellt av konsulter som ”HR transformation”. Kombinerat med en leveransmodell baserad på shared service, inspirerad av den amerikanske gurun Dave Ulrich, var målet effektivisering och omfokusering mot mer strategiska HR-uppgifter. Vi har följt sju svenska organisationers försök att införa konceptet. Vi ville förstå varför det fått ett så stort genomslag och i vilken grad det påverkat för HR-arbetets inriktning och arbetssätt samt konsekvenser för linjechefer. Resultaten visar att transformationsidéerna var attraktiva därför att de kunde kopplas till rationella mål om kostnadseffektivisering och central kontroll. Men genomförande och måluppfyllelsen varierar och har ofta påverkats av faktorer som inte beaktats i den rationella planeringsprocessen.
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5.
  • Hällsten, Freddy, 1958 (författare)
  • Career Perspectives for Personnel Managers in the HR Shared Service Organization
  • 2011
  • Ingår i: Nordic Academy of Management conference 2011, Stockholm University, August 22–24.
  • Konferensbidrag (övrigt vetenskapligt)abstract
    • Increasing complexity of the HR function has both amplified the tasks of personnel managers and made them more heterogeneous. In this paper, we argue that organizations should develop career perspectives within the HR function to make the HR function more attractive for qualified staff, to improve its internal coordination and the competence level of personnel managers. We use the HR Shared Service Organization (SSO) model to illustrate how organizations can design career paths that foster coordination between different HR sub-units and provide career opportunities for people with interest in general managerial, HR expert and project careers. In transferring insights from contemporary career research to the field of HR, our paper addresses the neglected challenges of staffing the HR function.
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6.
  • Hällsten, Freddy, 1958 (författare)
  • Decentraliserat personalansvar
  • 2000
  • Ingår i: Handla med människor : perspektiv på human resource management. Redaktörer: Ola Bergström, Mette Sandoff. - Lund : Academia Adacta. - 9197320099
  • Bokkapitel (övrigt vetenskapligt)
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7.
  • Hällsten, Freddy, 1958 (författare)
  • Det dygdiga personalansvaret: om chefers ansvarstagande för personal utifrån etiska perspektiv
  • 2003
  • Doktorsavhandling (övrigt vetenskapligt)abstract
    • The virtuous responsibility for personnel About managers assuming of responsibility from ethical perspectives Managers are nowadays seen to be those who have the responsibility for managing staff as well as personnel work, i.e., recruitment, introductions, and competence development. This is confirmed by theories from Human Resource Management (HRM) and other managerial perspectives. But how the responsibility for personnel works and how managers construct them-selves as responsible is so far neglected. One way to examine this is to use ethical perspectives, especially virtue- (inspired by Aristotle), duty- (deon-tological) and utility-ethics. The study concerns first line managers within two construction departments at the Volvo Car Corporation in Göteborg. It is an interpretative study drawing its inspiration from ethnographical research. The study shows a great variation between managers. Some actively take responsibility and continuously construct the taking of responsibility and thus create virtues, some only have responsibility and lack the ability to reconsider their constructions. The latter get caught in constructions related to duties or utility-criterions. The most important virtue found in this study is called combination ability, i.e., the good managers could combine responsibility for staff with technical responsibility. If the organi-sation wants to have virtuous and responsible managers, they ought to consider the necessity of new routines, orders, rules, values and utility-criterions that could restrict managers’ autonomy and their real praxis, i.e., their acting based in their character (virtue). Aristotelian virtue-ethics could help actors within the organisation to be aware of actions related to responsibility for staff, and their importance for both employees and com-pany, while HRM-theories consider this kind of responsibility as a “black box”.
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8.
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9.
  • Hällsten, Freddy, 1958 (författare)
  • Förmåga till medarbetarskap
  • 2008
  • Ingår i: Arbets(o)förmåga - ur ett mångdisciplinärt perspektiv. Vahlne Westerhäll, L. (red.). - Stockholm : Santérus förlag. - 9789173590105 ; , s. 89-112
  • Bokkapitel (övrigt vetenskapligt)
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10.
  • Hällsten, Freddy, 1958 (författare)
  • Good leadership is achieved by virtuous relationships
  • 2005
  • Ingår i: NFF, Aarhus, Denmark. August 18–20th 2005.
  • Konferensbidrag (refereegranskat)abstract
    • In this paper I discuss what good leadership means and how it can be manifested in the leader-follower relationship, in a way that could prove advantageous for both organisation and employees, including effectiveness and ethics. I consider theories about different leadership styles, i.e. task-oriented versus relation-oriented, together with Burns’ (1978) theories about transformational and transactional leadership, and various ethical perspectives. These perspectives are 1)teleological theories which means the end justifies the means, and the outcome will be stressed, e.g. utilitarian and ethical egoism, 2) the deontological duty ethics, which focus on the rules people ought to follow; they have moral obligations independent of the outcome (Aronson, 2001), and 3) Aristotelian virtue ethics, which involves our day-to-day actions as well as the character of the actors (Hällsten, 2003). Good leadership is connected to relationships between leaders and followers, as well as to ethics (Ciulla, 2004). I use a qualitative, in-depth, and interpretive method, describing three managers practise at Volvo Car Corporation, especially focusing one of them as representing “the good leadership”. I argue in favour of a combination of different styles together with ethical considerations. The good leadership should be task- and relationoriented, transformational (without excluding transactional aspects), and virtuous. It should also include knowledge about technical issues, because this gives the relationships legitimacy. All these aspects gives an integrated whole for the relationships. When a manager is able to create such good relationships, together with the co-workers, there are advantages for both parties. The advantage for the company is that the production-process works well with fewer disturbances; for the co-workers it means that they have a manager/leader who is interested in their work as well as in themselves as human beings. Good leadership is based upon achieving virtuous or excellent relationships. Some of the virtues that have been found during this study are dialogic skill, adaptability, flexibility and caring.
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