Use of HR Policy by Leaders for Trend Opportunities Order Instructions: How can HR leaders use HR policy to take advantage of opportunities posed by the trend you identified?
Use of HR Policy by Leaders for Trend Opportunities
Today’s workplace looks different in many ways from that of 20 or even 10 years ago. Consider the prevalence of social media, both as an official means of organizational communication and its ‘unofficial’ use by staff in and outside the office. Consider the rise of remote working, flexible work assignments, outsourcing, and other trends.
Have you worked in an organization that has implemented strategies such as virtual work teams, perhaps crossing departmental, organizational or even national borders? Or perhaps you have worked in an organization that has incorporated corporate social responsibility or sustainability into its business strategy?
All of these developments can have important implications for HR policy. This essay gives you an opportunity to investigate one of these trends and its potential impact on HR policy in greater depth.
To prepare for this essay:
•Read the required Learning Resources that have been sent by email.
•Choose one of the organizational or social trends described in your Learning Resources – or another that you wish to research on your own – and reflect on its implications for the development of HR policy.
•In approximately 550 words, analyze the implications of you’re chosen organizational or social trend for the development of HR policy.
•In formulating your essay, consider the following questions:
o How can HR leaders use HR policy to take advantage of opportunities posed by the trend you identified?
o How can HR leaders use HR policy to mitigate risks posed by the trend you identified?
o How might an organization’s HR policy need to be revised or changed in light of your identified trend?
oWhat would be the implications for an organization of not addressing the trend via HR policy?
Use of HR Policy by Leaders for Trend Opportunities Sample Answer
Introduction
Technology has had enormous changes in the way people and organizations execute businesses. The advent of technology has had more effect on the decentralized nature of the internet and increased production of desktop and mobile computing. The modern business environment cannot be productive with the exclusion of modern technology. The effect is also evident in all business areas such as human resource and how HR practices are executed. The paper evaluates how organizational trends such as the increased technology impact the formulation of HR policy.
How can HR leaders use HR policy to take advantage of opportunities posed by the trend you identified?
Recruiting: Advents of the internet have altered the way employees are recruited by companies. In the past, HR recruiters relied on print media; however, this is not the case anymore as technology has made it possible for employers to post a vacancy and get innumerable views from various geographical regions (Boxall & Purcell 2016). Training: With the advent of ICT, the HR department has the ability to train new recruits rather effectively. Furthermore, the capacity to access the firm’s data and training schemes from different locations excludes the need for instructors to work with new recruits throughout the entire training period. While interaction is necessary at some point, virtual classes enhance the training of many employees effectively by way of computer-based tests (Deloitte Consulting 2014).
Advanced data storage and recovery: Modern technology has eliminated a lot of paperwork. With the advent of electronic imaging, it is now possible for organizations to store, retrieve and print files stored electronically. Performance Management: Modern technological tools have made it possible for organizations to evaluate employee performance and get a response that would enable the company to enhance performance (Armstrong 2014). Various applications can be employed to evaluate performance at the corporate level using indicators to determine whether or not standards are being met. When certain employees fail to measure up, they may undergo additional training.
How HR leaders use HR policy to mitigate risks posed by technology?
The main goal of current approaches to the human resource is maximising opportunities related to increased technology while reducing risks maximizing to arise. With this in mind, the HR policy associated with employee mobility often breeds a desire from employers and workers alike to ensure that there is significant flexibility in conducting their duties and managing virtual organisations. In addition, there is a need to modify the HR policy particularly social media technology, which allows workers to share ideas. Therefore, it is necessary for the human resource department to adopt a proactive standpoint for the firm to be competitive. Much as human resource should be proactive in encouraging sharing of ideas, organisational guidelines must be enacted about the use of social media to safeguard the firm and individual from the increasing “instant” places of work (Jacobson & Tufts 2013).
How does the organisation’s HR Policy need to be revised or changed in light of technology?
It is crucial for the organisation to re-examine the cost-based human resource policy that has a major impact on the labour needs (Deloitte Consulting 2014). Another area that should be revised is the use of human resource information system (HRIS) to hire and recruit workers through online techniques. These techniques will allow potential candidates to apply directly or register with expert online bureaus (Bamberger, Biron & Meshoulam 2014).
Implications
Failure to address technology via HR policy is likely to contribute to inefficiency. For instance, the absences of technology will intricate matters for the HR managers to recruit and select workers. This is because the absence of print media such as magazines makes it hard for HR leaders to post jobs in many locations for millions of individuals to see them with a click of a button. In addition, without technology in HR policy, it becomes challenging to monitor the progress of new workers while making it difficult to for the organization retrieve and store information. Without the right technology, HR managers will be compelled to go through all the files to get the required information; hence, this is not just time-consuming, but also inefficient.
Use of HR Policy by Leaders for Trend Opportunities References
Armstrong, M. 2014. Armstrong’s handbook of human resource management practice, 13th Ed. London: Kogan Page.
Bamberger, P., Biron, M. & Meshoulam, I. 2014. Human resource strategy: formulation, implementation and impact, 2nd ed. London: Routledge.
Boxall, P. & Purcell, J. 2016. Strategy and Human Resource Management (4th Ed.) London: Palgrave Macmillan
Jacobson, W. & Tufts, S. 2013. ‘To post or not to post: employee rights and social media’, Review of Public Personnel Administration, 33 (1), pp.84-107.
HR Department in Corporate World Order Instructions: TASK 4, INSTRUCTIONS ARE IN UPLOADED FILE.
HR Department in Corporate World Sample Answer
Abstract
The HR department is one of the pillars of the corporate world. The department plays a significant role in the human resource strategy. The Powerhouse Museum adheres to the necessity of having a human resource department.
HR Department in Corporate World
Thus, they drafted a Human Resource Service Level Agreement (SLA). The service agreement is for the purpose of formally setting up the relationship between the Human Resource Department and the Powerhouse Museum, as well as to promote a healthy business relationship. The contract states the exclusive provider of services by the Human Resource Department as requested by the Powerhouse Museum. The SLA will be evaluated biennially for the purpose of incorporating changes. Furthermore, there was a communication plan signed by the CEO and HR representatives. The notification is deemed to take place within a month before the implementation of services. A report on the training program was also made available to address the decline in attendance and mandatory training requirements in the workplace.
Keywords: human resource department, service level agreement, communication plan, report on training
Human Resource Department
The human resource department is known to serve as one of the backbones of an organization, especially that of the corporate world. Human resource personnel is responsible for selecting and maintaining a high-caliber workforce in organizations (Robbins & Coulter, 2012). Robbins and Coulter further suggest that their role in the company is critical since the performance of the Human Resource Department in Corporate World depends on the proper selection, motivation, and maintenance of the human resource department. Moreover, their role in the safeguarding and maintenance of staff records enables human resource management information to be available to managers and ensures that they can meet statutory reporting responsibilities. There was a report saying that human resource can be the primary partner of organizations in providing that there is an association with what the group is saying and how they treat people within the organization (Strandberg, 2009). In this regard, the HR department wants to extend its tasks by providing human resource services to the Powerhouse Museum business and their agencies.
Service Level Agreement of the Human Resource Department and Powerhouse Museum
Under this, service level agreement is a contract between the HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM for the purpose of formally setting a business relationship.
This service level agreement ensures the relentless cooperation and support of the HUMAN RESOURCE DEPARTMENT to the POWERHOUSE MUSEUM in providing excellent human resource services.
Scope of Contract
This service level agreement between the two consenting parties – HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM, covers assistance that is inclusive of human resource services or other related tasks.
Human Resource Service Agreement Objectives
The HUMAN RESOURCE DEPARTMENT pledge to cater necessary human resource services to POWERHOUSE MUSEUM upon the request and demand of the last party.
The duties that the HUMAN RESOURCE DEPARTMENT will have grounds for the pursuit of the following objectives:
HR Health Check – to provide a total assessment of your HR systems in place
Strategic planning – setting up processes, implementing HR plans and objectives
Equal Opportunity – creating a responsive organization
Performance Management Systems – performance appraisals processing
Job Analysis – creating proper job descriptions and specification
Staffing the Workplace – recruiting candidates, developing & using application forms
Employee testing, interviewing and selection – types of tests & selection techniques
Induction and Training – inaugurating employees, providing training techniques, and processes
Developing HR Managers – conducting on and off the job training which are essential factors for success
Appraising Performance – utilizing appraisal methods and assessments in managing performance
Remuneration and Incentives – pricing jobs for both low and high-level staff incentives
Employee/Industrial Relations – legal framework
Occupational Health and Safety Systems – planning for organizational health and services (OH & S)
Staff Retention Programs
Staff Incentive Programs – motivating employees
Other _________________________________________
Term of Agreement
The HUMAN RESOURCE DEPARTMENT services shall exclusively provide HR Services as requested by the Powerhouse Museum from _____________(date) to _____________(date).
CURRENT HR Situation Analysis
Is any of the following HRM activities formally in place?
If so, please mark and explain in space provided:
Activity
Yes/No
Provide Details
Add details if necessary
Recruitment and selection of staff, (psychometric testing)
Yes
Additional HR staff are selected and recruited through different selection procedures (interview, psychological tests, drug tests, medical tests, and/or performance tests)
Inductions
Yes
Employees are formally welcomed to the organization through an orientation.
Payroll
Yes
Payrolls are provided and salaries are based on attendance (Daily Time Records) and performance
Leave
Yes
Maternity, paternal, sick, and emergency leave is applicable in the workplace
Industrial Agreements
Yes
There is a signed series of agreements between the company and other business firms
Staff Training and Performance
Yes
Company staff are trained biennially, and performance is checked using different methods (e.g. management by walking around, setting quotas, etc.)
Termination
Yes
Unproductive employees are trained, otherwise terminated if there are no changes in performance
Workplace Safety
Yes
Employees are provided with health insurances and other safety measures
Job descriptions/ classifications
Yes
Job descriptions and classifications are necessary because they provide a baseline of the tasks and performance of the employees
Policies and Procedures
Yes
Uniform policy is applied in the workplace, together with other guidelines and procedures
Table 1. Current HR Situation Analysis
Service Timeline
This section provides a table of duties of the HUMAN RESOURCE DEPARTMENT to POWERHOUSE MUSEUM. This section further includes a schedule for the service delivery. However, the fixedness of the schedules is not assured. The timeline may change depending on the circumstances that will occur along the way.
Human Resource Staffing Levels Roles and Responsibilities
The table below also presents the human resource services and the responsibilities with their corresponding timeline.
HR Service Deliverable
Responsibility
Timeline
Employee selection
Selecting, recruiting and terminating employees; use of appropriate psychological tests
3 months
Workplace design
Ensuring a suitable and pleasant work environment that enhances work productivity
1 year (whole duration of the contract)
Strategic planning
Involvement in the strategic planning of the company
1 year (whole duration of the contract) or when necessary
Employee motivation
Ensuring that employees are motivated and carrying out tasks at their optimum level
1 year (whole duration of the contract)
Employee relations
Ensuring good employee relations
1 year (whole duration of the contract)
Table 2. Human Resource Staffing Levels Roles and Responsibilities
Governing Law
To officially make this contract reliable and legal, the two parties thus come to an agreement to sign the treaty under the Australian business laws. The two approving parties will specifically make use of the Australian Consumer Law (ACL). This law states rules in the fair regulation of business trades and the protection of consumers (Commonwealth of Australia, 2016).
Upon introducing the service agreements of the CEO and board of Powerhouse Museum to its different areas, a series of duties were apportioned to the HR department. They asked the said department to take responsibility on the company’s decision-making and to take part in the enhancement and assessment of strategic plans. The company has foreseen the need for a service level agreement (SLA), which is deemed necessary and beneficial for the pursuit of the goals of the two parties. Implementation of SLA for the services in the Powerhouse Museum is advantageous since it set the grounds for the services that it ought to receive, as well as settle definite deadlines for the required services.
There will be a review of the service level agreement biennially; that is, every six months. The HR department will provide feedback to the senior management in regards to the SLA and the benefits of its implementation. In this connection, the HR department will utilize measurement tools to evaluate the steps that they did and those that they did not do, in accord with the agreement. Furthermore, the agreement will be updated as appropriate to reflect services that are new and those that were eliminated. The updated SLA will also include the changing business needs of the museum, as well as the measures that the HR department will take in addressing the current needs.
Communication Plan of the Service Level Agreement
The HUMAN RESOURCE DEPARTMENT and POWERHOUSE MUSEUM drafted a communication plan of the service level agreement, as shown in the table below. Both parties will give notice to their organizations about the services the HR department will provide under the service level agreement. These parties shall include the CEO and board members of the POWERHOUSEMUSEUM. Moreover, downline managers will also be notified, as well as lower level employees. Contractors and stakeholders will also receive notice. The communication plan will primarily contain a memorandum that the HR department will implement services under an agreement with the company. The communication plan will also include a brief message about the goals, tasks, and services that the HR department will provide.
This communication plan will be carried out through a formal memorandum letter which the department will send to the different levels of management in the Powerhouse Museum. The memo will come from the office of the CEO, drafted by human resource personnel, and signed by board members, the CEO himself, and HR representatives. The notification shall take place a month before the implementation of the services
Target audience:
Who do we want to inform?
Key messages:
What do we want to tell them?
Communication methods:
How are we going to inform them?
Who is responsible for doing it?
Deadline:
By when does this need to happen?
Date completed
Human Resource Department and Powerhouse Museum (CEO and board members)
The services that the HR department will provide under the service level agreement.
Memorandum/memo note
Human Resource Department
(a month before the implementation of the services)
(a week before the implementation of the services)
Employees
The services that the HR department will provide under the service level agreement.
Memorandum/memo note from the office of the CEO; meeting
HR Department, Managers
(a month before the implementation of the services)
(a week before the implementation of the services)
Managers
The services that the HR department will provide under the service level agreement.
Memorandum/memo note from the office of the CEO; meeting
HR Department
(a month before the implementation of the services)
(a week before the implementation of the services)
Contractors
The services that the HR department will provide under the service level agreement.
Memorandum/memo note from the office of the CEO; meeting headed by the managers
Managers
(a month before the implementation of the services)
(a week before the implementation of the services)
Other Stakeholders
The services that the HR department will provide under the service level agreement.
A formal letter from the office of the CEO; business meeting
HR Department; CEO
(a month before the implementation of the services)
(a week before the implementation of the services)
Table 3. Communication Plan of the Service Level Agreement
Report on Training Plan
The HR department will take measures in increasing organizational productivity and employee commitment. This measure is to address the decline in attendance of employees in the Powerhouse Museum. Absenteeism is considered a negative behavior in an organization. Thus, this shall be the focus of the department. The HR department will use training materials that are readily available for employees. The staff will utilize the training videos provided by a qualified service provider of workplace health and safety, and these materials will be posted on the company web page. Employees of the museum will be the target focus of the training since these problems are fundamental and apply to everyone in the organization.
The deadline for completion of the instructions will be within a month; wherein training is on a weekly basis. The contractor will report the development of the competency level for each employee. Furthermore, these plans will be communicated to stakeholders and departments through fax or letters. A meeting will also take place, where they will discuss the necessary strategies, changes, and others. The training will be evaluated through a demo of the employees. It will also be supplemented by a report observation of department heads. Since the senior management already approved of the suggestion to utilize the services of the company, the training will thus be easy.
HR Department in Corporate World Conclusion
With the growing importance of the human resource department in the business field, the HR department wants to extend its tasks by providing human resource services to the Powerhouse Museum business and their agencies. To formally set up the relationship between the two bodies, they drafted a Service Level Agreement (SLA). The agreement declares full support of the human resource department in supplying human resource services to the Powerhouse Museum. The agreement further gives Powerhouse Museum legal protection in case of loss of confidential intellectual property or disclosure of proprietary information. The employment of SLA is beneficial since it sets the grounds for the services that the concerned company receive, as well as settle definite deadlines for the required services. Furthermore, the HR department will communicate plans to parties concerned via a formal letter, and through a meeting. In training employees, the staff will utilize videos provided by a qualified service provider of workplace health and safety, and these materials will be available on the company web page for easy access. Overall, there are steps to consider in establishing human resource services at the museum, but none of them is significant compared to the benefits that the services entail.
Human Resource Department in Corporate World References
Commonwealth of Australia. (2016). Retrieved from Australian Consumer Law: http://consumerlaw.gov.au/
Robbins, S., & Coulter, M. (2012). Management. New Jersey: Prentice Hall.
Strandberg, C. (2009). ‘Role of Human Resource Management in Corporate Social Responsibility.’ Burnaby, BC.
The Impact of Traffic Jam On Employees Efficiency Order Instructions: This week you are exploring the role of epistemology in research and the philosophical assumptions that provide insight into management research.
The Impact of Traffic Jam On Employees Efficiency
You are gaining an understanding of how your own philosophical assumptions can influence your research and even the process of selecting a problem or issue to study.
In this week’s assignment, you will begin to generate a broadly specified topic for the management dissertation project that you will eventually carry out. In this first week, you are required to think about some of the key parameters that may influence your choice of topic and to communicate initial ideas to the module Instructor for comment.
After receiving Instructor feedback, you will review and refine your choice of topic, and that refined outline will then function as a foundation for subsequent work to be carried out in the module.
In this week’s submission, you should address each of the following points:
1) 1) Outline the general management topic or problem that you plan to address in your dissertation. Use the dissertation Proposal Proforma and refer to the Proforma Notes, located in Week 1 Learning Resources (see ‘Handouts’ ) to help you with this.
2) Explain how your selection of the topic or problem is influenced by your epistemological perspective(s).
This assignment will support the draft of Section 1 of your Proposal. Remember to write concisely.
Important note: the topic that I want to choose is:
The impact of traffic congestion on the performance of the employees in Qatar. Suggestions and solutions
The Impact of Traffic Jam On Employees Efficiency Sample Answer
The Impact of Traffic Jam On Employees Efficiency, Productivity and Enthusiasm in Qatar: Preventions and Solutions
Aim, objectives, and feasibility of the dissertation
The Research Aim
The aim of the proposed research study is to delve into the impact that traffic jam in Qatar has on employees’ enthusiasm, productivity, efficiency, and probable solutions to the issue.
The Research Objective
The objective of this research study is to examine how the enthusiasm, productivity, and efficiency of employees are affected adversely by everyday traffic jams in Qatar. It is notable that due to the traffic jams, some employees may be late to work when caught up in the jam. The research will also explore the possible ways in which this problem could be effectively solved in order to improve the enthusiasm, productivity, and efficiency of employees in Qatar.
Research Question
What is the impact of a traffic jam on efficiency, productivity and efficiency of employees in Qatar?
What are the possible solutions to this problem?
Feasibility
The proposed research is feasible since all the necessary resources required to complete the research satisfactorily are available and accessible to the researcher. For instance, the researcher has access to the requisite data, consent from the organization, and willingness of subjects to be interviewed or questioned.
Justification of the topic
The research topic was selected because of the potential benefits the findings would present not just to my firm, but also to the industry in general. These benefits include the fact that the effect of a traffic jam on the efficiency, productivity, and enthusiasm of employees would be understood clearly and the solutions which the company or the industry can use will be discovered or learned through this research. Epistemology is concerned with the beliefs of people with regard to how an individual may discover knowledge regarding the world (Harmon & Mayer, 1986). Therefore, the selection of the topic is influenced by epistemological perspective in that the researcher will focus on the beliefs of the study subjects about how they think traffic jam in Qatar impacts their productivity, efficiency and productivity. Moreover, epistemology focuses on issues concerning the creation as well as dissemination of knowledge (Easterby-Smith, Thorpe & Jackson, 2012). As such, the researcher will focus on issues concerning the creation as well as the distribution of knowledge about the impacts of traffic jam in Qatar on the productivity, enthusiasm, and efficiency of employees and the possible solutions.
The Impact of Traffic Jam On Employees Efficiency Literature review
For Qatar in the present decade, traffic congestion is a very challenging issue in city management. Ongoing and fast urbanization in Qatar has led to tremendous congestion levels on roads and therefore extreme demands for service provision and infrastructure in Qatar’s urban areas (Planells & Griffin 2014). The situation has only been worsened by limited available space for construction of new roads, fast population growth, as well as lack of sufficient funds invested for the development of the country’s transport infrastructure in the past (Planells & Griffin 2014).
In their study, Somuyima, Fadare and Ayantoyinbo (2015) explored the cost of a traffic jam on the productivity of workers in the Nigerian city of Lagos. The researchers purposively selected road networks which are usually prone to traffic jams. Their results demonstrated that there is an inverse correlation between the productivity of workers and traffic jam in the city, meaning that a rise in traffic congestion in Lagos would result in low employee productivity (Somuyima, Fadare & Ayantoyinbo 2015).
Productivity is an essential aim of economic policy (Leeuw & Wright 2012). In their study, David and Gregory (2011) learned that with all things being equal, an urban region in which workers travel less time to get to their workplaces would be more productive in comparison to an urban area in which travel times are longer. On the whole, employees in an urban area with no traffic jam would be more efficient and more productive than employees in urban areas with traffic jams (Weisbrod, Vary & Treyz 2011).
Research methodology and methods
The epistemological approach that would be used in the proposed research study is the Relativist approach. With this approach, the researcher will assume a social constructionist perspective by starting with research questions, use interviews to collect views of people which would then be triangulated and compared. From these, theories would be generated. The research method would be qualitative. Qualitative research is the most appropriate for the proposed study since it will allow the researcher to gain insight; investigate the complexity, depth and richness that is intrinsic within the phenomenon. Data would be collected through the use of qualitative interviews with open-ended questions.
Timing milestones
Milestone
Description
Due date
1
Stage 1: Area of interest identified
May 15, 2016
2
Stage 2: Specific topic selected
May 28, 2016
3
Stage 3: Topic refined to develop the dissertation proposal
June 2, 2016
4
Stage 4: Proposal written and submitted
June 5, 2016
5
Stage 5: Collection of data and information
June 15, 2016
6
Stage 6: Analysis and interpretation of the collected data/information
September 9, 2016
7
Stage 7: Writing up
November 3, 2016
8
Stage 8: Final draft prepared— submission of the dissertation
December 17, 2016
9
Final Deadline—9 months from module start date.
January 25, 2017
The Impact of Traffic Jam On Employees Efficiency References
David, H., & Gregory F 2011, Gridlock and growth: The effect of traffic congestion on regional economic performance. Transportation Science, 4(7): 4-18
Easterby-Smith, M., Thorpe, R. & Jackson, P 2012, Management research, 4th ed. London: SAGE Publications.
Harmon, M. M., & R. T. Mayer. (1986), Organization Theory for Public Administration, Boston: Little, Brown
Leeuw, W & Wright, DL 2012, Measuring worker productivity comparing Indiana to its neighbors. Economic Systems Research, 16(9): 12-19
Somuyima, AO, Fadare, SO., & Ayantoyinbo, BB 2015, Analysis of the cost of traffic congestion on workers’ productivity in a mega city of a developing economy. International Review of Management and Business Research, 4(3): 1-13
Weisbrod, G., Vary, D., & Treyz, G 2011, Economic implications of congestion. National Cooperative Highway Research Program (NCHRP) Report 463. Washington, DC: Transportation Research Board. Transportation Research Board.
A machine with a defective or missing part will not function as well as it should, and may break down entirely. Similarly, an organisation with a defective or missing element will not work well. The strategic significance of any element of an organisation becomes clear when that element is missing or broken. This could be true of a structural element, such as a department or team, or a more abstract, functional element, such as a policy or procedure.
o Synthesising general lessons about the strategic significance of HR policy for an organisation, as illustrated by examples of how a business can be impacted when policy fails
SAMPLE ANSWER
Significance of HR Policy for an organization
As in the case of a machine which breaks down when one of its parts is not functioning effectively or when it is missing, an organization’s performance is threatened when one of its departments is dysfunctional or neglected. The need for HR involvement in strategy is inevitable and companies that do not involve the HR in policy are bound to experience difficulties in achieving their objectives. This paper explains the importance of an HR policy and how its failure may impact an organization’s performance in a significant manner.
HR has been hailed as one of the most influential department within the organization. This is because it manages employees who are considered the organization’s most important asset. According to Watson (2005), HR policy provides guidelines governing employees, including how they should behave and execute their roles to meet organizational objectives. HR policy guides performance through providing guidelines on employee roles and responsibilities, scope of performance and terms of contract or employment (Storey, 2007). In its absence, the organization may not be in a position to follow up employee performance. This creates a gap in employee accountability and could therefore result in low productivity.
HR policy ensures consistency within the organization and as established by Armstrong (2014), HR policy is key in ensuring that employees deliver consistent results. Through providing performance aspects, HR policy ensures that employees work towards meeting their targets. An example is performance appraisal included in the HR policy, which ensures that employees maintain consistent performance to ensure that they are rated highly. When the HR strategy is aligned with the overall company strategy results are likely to be more consistent and effective in enhancing organizational success (Watson, 2005).
HR policy provides a workplace structure; providing guidelines regarding working hours and leave, performance expectations, disciplinary action, work environment, workplace safety and communication channels among others (Bamberger, Biron & Meshoulam, 2014). Lack of a structure would be chaotic for the organization, leading to performance issues. According to Bamberger, Biron and Meshoulam (2014), policy sets clear guidelines that can be followed to enhance organizational processes by ensuring orderliness. This way, the organization is likely to run smoothly, as opposed to where there is no HR policy, thus enhancing efficiency.
HR policy in most organizations ensures that most regulations related to employee rights are adhered to. The HR policy in most cases contains information such as equal employment clauses, employee relations and membership in trade unions, health and safety and termination guidelines (CIPD, 2014). These are important in ensuring that employee rights are protected and that the organization is compliant with the law. It also means that employees are aware of the organization’s position based on various issues that affect job security, such that the organization can attract and maintain the right talent. Lack of a HR policy presents great risks in terms of meeting legal obligations and could subsequently influence performance (Storey, 2007).
In conclusion, it is clear that HR policy is a major prerequisite for organizational success; given that it provides guidance, order and structure, which are necessary in running the organization. All other departments depend on HR to ensure that employees can provide optimal service through guidance from the HR policy. The lack of a HR policy within the organization therefore resembles a machine which with a missing component, such that the organization is likely to fail. Similarly, a HR policy that is not working effectively could impact organizational performance in a significant manner.
Reference List
Armstrong, M. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th ed. London: Kogan Page
Bamberger, P., Biron, M. & Meshoulam, I. (2014) Human resource strategy: formulation, implementation and impact, 2nd ed. London: Routledge.
CIPD (2014) HR policies factsheet [Online]. Retrieved from
Effects of HRM Practice on Employee Performance Order Instructions: The writer cannot just writer 3 lines, it must be a full paragraph of the annotated bibliography.
The articles cannot also be more than 5 years old, the must also not be books but peer review articles within 5 years. It is critical that the writer follows the format of completing an Annotated Bibliography to complete this paper.
Annotated Bibliography
The topic is “EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE”
The writer will Provide three pear review articles for the references related to the Doctoral Study topic in annotated bibliography format and synthesize these three references into a component of the doctoral study rubric (ex. Nature of study, literature review, etc.).
Grammar and sentence structure is critical as the writer complete this paper. He must take time to read carefully before sending the paper over.
Effects of HRM Practice on Employee Performance Sample Answer
Best human performance goes beyond the boundaries of the welfare of the employees. In fact, Mahadevan et al (2014) explore the underlying relationship between training and development practices and employee performance. At the 95% level of significance, they were confident that there exists a significant association between these variables. In support, the researcher performed different statistical tests like ANOVA and regression modeling, and the results were the same. For this reason, these scholars inferred that there was an underlying coherent relationship between HRM and employees’ performance. I strongly agree with this finding because the staff morale is highly correlated to the relationship they have with the management in the workplace.
Mostafa, A. M. S., & Gould-Williams, J. S. (2014). Testing the mediation effect of person-organization fit on the relationship between high-performance HR practices and employee outcomes in the Egyptian public sector. The International Journal of Human Resource Management, 25(2), 276-292.Retrieved from: http://www.tandfonline.com/doi/abs/10.1080/09585192.2013.826917
Although previous research studies indicate a positive relationship between HR practices and employee performance, further investigation is required (Mostafa et al. 2014). In light of this, these scholars initiate a step ahead and examine job satisfaction and organizational citizenship behaviors (OCBs) among other factors. In an indispensable and impeccable way, the scientists developed a mediated model and it was tested using the structural equation model. Interestingly, the study established that there exists a significant relationship between high-performance HR practices and job satisfaction. It goes without saying; job satisfaction is one of the most important factors that often lead to improved employees attitudes and behavior, which consequently results in higher staff performance.
In a unique way, Theriou et al (2014) empirically analyze the underlying relationship between the HRM practices with different factors such as Knowledge Management (KM), the impact on organizational performance as well as learning and organizational capabilities. The scholar states that the best HRM practices are imperative in an institution since they can help in performing a task in an integrated manner to meet sustainable competitive advantage and performance. However, there is still much to be done in the field of human resource management with regards to performance to test their causal relationship. I strongly agree with these scholars’ findings that any organization pursuing Best Human Resource Management has great potential in achieving higher performance when factors such as Knowledge Management and organizational learning capabilities interact with each other.
Effects of HRM Practice on Employee Performance References
Mostafa, A. M. S., & Gould-Williams, J. S. (2014). Testing the mediation effect of person-organization fit on the relationship between high-performance HR practices and employee outcomes in the Egyptian public sector. The International Journal of Human Resource Management, 25(2), 276-292.Retrieved from: http://www.tandfonline.com/doi/abs/10.1080/09585192.2013.826917
Effects of Human Resource on Employee Performance Order Instructions: Doctoral Study topic (Effects of Human Resource practices on employee performance)
Effects of Human Resource on Employee Performance
The writer will complete these 3 sections of the paper taking into consideration that is a doctoral level paper. The different component must follow all the rules as it is requiring a doctoral level. The writer will use peer review articles of not more than 5 years old and grammar and sentence structure must be on point as this is a doctoral level paper which is been scrutinize by top-level professors. The writer must complete the 3 different components following the rules on how to write each of that component.
Selected 3 components of the Doctoral Study Prospectus which you will spend the next 7 weeks developing. The components you should be developing include:
1. Problem Statement
2. Purpose Statement
3. Nature of the Study
Effects of Human Resource on Employee Performance Sample Answer
Doctoral Study Components
Topic: Effects of Human Resource Practices on Employee Performance
Problem Statement
Employee performance forms a crucial aspect in overall organizational excellence and effective understanding of factors that influence their performance is imperative. The nature of human resource practices within an organization can have a remarkable impact on employee performance. According to Mitchell, Obeidat, and Bray (2013), attracting and retaining valuable employees within the organization calls for the adoption of human resource practices that enhance the productivity of employees. This ensures that employees are capable of performing at an optimal level, based on the HR practices that influence their work (Nadda et al, 2014). Despite extensive studies on effective human resource practices, their impact on employee performance remains largely unexplored, such that organizations do not have the necessary information required in making important decisions (Ijigu, 2015). As employee performance becomes increasingly important in contemporary organizations that seek to derive value from employees, the need to understand the impact of organizational HR practices is undeniable. This calls for an evaluation of how these practices influence employee performance.
Human resource practices are known to influence the performance of employees to a significant extent, based on how the address employee needs and expectations. Therefore, HR practices within the organization act as motivation for employees (Tiwari, 2011). Practices including compensation, training, career development, employee involvement and performance evaluation among others determine the level of motivation among employees depending on how they are designed (Tiwari, 2011; Ijigu, 2015). de Brito and de Oliveira (2016) note that the design of HR practices must involve the alignment of organizational needs with employee needs in order to effectively promote performance. In this relation, organizations must understand the characteristics necessary for the creation of effective HR practices in order to promote employee motivation and subsequently influence their performance.
Based on the above statements, it is apparent that there is a need to determine how employee performance is influenced by human resource practices.
Effects of Human Resource on Employee Performance Purpose Statement
The purpose of this research is to link human resource practices to employee performance, and thus establish how best, organizations can enhance employee performance through adoption of feasible HR practices.
Effects of Human Resource on Employee Performance Nature of the Study
This research will take a qualitative research approach in the collection and analysis of data to determine how HR practices influence employee performance. Qualitative research denotes the mode of research in which meanings are derived from the experiences, perspectives, and thoughts of the participants (Yilmaz, 2013). Qualitative research seeks to explore and derive meanings from phenomena, motivations, reasons, and opinions of participants involved in the study (Quimby, 2012).
To obtain data necessary for completing the research, both primary and secondary data will be utilized. Primary data will be obtained through the use of interviews, where participants, including human resource managers and employees from five different organizations, will be interviewed. Random sampling will be used in selecting the respondents. This method of sample selection is preferred because it ensures that all members of the population get a probability of participating in the study, thus reducing research bias (Quimby, 2012).
Secondary data will be derived from various written sources including peer-reviewed journals, books, publications, and authentic internet sources.
Data analysis for the research will utilize different qualitative techniques including coding, conceptualizing, multiple response analysis and case-oriented understanding. Through the use of Chi-Square for statistical analysis, the research will establish whether there is a relationship between HR practices and employee performance. Chi-Square tests relationships based on categorical variables, through simultaneous cross-tabulation of the distribution of the two variables involved (Yilmaz, 2013).
Effects of Human Resource on Employee Performance References
de Brito, R. P., & de Oliveira, L. B. (2016). The Relationship between Human Resource
Management and Organizational Performance. Brazilian Business Review (English Edition), 13(3), 90-110. doi:10.15728/bbr.2016.13.3.5 Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=cde1b46d-df2a-47fa-b4eb-5d64ce3f01ff%40sessionmgr4003&vid=1&hid=4110
Ijigu, A. W. (2015). The Effect of Selected Human Resource Management Practices on
Employees’ Job Satisfaction in Ethiopian Public Banks. EMAJ: Emerging Markets Journal, 5(1), 1-16. doi:10.5195/emaj.2015.64. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=8ef30552-993b-4991-b993-e2622b17b233%40sessionmgr4005&vid=1&hid=4110
Mitchell, R., Obeidat, S., & Bray, M. (2013). The Effect of Strategic Human Resource
Management on Organizational Performance: The Mediating Role of High-Performance Human Resource Practices. Human Resource Management, 52(6), 899-921. doi:10.1002/hrm.21587 Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=2a51939e-1a97-4b4a-ac55-092c15ed1f09%40sessionmgr4003&vid=1&hid=4110
Nadda, V., Rahimi, R., Dadwal, S., & Bhan Singh, U. (2014). Impact of HR Practices on
Employee’s Performance: Case of UK Hotel Industry. Journal of Hospitality & Tourism, 12(2), 88-111. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=997c8dcd-d925-4870-89f4-56d5313ba131%40sessionmgr4003&vid=1&hid=4110
Quimby, E. (2012). Doing Qualitative Community Research: Lessons for Faculty, Students and the Community. UAE: Bentham Science Publishers.
Tiwari, P. (2011). Impact of Selected HRM Practices on Perceived Employee Performance: An
Empirical Study. Global Management Journal, 3(1/2), 37-43. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=945b69af-ff73-4b81-adc6-acd627af755c%40sessionmgr4004&vid=1&hid=4110
Yilmaz, K. (2013). Comparison of Quantitative and Qualitative Research Traditions: epistemological, theoretical, and methodological differences. European Journal of Education, 48(2), 311-325. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=1fd643c1-2944-4ace-aac5-f239a444e69b%40sessionmgr4003&vid=1&hid=4105
Open Exchange in Effects of Human Resource Practices Order Instructions: SECTION A Open Exchange
Open Exchange in Effects of Human Resource Practices
The writer will choose one component below and will in one page discussed it.
As you have already experienced during Week 1, this papers provides you with the flexibility to openly communicate and share ideas with your Doctoral Study Chair and colleagues. The topics for each week are established by your Instructor and taken from the list of components identified on the Doctoral Study Rubric. It is recommended that you become engaged to enhance your learning experience and ease the development process as you work toward the completion of the components leading to the Doctoral Study. The following items are suggestions to assist you in developing your posts.
A post can do the following:
• Make a suggestion.
• Ask a probing or clarifying question.
• Share an insight or thought.
• Offer and support an opinion.
• Validate a posting with your experience.
• Expand on your colleague’s posting
SECTION B
Annotated Bibliography
Provide three additional references related to your Doctoral Study topic(Effects of Human Resource practices on employee performance)in annotated bibliography format and synthesize these three references into a component of the doctoral study rubric (ex. Nature of study, literature review, etc.)
Open Exchange in Effects of Human Resource Practices SAMPLE ANSWER
Effects of Human Resource practices on employee performance
Organizations should depend on its employee’s behavior, their decision, the size of the organization and the environment contributes to success. Moreover, firms should measure the quality and the amount of work done, established performance targets, and the increase in employee performance help in making the right decisions. What is the effect of recruitment and selection on employee performance recruitment? Recruitment ensures excellent quality skills in the organization. Training can also be aligned with recruitment to produce quality results. This step in most instances is seen as the first phase of the evaluation process. (Jensen et al, 2013) This step identifies, attracts and selects appropriate applicants who meet the requirements of jobs in the organization. I believe that recruitment involves filling the existing positions sufficiently and considering the qualities of the applicants at the same time meeting the requirements and expectation of the company. In addition, experts allege that during recruitment, analysis of the job is done to develop and identify the needs and demands of the organization (Buller & McEvoy 2012).
However, recruitment and selection are affected by internal and external factors such as labor market and government regulations. Much as my colleagues demonstrate compensation is a bonus given to the employees due to their services. On the other hand, compensation can be in form of direct financial compensation and indirect compensation. The compensation plan assists organizations to gain employee loyalty and ensure maximum performance. This system provides employees are motivated, performs well and productively. This system has shown to increase the efforts of workers by working hard to improve individual and organizations which by extension improves organization’s performance (Jiang et al, 2012).
It also motivates employees and to perform their duties in the best way. Employees increase their efforts in working hard to improve performance individually; an organization’s performance also improves based on the im11proved efforts by employees. This method has a positive effect on employees and society. Compensation also attracts and retains skilled employees.
Annotated bibliography
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement, and employee behavior: a moderated mediation model. The international journal of human resource management.
The study revolves around the HRM functions and the behavioral aspect. It contributed to the comprehension of intervention and modern processes where HRM practices are linked to behavioral outcomes. In this study, behavioral and corporate affinities were tested with respect to the HRM model that is determined by employee involvement and corporate support.
Jiang, Kaifeng, David P. Lepak, Kyongji Han, Ying Hong, Andrea Kim, and Anne-Laure Winkler. “Clarifying the construct of human resource systems: Relating human resource management to employee performance.” Human Resource Management Review
Strategic HRM advocates for a system perspective and show’s different systems present an imperative effect on the organization performance. Though there still exist challenges to do with comprehending the constructs of human resources. There has been an effort to expand the interior fit in HRM structures denoting how the systems work together. For clarification of Human resource constructs, components of human resources and define how systems collaborate to influence employees.
Kehoe, & Wright (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management
Though research has established the relationship flanking optimum performance HR activities, and firm-echelon performance, there has been minimum research on the role of employee perception. This study looked at the relationship between high-level performance and employee malingering; resolve to remain in the organization. The results indicated employees’ knowledge of optimum performance HR practice uses the job cluster effectively.
Open Exchange in Effects of Human Resource Practices References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management, and performance: Sharpening line of sight. Human resource management review, 22(1), 43- 56.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55 (6), 1264-1294.
Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140.
Tang, T. W., & Tang, Y. Y. (2012). Promoting service-oriented organizational citizenship behaviors in hotels: The role of high-performance human resource practices and organizational social climates. International Journal of Hospitality Management, 31(3), 885-895.
Jensen, J. M., Patel, P. C., & Messersmith, J. G. (2013). High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions. Journal of Management, 39(6), 1699-1724.
Success Factors in Project Management Experience Order Instructions: Project Management As You See It In any profession, you can hardly do better than to learn time-tested fundamentals and groundbreaking concepts, apply them across a variety of real world situations, and be inspired to continue to learn and teach as you go forward.
Success Factors in Project Management Experience
As you consider the totality of the information presented in this seminar, do you feel prepared to apply what you have learned? Do you think you have benefitted professionally from this course? Are there concepts that simply do not ring true in your experience?
Explain two best practices for project portfolio management and why they are most relevant to organizational success. Discuss at least two concepts presented in this course that surprised you. Identify a particular concept that seems particularly relevant to your research, “EFFECTS OF HRM PRACTICES ON EMPLOYEE PERFORMANCE”. explain why, and discuss your next steps for your doctoral study.
Success Factors in Project Management Experience Sample Answer
Project Management Experience
The project management course has contributed significantly to my knowledge and played an imperative role in developing my future potential professionally. At this juncture, I feel like I am ready to apply what I have learned. The course has not only introduced me to new concepts but also helped me put some of the organizational processes that I have observed into context. In essence, I absolutely understand the importance of various fundamental functions that are executed to enhance business success. I can undoubtedly say that I have advanced professionally and this course will contribute greatly to my future performance.
Despite understanding a majority of concepts however, I still came across some concepts that did not immediately tally with my experience. An example is the concept of employee ownership, which calls on organizations to put employees at the core of the implementation to promote effectiveness. In my previous experience, project portfolio management has been a reserve of the management, where major decisions are made at the top and employees are given direction from there (Harvard Business Review, 2013). Requiring the contribution of each employee during development appears like a workable idea, which I can project at my workplace. This is because it promotes ownership and consequently improves performance.
I found two best practices, namely the strategic alignment of objectives with organizational strategy and effective management of aggregate resources as the most relevant for organizational success. In order for project management to work effectively, it is imperative that the objectives resonate well with the organization’s goals in order to reduce chances of a conflict of interest and divided goals (Neverauskas and Čiutienė, 2011). Effective resource management ensures that the company can achieve optimal performance by achieving as much as possible using the limited resources.
Two concepts in this course really surprised me. The first one is that poor communication is a more common contributor to project management failure than to lack of adequate skills. It is important for the management team to foster effective communication as this ensures that information is disseminated properly and that the team can work together to deliver the desired outcomes (Besteiro, de Souza Pinto and Novaski, 2015). The second concept is that project completion is not adequate to gauge the successful implementation of a project. Monitoring and evaluation, which may be conducted over a long period of time after completion of the project ensures that the project any shortcomings can be addressed; and thus ensure the complete success of the project (Martinsuo and Killen, 2014).
The concept of project team management seems particularly relevant in my research, ‘Effects of HRM practices on employee performance’. Through this course, I have learnt that the HRM has a role to play in developing the project team through a sequence of actions that includes planning for human resource management, acquiring a project team, developing the project team and finally managing the project team (Stulgienė and Ciutienė, 2012). Following this pattern ensures that employee performance is exceptional, the HR has played the role of managing the project team to ensure that it possesses the right skills and capabilities to execute strategy. In this regard and in relation to my doctoral study, I intend to explore the importance of project team management as a prerequisite for effective project management. This means that the concept should be given greater priority that it has currently.
Success Factors in Project Management Experience References
Besteiro, É. C., de Souza Pinto, J., & Novaski, O. (2015). Success Factors in Project
Management. Business Management Dynamics, 4(9), 19-34. Retrieved from eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=17&sid=ca645ba2-da71-45dd-b82d-81871ba53245%40sessionmgr4005&hid=4202
Harvard Business Review. (2013). HBR Guide to Project Management.HBR Guide Series.
Cambridge, MA: Harvard Business Press.
Martinsuo, M., & Killen, C. P. (2014). Value Management in Project Portfolios: Identifying and
Human Resource Systems and Productivity Please remember to:
(1) Answer the questions provided in the prompt
(2) Timeliness – finishing my work by the deadline provided
Human Resource Systems and Productivity
(3) Use several quotes from the textbooks to support the claims in your writing
(4) APA-citing within the body of your post and end of post references. Please do not plagiarize. Cite all sources.
(5) MAKE SURE TO CLEARLY LABEL EACH SECTION SO I KNOW WHICH PART IS WHAT.
(6) Please copy and paste EACH question on the line above your answer. You will lose points for each question not answered.
(The class is called Human Resources – Human Resource Systems, so please try to write from that perspective)
Textbook:
Cascio. W.. (2013). Managing human resource: Productivity, quality of work life, profits (9th ed.). New York, NY: McGraw-Hill.
Writer- please do not ask me for the textbook because I do not have it. Your company told me that you would be able to find the book online.
PROMPT:
there is part 1 and part 2. please do about half a page for each part. and keep them separated.
part 1:
Identify the similarities and differences in these three concepts: procedural justice, workplace due process, and ethical decisions about behavior, and
discuss how your organization (or one with which you are familiar) ensures fairness. Support your response with a specific example.
part 2:
Reviewing the Annotated Bibliographies posted by your classmates:
1. Identify and briefly discuss one best practice that you found useful.
2. What best practice surprised you and why?
3. What two (2) insights into HRM (human resource management) stand out from the reports of your peers?
With the above topic in mind, please compose a one page documents with one paragraph for the problem statement and the second for the purpose statement. It is very important that the writer use a doctoral level written skills to compose this two paragraphs as this is a problem statement and purpose statement for the research paper that will subsequently be written. The writer must clearly follow the roles of composing a problem statement and a purpose statement using proper APA 6th edition. The writer must also include references for both paragraphs minimum of 4 references.
Here below are just some samples for the writer please research and adhere to the format of written problem and purpose statement in academic papers at Doctoral level, as this is very important.
Sample Problem Statement Effects of Human Resource Practices on Employee
Overfill has been a serious problem facing our city waste facilities for the last decade. By some estimations, our city dumps are, on average, 30% above capacity—an unsanitary, unsafe, and unwise position for our city to be in.
effective purpose statements:
(1) “This paper will describe four common causes of co-worker conflict in organizations and explain how to use a five-step procedure to constructively manage this conflict.”
Effects of Human Resource Practices on Employee Sample Answer
The insolence and behaviors are determined by the significant forces of the human resource practices and policies (Kehoe et al, 2013). It is vital for the human resource management to maintain the employment relations.
Problem statement
To what extent will the various human resource promotion practices impact the perceived employees’ performance? Studies conducted by the different researchers have indicated that the practices by the human resource management have some active and crucial relationship to the performance of the workers in the various workplaces. The many organizations and companies have become spellbound on the effective human resource practices that will lead to the job performances of the employees that are resourceful in nature (Alfes et al, 2013). There are various practices carried out by the human resource organizations that lead to the improved job performance and the job satisfaction leading to the high rate of production at the workplaces (Kehoe et al, 2013). The proper supervisory support offered by the human resource management, the motivation, development strategies and also training in a positive working environment are some of the practices that promote job performance in the firms.
Effects of Human Resource Practices on Employee Purpose statement
The study will mainly focus on the various highly rated human resource strategies and practices that will lead to the improvement of the employee’s job performances. The purpose and primary aim of the study will be to investigate and measure the impact of the highlighted factors influencing the job performance of the workers. The study will measure the effects of motivation practices such as job promotions and improved incentives on the increased and better job performance of employees. The impact of the development and training strategies will also be researched upon in the study (Bratton et al, 2012). The impact of the work environment will also be explored to highlight some of the strategies that will lead to the positive work environment that favors the roles performed by employees in the organizations (Jiang et al, 2012). The purpose of the study will also focus on some of the poor human resource practices that lead to reduced or low job performance resulting from factors such as poor management. In a nutshell, the perception of the practices conducted by the human resource will impact the performance of the many companies or organizations.
Effects of Human Resource Practices on Employee References
Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), 73-85.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39(2), 366-391.
