HRE in start-up's culture
Melnykova, Bozhena (2017)
Melnykova, Bozhena
Haaga-Helia ammattikorkeakoulu
2017
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2017113019015
https://urn.fi/URN:NBN:fi:amk-2017113019015
Tiivistelmä
The commissioning party of this research thesis is Jolly Dragon Oy, which is a start-up company aimed to help internationals to adjust their life when coming to Helsinki Metropolitan Area. The thesis describes the development of Human Resource Enablement on the example of the commissioning party and how it can affect different businesses in general.
The purpose of this thesis is to determine the important touchpoints for Jolly Dragon for further development of the HRM inside of the company when applying it to the cultural dimension as well as demonstrate to other new companies that they also need to focus on human capital, and not only on the profit.
The objective here is to clarify how in start-ups the HRE is generated based on the leader point of view and HR practices together. Also, it will give the comparison to old hierarchy type used in most companies still existing.
Theoretical framework played an extremely crucial role here that helped to acquire a better understanding of Human Resource Enablement as a growing and developing trend in HR. Additionally, to comprehend the possibility of changing the HRM inside of Jolly Dragon into HRE to support the development inside and outside of the company.
The empirical part was executed in April 2017. The data was collected through the company’s website as well as through interviews that were conducted with the employees and the CEO himself. For the interviews, the questions were prepared beforehand in addition to the employees’ satisfaction evaluation scale.
In the end, the results depicted that in case company invests time into the Human Resource Enablement, it increases dedication of employees to the place they are working in. This also results in the higher profits because the staff works together as one aiming to the same goal and they know why they are doing this, and what kind of rewards are awaiting them ahead.
The purpose of this thesis is to determine the important touchpoints for Jolly Dragon for further development of the HRM inside of the company when applying it to the cultural dimension as well as demonstrate to other new companies that they also need to focus on human capital, and not only on the profit.
The objective here is to clarify how in start-ups the HRE is generated based on the leader point of view and HR practices together. Also, it will give the comparison to old hierarchy type used in most companies still existing.
Theoretical framework played an extremely crucial role here that helped to acquire a better understanding of Human Resource Enablement as a growing and developing trend in HR. Additionally, to comprehend the possibility of changing the HRM inside of Jolly Dragon into HRE to support the development inside and outside of the company.
The empirical part was executed in April 2017. The data was collected through the company’s website as well as through interviews that were conducted with the employees and the CEO himself. For the interviews, the questions were prepared beforehand in addition to the employees’ satisfaction evaluation scale.
In the end, the results depicted that in case company invests time into the Human Resource Enablement, it increases dedication of employees to the place they are working in. This also results in the higher profits because the staff works together as one aiming to the same goal and they know why they are doing this, and what kind of rewards are awaiting them ahead.