Human Resource Management: An Analysis

This assignment delves into the multifaceted realm of Human Resource Management. It explores key concepts such as training quality, learning environments, top management incentives, knowledge sharing in multinational corporations, employee motivation, organizational commitment, and flexible work arrangements. The analysis also touches upon talent perception incongruence and healthcare trends in Europe. Students are expected to critically examine the provided literature and synthesize their understanding of these HR themes.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Differentiate between personnel management and human resource management..............1
1.2 Assessment of how human resource management functions helps Next Plc in achieving its
purpose........................................................................................................................................2
1.3 Evaluation of the role and responsibilities of line managers in Next Plc and how it
supports human resource management functions. .....................................................................3
1.4 Analysis of how legal and regulatory framework impact on human resource management 4
TASK 2............................................................................................................................................4
2.1 reasons for human resource planning...................................................................................4
2.2 Stages involved in planning human resource requirements .................................................5
2.3 Comparison of the current recruitment and selection process in the organisation with
another organisation....................................................................................................................6
2.4 Evaluation of how effectiveness is the organisation recruitment and selection techniques
with another organisation............................................................................................................7
TASK 3............................................................................................................................................7
3.1 Assessment of the link between motivational theory and reward at Virgin Media..............7
3.2 Evaluation of the process of job evaluation and other factors determining pay at Virgin
Media...........................................................................................................................................8
3.3 Assessment of Reward system in Virgin Media ..................................................................9
3.4 Methods of Virgin Media to monitor employee performance..............................................9
TASK 4..........................................................................................................................................10
4.1 Identification of the reasons for termination of Faisal’s employment contract with The
Chicken Master and other reasons for cessation of employment..............................................10
4.2 Employment exit procedures used by The Chicken Master .............................................11
4.3 Impact of the legal and regulatory framework on employment cessation arrangements with
an organisation such as The Chicken Master if Faisal’s claim was proven to be true..............11
CONCLUSION..............................................................................................................................11
REFERENCES .............................................................................................................................13

INTRODUCTION
Human Resources Management is the core essential of an organisational structure. It
includes various processes like recruitment and selection, training, staffing, motivation and
development of human resources of an organisation. Further in this report it has been discussed
that how personnel management is different from human resource management. Human resource
management plays an important role in achievement of targets of a business enterprise. Further
this report also explains the organisational structure of Virgin media, which deals in cell phone
manufacturing and telecommunication sector.(Dávila, A and Elvira, M. M., 2009)They also
television and home phone services and this will make it a quad play provider. Virgin media Ltd.
Owns the largest fibre optical cable network in UK. Hence because of this fact Virgin media has
become largest privately built network. In this report organisational structure of Next Plc is also
mentioned. Next Plc is belongs from retail sector. It has 750 stores in total out of which 550 are
established in UK and Ireland. And the other 200 stores are situated in other part of Europe, Asia
and Middle East. The report also mention Chicken master and the case study of faisal and Bob
Jones. Through which it has been explained that how an entity can respond to its workers and
how it can reduce its labour turnover.(Chen, W.‐Y and et. al., 2011)
TASK 1
1.1 Differentiate between personnel management and human resource management
Personnel management and human-resource-management are two different terms.
Sometimes both of the two terms are said to have the equal concept. But its not like that, both of
these terms has different meaning and different concepts. The difference between these two
terms are mentioned below :
 Personnel management is basically a traditional approach to manage the business
environment. But on the other hand human resource management is a modern approach
to deal with human resources of cited entity.(Chen, C. J and Huang, J. W., 2010)
 Personnel management deals employee welfare but on the other hand human-resource-
management deals in management of human resource of a corporate.

 Personnel management has certain disadvantages of personnel management, like there is
no clause to provide training and opportunities to the human resources of an entity. But
human-resource-management has that clause. It provides training to human resources of
cited entity.(Camelo, O. C and et. al., 2010)
 Personnel management just focuses over the increment in the quantity of production. It
doesn't matter weather it has quality or not. But on the other hand human-resource-
management focuses over better quality and it also suggest better techniques and methods
through which productivity of a cited can be increased.
Other retail companies like sainsbury has opted for personnel management which has certain
disadvantages like it is a time consuming process. Which prevents the leaders and managers to
take quick decisions. Which are really essential in those circumstances which requires prompt
reaction. Further in personnel management, managers needs to manage their subordinates on
daily basis which requires more efforts. It can be said that unlikely to sainsbury, Next plc should
opt for human resource management which allows its managers to respond promptly against the
unwanted situations and this will also allows them to increase the efficiency of its business
structure.
1.2 Assessment of how human resource management functions helps Next Plc in achieving its
purpose.
There are certain functions of managers regarding human-resource-management, which
can assist an entity to achieve its objective. These functions are managed by managers and
leaders of an entity to achieve the desire goals and objectives of an entity. These functions are
mentioned below :
 Employee Career : Next Plc needs to consider the personal goals and objectives of its
employees. Because employees who are working in an organisation has their personal
goals also. If the policies and rules which are framed by an entity, contradicts the goals
and objectives of employees. Then they will feel uncomfortable in such working
environment.(Boon, C and et. al., 2011)
 Planning : Human-resource-management suggest a function of planning to the managers
and leaders of cited entity. Planning includes forecasting and preparation of
organisational strategies which will help cited entity to get out of any critical situation
2

and also to achieve the desired targets. Next Plc and its management needs to draft
certain plans which can make a way to fulfil the business objectives.
 Staffing : Staffing is a function of human-resource-management which includes
recruitment and selection of skilled human resources. So that entity can have the best
work force. As work force is the main strength for any organisation. Hence it needs to
selected through such procedures by which Next plc can get the best staff members.
 Training and Development : In human-resource-management managers has a task to
improve the skill and competencies of an organisation. Managers and leaders needs to
give training to employees of an Next Plc so that the human resources of cited entity,
who are working in its more than 750 stores can get better results.(Baruch, Y and
Brooks, H., 2008)
 Performance Appraisal : This function of HRM suggest managers to manage the
performance level of employees who are working under them. Performance appraisals
gives self satisfaction and motivation to the employees so they can perform so well in the
business environment.
1.3 Evaluation of the role and responsibilities of line managers in Next Plc and how it supports
human resource management functions.
Line managers are those who has been reported directly his subordinates. He collectively
takes the responsibility of such group of employees who are working under him. In other words a
line manager is one who works or perform his managerial duties and responsibilities at lower
level of organisational structure. There are certain responsibilities of a line manager which he
needs to perform. In the course of business operations. His responsibilities includes :
 Management of people
 They also assist in reducing or managing the operational cost.
 They also monitors the managerial work process as well as they also monitors technical
issues. Which means they also helps in assisting better techniques to provide expertise.
 As they works on lower level of organisational structure so they also interacts with the
customers.
 They creates certain criteria which will assist the management to measure the
organisational performance.(Banfield, P and Kay, R., 2012)
3

Line managers of Next plc needs to coordinate with the lower level employees. So that they will
not face the stress in working out their task in business environment of Next Plc. Further they
need to motivate the lower level of organisational structure. As motivation is the essential factor
for determining the sway to success. As Next Plc has a wide number of work force. They have
many employees who works on the lower level of organisational structure hence the line
managers of Next Plc needs to coordinate and co-operate with those employees otherwise
confusion will arise and such circumstances prevails conflicts.(Bach, S and Edwards, M., 2012)
1.4 Analysis of how legal and regulatory framework impact on human resource management
There are certain laws and regulations which needs to be considered during the process of
recruitment. As it is a significant aspect that human-resource-management of Next plc should not
frame such policies which contradicts the legislation. Several ethical and social issues needs to
be considered in any recruitment. Because it will against the clause of legislation if the basic
rights of employees gets misused. Next Plc and its management needs to give heavy penalties if
they wont follow the rules and norms which are mentioned in the legislation which applies on
Next Plc. For example Equality act 2010, it has nine protected characteristics. Further it deals
with demographic factors which can be the reason of discrimination between all employees.
Demographic factors has elements like race, age, group of people, culture & tradition, religion
etc. so equality act and its clauses deals with such discrimination factors. It emphasizes over
equality among all the employees irrespective of the fact that from which cast, religion, age or
group of people belongs. Next Plc and its human-resource-management should avoid sex
discrimination.(Armstrong‐Stassen, M., 2008) In sex discrimination the potential of employees
has been assumed as his or her sex. These factors will reduce the faith of employees in Next Plc.
Further this will also increase the loyalty of employees towards the organisational structure and
business environment of Next Plc. The employers or managers of Next Plc should not dismiss
any women. Who is taking a maternity leave because as per legislation and norms and rules
placed therein, taking maternity leave is the basic right of a women and employer cant dismiss
such woman on such grounds. Because this will lead to the contradiction of legislation. And this
will be not good for the reputation of Next Plc.(Aquinas, P. G., 2009)
TASK 2
4

2.1 reasons for human resource planning
Human resource planning can be classified as the process through which an organisation
like Next Plc can identify the needs of present and future work force. As work force is the main
strength for any organisation so it becomes a very crucial step that how managers and leaders can
identify the needs and requirements of its work force. Human resource management of Next plc
should plan its strategies for the recruitment in a way so that Next plc can get required skilled
labours. Human resource planning provides a link between human-resource-management and the
the overall objectives of a business enterprise. So that means if an entity wants to accomplish its
objectives then its management needs to implement a better human resource planning. There are
certain reason for implementing human resource planning in an organisational structure. Without
human resource planning the managers cant determine the actual number of employees which
are necessary to accomplish goals as well as to complete a certain task. It also defines the skills
and competencies which an entity needed in their work force. Through human resource planning
the managers can put the right person at the right place where he or she can work efficiently.
Further human resource planning can also assist Next Plc to determine the period of time in
which a task can be performed.(Anderson, D and Kelliher, C., 2009)
2.2 Stages involved in planning human resource requirements
Human resource planning is a long process which includes a number of stages. As the
core element of human resource planning is to analyse the need and requirement of work force. It
will also assist an entity to get the criteria which decides the actual skill which an entity requires
to deal with the circumstances which it faces in the business environment. The stages of human
resource planning are mentioned below :
 Assessing Human Resources : Human resource management of Next plc can make a
detailed analysis of its internal and external factors. If Next place makes analysis through
SWOT analysis. Then its management can assess the strength and weaknesses of its
organisational structure. Which can help cited entity and its managerial personnels to
sharp the edges of its strength so that they can use those strength against its rivals. They
need to assess weather its workforce is skilled or not. If Next plc has those employees
who are skilled in certain tasks which Next plc deals, like interacting with the customers.
Convincing customers by providing them details about the project can be regarded as a
skill so if Next plc have such employees in its organisational structure then it would be
5

regarded as its strength. Further they also needs to assess their opportunities and threats
so that they can easily achieve their targeted objectives.(Anderson, D and Kelliher, C.,
2009)
 Demand Forecasting : It deals with the forecasting of demand and supply of work force
in an entity like Next Plc. If during peak time the requirement of labour force is high due
to high demand of product. Then the leaders and managers of Next Plc needs to assess in
a quantitative way the number of employees to be engaged in that particular task. They
also needs to confirm that weather the number of employees are supplied to site as per
the demand for work force.(Van Weel, C., Schers, H and Timmermans, A., 2012)
2.3 Comparison of the current recruitment and selection process in the organisation with another
organisation
Next Plc is currently recruiting new work force. But because of high labour turnover.
They have now assessed that they require skilled individuals as per the requirement of its
working operations. So that employees will not get offended of the work and labour turnover of
organisation will not increase. Next plc recruits personnels through two processes. First one is
telephonic interview and if individual clears that then will need to appear in face to face
interview or a personal interview. Questions which they ask to their candidates are as follow :
 Goals of life
 main motivation in applying for this role
 if they allowed be anything then what would it be
 details of last four jobs
 after asking all the above questions, candidates needs to qualify psychometric or an
aptitude test.(Sonnenberg, M., Zijderveld, V and Brinks, M., 2014)
From the above questionnaire it can be assessed that Next plc is now hiring for those who are
skilled and innovative. Further it can also be noticed from a question in above mentioned
questionnaire that they require a individual who have worked with four employers. There are two
sources of recruitment, which Next plc can opt for. These recruitment sources are mentioned
below : Internal Recruitment : Next plc prefers internal recruitment. First of all they search for
the required candidates in organisational structure itself. They can promote any person
from their entity itself for the required designation. If they are not able to find required
6

person with required skill for certain designation. Then in that case Next Plc can opt for
external source of recruitment. External Recruitment : If management of Next Plc are not able to recruit required skill
full and competent person through the internal sources. Then they required to hire such
required work force from the external sources. They can give advertisement for the hiring
through various methods. They can opt for both modern and traditional media, for
placing such hiring advertisements.(Saiyadain., 2009)
Recruitment and selection process of Sainbury : Recruitment and selection process of sainsbury
is a combination of both the above sources they hire their employees from external sources as
well they also recruits them through internal sources. As external source of recruitment recquires
to spend a lot of money. So as to balance that expenditure they also opts for internal sources.
2.4 Evaluation of how effectiveness is the organisation recruitment and selection techniques
with another organisation
Process of recruitment is the sole of any business enterprise. As it is that process through
which skilled work force will work in the business enterprise. Which ultimately allows an
enterprise to get access to its predetermined objectives. So this process has become very
important for any entity irrespective of type of industry or sector from which it belongs. Further
recruitment process includes a significant cost which Next Plc will spend for advertisement of its
hiring or vacancy.(Kumar, R., 2010) So it becomes very essential to exploit such process.
Because after spending such a huge cost over advertisements and other stuffs if they wont get
skilled personnels to accomplish organisational objectives. It doesn't matter weather Next Plc has
updated technology and well equipped ware houses and retail stores. If they don't get the
required work force then they cant survive in such competitive environment in which rivals like
Sainsbury exists. As Sainsbury has a mix method of recruitment and selection. That means they
are recruiting their personnels through both internal and external sources. Which makes its
recruitment process, cost effective. Hence Next Plc can opt for mix of both internal and external
sources which makes its recruitment and selection process economical and much effective.
TASK 3
3.1 Assessment of the link between motivational theory and reward at Virgin Media
Motivational theory and reward both are interdependent. Reward generates motivation. If
a person completes a certain task in a given period of time with required efficiency and quality.
7

Then managers and leaders of such entity should reward such person so that he gets motivated
and understand the value of his work. Through this, in future that person will set his own targets
will exceed the earlier and then he will work more efficiently. Virgin media needs to rewards his
employees for better performance (Van Weel,Schers and Timmermans, 2012). Motivation is a
driving force which makes any person to do a certain task efficiently and effectively. It will
allow an individual to set certain goals and targets and then to achieve those targets. Helping
Colleagues and taking responsibilities, allow them to share their vision can be considered as a
motivational aspect for those employees. Motivation is the main quality of a leader. Hence the
managers and leaders of needs implement such motivational quality in organisational structure.
Motivations generates because of reward and reward can be any type but it must be ethical
(Sonnenberg, Zijderveld and Brinks, 2014). Virgin media and its management deals efficiently
in motivating their employees through various stuffs like providing them pension schemes so
that they need not to worry about their future. It can be observed that Reward and motivation has
a link which makes them dependent on each other.
3.2 Evaluation of the process of job evaluation and other factors determining pay at Virgin
Media
Pay scale for any particular task depends primarily on the skill of individual and
secondarily it depends on the work which needs to perform in a business environment by such
individual (Saiyadain. 2009). Job evaluation process settles the value of jobs throughout the
company. Job evaluation involves two steps which Virgin Media needs to take for evaluating of
job :
 Job description : In this step Virgin media needs to identify the responsibilities and
accountability which involves in a job. For which they hiring the candidates.
 Job Evaluation : This steps involves the assessment of knowledge required for a certain
job. Further in this step Virgin media needs to evaluate the complexity of decision
making role (Kumar, 2010).
 Salary Survey : it is a tool which includes the survey among the other business enterprise
which are dealing in the same business activity. The management of Virgin media makes
a survey of other companies which are dealing in telecommunication networking and
mobile phone manufacturing. And in that survey they seeks the information regarding
pay scale of employees for different task.
8

 Determining Pay : Virgin media decides the salary structure which is based on individual
skills and the responsibilities which that individual needs to accomplish (Karoliny,
Farkas and Poór, 2009). This step is totally based on the facts which are acquired by
Virgin media through above mentioned three steps.
3.3 Assessment of Reward system in Virgin Media
Virgin media has opted for reward system in which it assesses the requirement of a
particular task. It further assesses the quality which is needed in that task and the working time in
which the employee needs to finish its task (Hornung, Rousseau and Glaser, 2008). Then in case
the performance of employees meets the required criteria. Then the management of Virgin media
provides him or her reward for the motivational purpose. There are several objectives behind
reward system, these are mentioned below :
 Rewarding system increases the efficiency of workers.
 Rewarding creates link between reward system of Virgin media with the market
competitiveness. Which helps the entity to manage the work force and to link its
performance with the competitive market
 High performance employees can be identified through rewarding system. Which
allows the management to allocate the selective task to the selective person (Herrbach
and et. al., 2009).
 Virgin media has an efficient reward system in its organisational structure which allows
it to achieve the desired and predetermined objectives of business enterprise.
 Identification of best staff member.
 Reward to the work force
3.4 Methods of Virgin Media to monitor employee performance
Virgin media needs to monitor the performance of its employees which means they need
to set certain quantitative targets. And then they need to make such criteria which represents the
quality which they need to provide to their customers. As performance by employees ultimately
affects the customers. As every business enterprise has a goal which needs to be accomplished.
Otherwise this will lead to complete destruction (Foss and et. al., 2009). Because Virgin media
has the ultimate objective of customer satisfaction and profitability. Both customer satisfaction
9

and profitability depends on performance of employees inside the cited entity. Virgin media
needs to apply the following methods to monitor the employees performance :
 Staff Planning Job task in advance.
 Supervising the performance of employees on continues basis.
 Feedback facility for the better administration.
 Providing training to employees to improve their working capacity and to manage and
improve the quality of their work.
 Identification of best staff member.
 Reward to the work force
TASK 4
4.1 Identification of the reasons for termination of Faisal’s employment contract with The
Chicken Master and other reasons for cessation of employment
There can be several reasons where the employment of a particular person may gets
terminated. In the given case employment of Faisal has been terminated because of a reason.
Employees cessation is a crucial issue for carrying the organisational structure of a corporate in a
proper way (Fey and Furu, 2008). As per the given case of Chicken master owned by Bob Jones
which is established at Gants hill, llford. Bob jones hired Faisal to manage its restaurant. Who
was a 54-year-old Asian male with 15 years of restaurant management experience. After a period
of Six months Faisal has turned into a big strike out for the restaurant of Bob Jones so he decide
to terminate him. Bob had tried to improve the performance of Faisal by giving him training to
complete his task. But Faisal still failed to match the level of efficiency which was the
requirement of restaurant. Further it has been observed that Faisal used to do some unwanted acts
in the business premises. He used to waste his time in contacting with his wife during the
working. Due to these reason Bob Jones has decided to terminate his employment. It is very
important for an enterprise and its management to monitor the working environment. So that
workers and employees don't miss use the organisational resources and they don't get distracted
of their work (Felstead and et. al., 2010). Bob jones can use certain methods to reduce labour
turnover. These are as follows : Offer Potential for advancement Rebalance the work load
10

 By offering Competitive benefit
 Encourage Friendly employee relationship
4.2 Employment exit procedures used by The Chicken Master
An entity should consist a exit procedure. Which its employees need to follow for getting
out of the cited entity. Bob Jones can implement certain exit procedures through which he can
get information that why the employees are resigning from his restaurant. Through the solution
of these problems he can reduce his labour turnover (Farndale, Brewster and Poutsma, 2008).
The following are some exit procedures which Bob Jones needs to apply in organisational
structure of its organisation.
 Step 1 : resignation letter handed over to personnel manager.
 Personnel managers will inform about the resignation of employee to the human resource
department.
 Then employee need to give back all the equipments of enterprise
 At last Bob Jones can place a exit interview so that he can get information about the
reason of employees resignation.
4.3 Impact of the legal and regulatory framework on employment cessation arrangements with an
organisation such as The Chicken Master if Faisal’s claim was proven to be true.
As the facts given in the case study about Faisal leads to the termination of him from Bob
Jones restaurant Chicken Master (Edvardsson, 2008). Bob Jones replaced Faisal by a female
under the age of 40. so he claimed that discrimination has been made by bob jones. As he
terminated him and replaced him with a female. If this is true then it may lead to a serious case
of discrimination. As per the rules and norms framed in The Equality Act 2010, if a person has
been discriminated on the basis of his or her demographic factors. Then it may lead to the
contradiction of legislation. As per the above facts it is cleared that Bob Jones has not made any
discrimination against Faisal. He gets terminated because of his acts. Contradictory acts against
any legislation may lead to the complete destruction of the reputation and goodwill of any
organisation (Delmestri and Walgenbach, 2009). It may lead to heavy penalties and some times
it may lead to complete cessation of business enterprise.
11

CONCLUSION
From the above mentioned report it has been concluded that human resource management
is essential in order to improve the growth of the firm. The manager of this department has to
recruit the employees so that overall performance can be improved and objectives can be
attained. It is the responsibility of the HR manager to provide rewards and extra benefits to the
workers so that their motivation level can be enhanced. Along with this they have to provide
training and development to the staff members so that their core competencies can be improved.
On the basis of training they will be able to provide quality services to their customers. Next plc
should use the mechanism for the cessation of employees. Through this overall growth can be
improved of the company in an efficient manner.
12

REFERENCES
Books and Journals
Amos, T and et. al., 2009. Human Resource Management. Juta and Company Ltd.
Anderson, D and Kelliher, C., 2009. Flexible working and engagement: the importance of
choice”, Strategic HR Review. 8(2). pp. 13‐18.
Aquinas, P. G., 2009. Human Resource Management - Principles and Practice. Vikas Publishing
House.
Armstrong‐Stassen, M., 2008. Human resource practices for mature workers – and why aren’t
employers using them?. Asia Pacific Journal of Human Resources. 46(3). pp. 334‐352.
13

Armstrong‐Stassen, M and Schlosser, F., 2008. Benefits of a supportive development
climate for older workers. Journal of Managerial Psychology. 23(4). pp. 419‐437.
Bach, S and Edwards, M., 2012. Managing Human Resources: Human Resource Management in
Transition. John Wiley & Sons.
Banfield, P and Kay, R., 2012. Introduction to Human Resource Management. OUP Oxford.
Baruch, Y and Brooks, H., 2008. Survey response rate levels and trends in organizational
research. Human Relations. 61(8). pp. 1139‐1160.
Boon, C and et. al., 2011.The relationship between perceptions of HR practices and employee
outcomes: examining the role of person–organisation and person–job fit. The
International Journal of Human Resource Management. 22(1). pp. 138‐162.
Camelo, O. C and et. al., 2011. The influece of human resource management on knowledge
sharing and innovation in Spain: the mediating role of affective commitment.
International Journal of Human Resource Management. 22(7). pp. 1442‐63.
Chen, C. J and Huang, J. W., 2009. Strategic human resource practices and innovation
performance. The mediating role of knowledge management capacity. Journal of
Business Research. 62(1). pp. 104‐14.
Chen, W.‐Y and et. al., 2011. Fostering knowledge sharing through human resource management
in R&D teams. International Journal of Technology Management. 53. pp. 309‐30.
Dávila, A and Elvira, M. M., 2009. Best Human Resource Management Practices in Latin
America. Routledge.
Delmestri, G and Walgenbach, P., 2009. Interference among conflicting institutions and
technical‐economic conditions: the adoption of the assessment center in French,
German, Italian, UK, and US multinational firms. International Journal of Human
Resource Management. 20(4). pp. 885‐911.
Edvardsson, I.R., 2008. HRM and knowledge management. Employee Relations. 30(5). pp. 553‐
61.
Farndale, E., Brewster, C and Poutsma, E., 2008. Coordinated vs. liberal market HRM: the
impact of institutionalization on multinational firms. International Journal of Human
Resource Management. 19(11). pp. 2004‐23.
Felstead, A and et. al., 2010. Employee involvement, the quality of training and the learning
environment: an individual analysis. International Journal of Human Resource
Management. 21(10). pp. 1667‐1688.
Fey, C.F and Furu, P., 2008. Top management incentive compensation and knowledge sharing in
multinational corporations. Strategic Management Journal. 29(12). pp. 1301‐23.
Foss, N and et. al., 2009. The impact of autonomy, task identity, and feedback on employee
motivation to share knowledge. Human Resource Management. 48. pp. 871‐93.
Herrbach, O and et. al., 2009. Perceived human resource management practices, organizational
commitment and voluntary early retirement among late‐career managers. Human
Resource Management. 48(6). pp. 895‐915.
Hornung, S., Rousseau, D.M and Glaser, J., 2008. Creating flexible work arrangements through
idiosyncratic deals. Journal of Applied Psychology. 93(3). pp. 655‐664.
Karoliny, Z., Farkas, F and Poór, J., 2009. In focus: Hungarian and Central Eastern European
characteristics of human resource management – an international comparative survey.
Journal for East European Management Studies. 14(1). pp. 9‐47.
Kumar, R., 2010. Human Resource Management: Strategic Analysis Text and Cases. I. K.
International Pvt Ltd.
14

Saiyadain., 2009. Human Resources Management 4E. Tata McGraw-Hill Education.
Sonnenberg, M., Zijderveld, V and Brinks, M., 2014. The role of talent-perception incongruence
in effective talent management. Journal of World Business. 49(2). pp. 272-280.
Van Weel, C., Schers, H and Timmermans, A., 2012. Health care in the Netherlands. Journal of
the American Board of Family Medicine. 25(1). pp. 12-17.
Online
Hayton, 2015. [Online]. Available through:
<http://onlinelibrary.wiley.com/journal/10.1002/%28ISSN%291099-050X>. [Accessed
on 11th February 2017].
Klein, 2016, [Online] Available through: <http://www.journals.elsevier.com/human-resource-
management-review>. [Accessed on 11th February 2017].
The International Journal of Human Resource Management, 2015. [Online]. Available
through:<http://www.tandfonline.com/toc/rijh20/current>. [Accessed on 11th February
2017].
15