This report highlights the various HR objectives of different organizations and how HR functions may vary in organizations based on the nature of the industry and size of the organization. It also discusses the application of different HR models and theories to deliver HR objectives in an organization.
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Running head: HR MANAGEMENT Managing and Co-coordinating HR Name of the Student: Name of the University: Author’s Note:
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2HR MANAGEMENT Executive Summary This current report highlights the various HR objectives of different organizations. It has been received that recruitment, employee engagement and performance management are the major there functions of HR. Therefore, different organizations have different practices to manage their employees. On the other hand, change management is a crucial part of HR management. Application Lewin's change management model Kotter change management model will be helpful for the HR to bring change in an organization. Therefore, by using force field analysis theory the HR will be able to identify the major issues related to change. It has been received that HR practices can vary based on nature of industry and size of the organization. Moreover, establishment of high-performance work system requires good investment in human capital.
3HR MANAGEMENT Table of Contents Introduction......................................................................................................................................5 Question1: Examples of organizational objectives that the HR function is responsible to deliver and brief justification in managing HR as a professional................................................................5 1.1 Organizational objectives that are delivered by the HR and the way through which these objectives are evolving................................................................................................................5 1.3 Evaluation of the business case for managing HR in a professional, ethical and in a manner .....................................................................................................................................................7 Question 2: Give a brief summary of two different ways HR objectives can be delivered and analyze how the HR functions may vary in organizations..............................................................8 2.1 Explanation of the different ways through which the HR objectives can be delivered in organization.................................................................................................................................8 2.2 Discussion of the variation of the HR functions between the organizations of different sizes and different sectors..........................................................................................................10 Questions 3: Short explanation of at least two theories and change management and how they can be evaluated.............................................................................................................................12 1.2Explanationofthemajortheoriesregardingeffectivechangemanagementandits implementation..........................................................................................................................12 Question 4: The contribution of HR functions to the business......................................................16 3.1 Discussion of the main criteria and methods used to evaluate the contribution of the HR practice.......................................................................................................................................16
4HR MANAGEMENT Question 5: Identify and evaluate of the research evidence that links HR practices with positive outcomes in organization. Explain how high performance working investment in human capital can impact on organizational practice...........................................................................................17 4.1 Identification and evaluation of the research evidence that links the HR practices with the positive outcomes of the organizations......................................................................................17 4.2 Explanation of how high performance working and investment in human capital effect on organizational practice...............................................................................................................18 Conclusion.....................................................................................................................................19 References......................................................................................................................................21
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5HR MANAGEMENT Introduction Contemporary organizationsincludevarioustypesof human resource management practices. However, the traditional organizations focus on the flatter organizational structure where people are managed under the CEO and the middle managers (Tayloret al.2015). In contemporaryorganization,HRmanagergivesmoreconcentrationtowardstheemployee benefit. The HR of a contemporary organization needs to develop a friendly working culture to encourage the employees in their work. People are the main assets of an organization. Based on thisconcepttheHR functionsof thecontemporaryorganizationsaredifferentfrom the traditional organizations. This current study deals with the HR functions, objective and change management in the contemporary organizations. Question1: Examples of organizational objectives that the HR function is responsible to deliver and brief justification in managing HR as a professional 1.1 Organizational objectives that are delivered by the HR and the way through which these objectives are evolving Staffing Human resource management is an integral part of the business. This includes the functions to build a sustainable organization. HRM supports the organizational objectives and delivers these objectives properly (Dickmannet al. 2016). Therefore, HR builds organizational capabilities by managing the people and maximizing the performance. One of the major HR objectives isstaffing.
6HR MANAGEMENT Maximizing employee performance To recruit the skilled employees is the vital objective of HR managers in an organization. The second objective is tomaximize the performance. After recruitment, the HR is responsible to find out the way to maximize the performance of the employees as it is associated with the productivity of an organization. The third organizational objective is to develop the career and skill of the employees (Dickmannet al. 2016). However, it is important for an organization to focus on the career and skill development of the employees to increase their efficiency and to influence them in their work. Employee engagement and developing employee relation On the other hand, HR is responsible foremployee engagement and developing good employee relationin an organization. This is another objective of HRM. Therefore, HR manager also contributes to organizational change and management as it is the second priority of organizational objective. Hence, the HRM department is responsible to deliver the above objectives in a contemporary organization to ensure a fair people management and to increase the productivity of the organization. Providing training The functions of HR are evolving in the contemporary organizations by improving their objectives. In previous, the HR has to recruit and provide training to the people in an organization. In the recent years, internal and external forces lead HR to become a strategic player. However, the contemporary organizations have been facing high competition in the global market. In order to deal with this situation, the HR needs to focus on strategic recruitment instead of traditional recruitment. As for example, Corinthia Hotel is a popular contemporary
7HR MANAGEMENT organization in UK. It follows strategic recruitment process. According to the recruitment policy of this organization, the candidates should not be above 40 who are applying for the job. Therefore,candidatesmusthavebasictechnicalknowledgetoaccessthetechnology (Corinthia.com 2018). This recruitment process enables this organization to get skilled workers for their organization. Therefore, the HR manager has to develop the skill of the employees and to manage the change in an organization. Managing the operating cost Besides developing the employees HR needs to carefully manage the operating cost. However, often high cost of training increases the business operating cost. At present, the HR of contemporary organizations has provided more concern towards the cost reduction besides developing the employees (De Vos and Van der Heijden 2017). According to the traditional method, the HR focuses on the employee engagement. This concept is changed and today the HR focuses on both internal and external compliance along with the employee engagement. It is important for the HR to engage the employees by making compliance with the policy. The skill and career development program also changed over the time. At present, the HR formalizes the organization structure to identify the skill essential for a specific job. The HR departments of various contemporary organizations incorporate the technology into their employee management system. By using applicant tracking software, learning management system and employee portal HRM of contemporary organizations have improved their traditional functions as well as the objectives (MARCHINGTONet al.2016).
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8HR MANAGEMENT 1.3 Evaluation of the business case for managing HR in a professional, ethical and in a manner An organization needs to manage the HR practices in a professional and ethical way besides developing these practices. For example, Cavendish Hotel-London provides modern and luxury service to the guests. In the recent years, this organization has decided to implement ethical HR practices in their organization (Thecavendish-london.co.uk 2018). In order to give shape this change, they need to manage their HR practices in a professional way. To manage the HR practices in professional way recruitment should be done in a professional way. This organization has hired an independent management team. This team will help them to understand how to proceed with the new change. The main aim of this organization is to fulfill the vacant managerial position. In order to make the recruitment process professional, it is important for the HR to hire skilled and experienced candidates through a strategic selection system. On the other hand, to make the recruitment system ethical the HR of Cavendish Hotel London gives their concentration in reducing favoritism in the recruitment process. However, an ethical HR practice requires fair recruitment and compensation system. Cavendish Hotel London includes fair evaluation system in their organization. They have developed an evaluation system, which is linked with the individual performance to the business goal. They have introduced a self-rating initiative as a part of the fair evaluation. Such self-rating process empowers the employees, which leads them to feel valued. On the other hand, the HRM department of this organization focuses on the knowledge sharing process. However, knowledge sharing helps the employees to develop them personally and professionally (BEARDWELL and THOMPSON 2014). In this organization, the employees are invited to take part in competencies development program. This provides the employees a knowledge sharing platform, which
9HR MANAGEMENT develops them professionally. One of the major aspects of is the reward program. This program manages the HR professionally and ethically. The HRM department of this organization provides a reward based on theperformanceof theemployeesand theHR hasintroducedanti- discrimination policy in the organization. Therefore, such reward system also encourages the employees and facilitates the productivity of the organization. Question 2: Give a brief summary of two different ways HR objectives can be delivered and analyze how the HR functions may vary in organizations 2.1 Explanation of the different ways through which the HR objectives can be delivered in organization Application of Ulrich model to deliver HR objectives in an organization Recruitment, staff development, change management, establishment of positive work culture, performance management and employee engagement objectives. In order to deliver these objectives in different organizations, the line managers need to take specific strategy.By using theUlrich modelthe HR of public sector, small organization, voluntary sector and multinational organization can deliver the organizational objectives. According to this model, the HR functions should be divided into the four segments (PAAUWEet al.2013). These four segments include strategic partner, change agent, administrative expert and employee champion. TheHRbusinesspartnerscommunicatewiththeinternalclientstoimprovethe productivityoftheorganization.Therefore,thechangeagentcommunicatesthechanges internally. As for example, Tesco is a large organization. This organization follows Ulrich model as it enables this organization to manage change in their customer service process. Both change agent and HR business partners are effective for this organization to give shape their change. On
10HR MANAGEMENT the other hand, an administration expert is another aspect of HR function, which enables the HR to manage different types of tasks (PHILLIPS and PHILLIPS 2014). For example, the small and medium organization such as Orion Electrotech Ltd. is a SME of UK. This organization follows Ulrich Model to maximize the performance of the employees. Hence, the administrative expert allows this organization to provide different tasks to their employees, which develop their skill and performance level. On the other hand, the administrative experts also manage the changes in regulation and legislation. As a result, the HR of an organization can maintain the rules and safety of the workers, which ensures the development of a positive work culture. Focus on employee advocate process to deliver the HR objectives in an organization Employee advocate is another part of HRM. This allows the HR to protect employee morale and increase the employee satisfaction level. Employee advocate conducts a survey to measure the employee satisfaction level in an organization. For example, the employee advocate of ASDA takes feedback from the employees to identify their satisfaction level and they also improve the employee experience and morale. This creates a friendly working culture in this organization. Application Black box theory of HR the HRM department of an organization can make a balance between the HR practices and the organizational performance (ALFESet al. 2010). For example, in the multinational organizations, there are several HR practices, which often create confusion. As a result, the employees fail to perform effectively and organizational performance is affected. Hence, by applying black box theory the HR will be able to keep a balance between the HR practices and the organizational performance in MNC. Apart from these to manage the performance of the employees' HR uses KPI and benchmarking tool. These enable theHRtomeasuretheperformanceoftheemployeesincontemporaryorganizations (BREWSTERet al.2010). Hence, fromthe abovediscussionit hasbeenreceivedthat
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11HR MANAGEMENT application of Ulrich model, black box theory and performance management tools are effective to deliver the HR objectives in different organizations. 2.2 Discussion of the variation of the HR functions between the organizations of different sizes and different sectors The HR functions can vary in different sectors based on the nature of and size of the business. In a particular organization the HR function is unique. However, improvement of the workforce is the common aim of HRM but salient difference also exist (Clark 2015). Based on the studies of organizational contingency variables and management function it has been identified that every organization follows a unique method in their staffing. In the public sectors, the firms combine the role and responsibilities of the employees to reduce the wage bill. In private sectors, the management creates departments to carry out the service delivery program in an organization. The role of HR is evolved into a strategic contributor to gain success in an organization. However, the organizations in retail sectors differ from the manufacturing industry in terms of human resource functions (Guest and Conway 2011). In the retail sectors, the employees make a high level of interaction with the customers while in manufacturing sectors the employees do not have the capacity to speak on behalf of the company. As for example, Tesco, ASDA and other retailers in UK always give their focus in developing a good customer relationship. On the other hand, the HR department of this organization always focuses on the employee development. In the Tesco has been facing high employee turnover In public sector, the HR follows downsizing and redundancy technique to cut operating cost of the organization. As for example, the HRM department of Cabinet of office in UK has taken downsizing strategy to reduce their operating cost. Reduction of the cost is the main function of HR in public sectors while other sectors focus on employee development. In the
12HR MANAGEMENT context of private sectors, the HR manager focuses on retaining the employees and attracting the employees towards the organization (Guest 2011). After many years of redundancies and restructuring, the HR of private sectors gives their concern on reviewing the employee's salary and other benefits. For example, ASDA has taken an auto-enrolment approach to provide financialbenefittotheiremployees.Therefore,inMNCs,theHRMdepartmentuses benchmarking against their competitors. This enables the HR to manage the performance of the employees. On the other hand, SME always focuses on the employee engagement as high level of employee engagement leads this organization to gain high productivity in the competitive market. Size of the organizationType of sectorVariation of the HR functions Large organizationRetail sectorFocusonauto-enrolment approach to give financial benefit to the employees. Large sectors use benchmarking to measure the employee performance Medium organizationPublic sectorFocus on employee trainingand employee engagement Small organizationPrivate sectorFocusonhighemployee engagementandreviewingthe employee’ssalarytoretain employees Table 1: Variation of HR function in different sectors and different sized businesses
13HR MANAGEMENT (Source:Guest 2011) Many companies manage their employees according to their size. The size of an organization determines the roles played by the human resource department (Jianget al.2013). For example, large organization follows the hierarchical structure. In this organization, the HR managers can oversee the line managers who work under them. On the other hand, the small and medium-sized organization does not have many slots and the number of personnel is low compared to a large sized organization. Therefore, owner includes many responsibilities than other professionals. The HRM department of small organizations follows flatter structure where the CEO takes maximum decision. Therefore, the HR can structure the organization based on the sectors in which it operates. Questions 3: Short explanation of at least two theories and change management and how they can be evaluated 1.2 Explanation of the major theories regarding effective change management and its implementation Lewins change management theory Several theories are associated with the change management in an organization. One of the major theories is theLewin's three-stage theory. In order to manage a change in an organization Lewin’s theory is effective. Unfreeze; change and refreeze are the major there steps of this theory (Hossan 2015). In the unfreeze step organization needs to take preparation to bring change. Change management is a vital objective HRM department. Hence, by following this new model the HR is able to must get prepared for the change by sharing the importance of change. This phase is crucial for the change management. However, often the employees do not accept
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14HR MANAGEMENT the change. Hence, by following this stage the HR will be able to break the status quo and they can explain the necessity of the change and how change can bring profit in an organization. The next step of this model is the change. In this step real transition or change takes place. This process needs a tie to happen (Bratton and Gold 2017). Therefore, the people are able to embrace new happenings and change in an organization. This step requires good leadership. As for example, Corinthia Hotel has introduced a new training program for their employees to manage low inventory. In order to reveal the importance of such training, the HR needs to carry out a good leadership as without communicating the change it is impossible to implement the change. The last stage of this theory is the refreeze step. In this step, the proposed change is accepted and the organization becomes stable. In this step, people are understood that the change is implemented and the objectives are achieved. Application of this theory In the context of Corinthia Hotel, they have introduced a training program for their staffs to establish a better inventory management. Hence, application Lewin’s theory will be helpful for them. To implement the unfreeze stage this organization needs to establish a round table discussion regarding the purpose and importance of this stage (Manchesteret al.2014). Therefore, in this discussion barriers should be identified that may hamper the change. To implement the change stage, collaborative work and resource management are essential. Finally to implement the refreeze stage an evaluation and proper monitoring need to take. Therefore, a summary of problems is encountered in this step.
15HR MANAGEMENT Figure 1: Lewin’s Model (Source:Hossan 2015) Kotter change management theory Another important change management theory is theKotter change management theory. This theory includes eight steps. In the first step, the managers need to create urgency among the employees as it will lead them to decrease the employee resistance (Rajan and Ganesan 2017). The second stage of this theory focuses on the team building as to bring a change in an organization the HR needs to establish an effective team. The next step is to develop the vision regarding the change as correct vision helps to give shape the proposed change. Therefore, communication with the employees is required to bring change in an organization. Next step includes empowerment. However, the HR needs to empower the action to implement the change in an organization. Establishment of short-term goal will be helpful to achieve the success through change management. The HR should not give up as persistence is the key to gain success. Finally, in the last stage changes need to be incorporated effectively.
16HR MANAGEMENT Application of this theory In the context of Corinthia Hotel, kotter change management theory can be applied to bring an urge among the employees to accept the new change in this organization. However, by applying this theory such organization can give shape their new change in the existing system. Kotter change management theory is helpful to empower the individual and involve them in the organizational decision-making process. Figure 2: Kotter Model (Source:Rajan and Ganesan 2017) Force filed analysis theory and its application In order to implement a change, an organization needs to carry outforce field analysis theory. However, force field analysis enables an organization to identify the factors that create a problemduringthechangemanagement(CameronandGreen2015).Drivingforceand restraining force are the two major forces of force field analysis.The application of this theory
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17HR MANAGEMENT will be effective for Corinthia Hotel to implement new change by analyzing the current problems. In the context of Corinthia Hotel; such force field analysis will help them to make a balance between the old system and new system.However, the HR managers need to involve all personals in the new designing process and educate them to access the new system.Therefore, this analysis enables the organization to implement the changes in an organization by identifying the issues and resolving the issues. Figure 3: Force Field Analysis Theory (Source:Cameron and Green 2015) Question 4: The contribution of HR functions to the business
18HR MANAGEMENT 3.1 Discussion of the main criteria and methods used to evaluate the contribution of the HR practice The success of an organization depends on the HR function. Such strategic move focuses on harnessing the resources of HRM to establish a dynamic business environment. The HR strategy is considered as effective and quantifiable when observable results are present (Purcell et al.2003). Several methods are associated to measure the effectiveness of the contribution of HR strategy to identify its success rate. In order to measure the performance of the employees, it is important for the human resource department to check the regarding the performance of the employees. It is not possible for the HR to keep an eye on the operations of all employees as they have to manage various functions in an organization. Hence, line managers fill the gap between the employees and the HR.Therefore, the linereport from the line manager’smanagers includes a concise appraisal regarding the regular workplace operations.The HR needs to use key performance indicators orKPIsto evaluate the performance of the employees (Rasmussen and Ulrich 2015). Such tool allows the HR determines the performance level of the employees against the organizational goal. In order to measure the contribution of the HR in an organization, the management can conduct theemployee survey. Employee survey is a prudent tool to understand the contribution of HR. From this survey, the management of an organization is able to assess employee engagement, business climate, and organizational culture. If the employees show positive response regarding the business climate, organizational culture and their engagement then it can be said that the HR policies are effective to meet the business objectives. On the other hand, if the employees show negative response then it can be said that the HR policies failed to meet the organizational goal. On the other hand,HR metrics, ratio, and statisticsare other vital tools
19HR MANAGEMENT determine the contribution of HR function in an organization. By using industry average the authority of an organization is able the performance level of the firm compared to other organizations. Therefore, ROI or Return of Investment is used as the HR metric to measure the contribution level of the HR to the bottom line. Use of balanced scorecard is an effective strategy to evaluate the contribution as well as the performance of the HR (Sparrow and Miller 2013). This balanced scorecard includes four elements such as innovation and learning, finance, internal structure and the customers. This is a multi-faceted approach and responsible for creating a dynamic business environment. It highlights the way through which the business capital is used to ensure the constant flow and growth of the business. Question 5: Identify and evaluate of the research evidence that links HR practices with positive outcomes in organization. Explain how high performance working investment in human capital can impact on organizational practice 4.1 Identification and evaluation of the research evidence that links the HR practices with the positive outcomes of the organizations Research evidence includes organizational case study regarding the positive effect of HR practices on an organization. Research evidence shows the contribution of the HR practices in generating positive outcomes in the context of ASDA. HR is one of the four key functions in an organization. ASDA is a growing retail organization and it operates in a highly competitive market. The HRM department of ASDA gives their concern in recruitment, employee retention and employee engagement, which are the main factors of their business expansion. However, the comprehensiveHRstrategiesofASDAaimtoengagetheemployeesandsupportthe organizational culture. The HRM department of ASDA includes Best Welcome Induction
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20HR MANAGEMENT program to increase their employee engagement and establish a positive culture in their organization (Businesscasestudies.co.uk 2018). To develop the employees they have introduced Colleague Step program. This supports the staffs to achieve qualification and skill, which will lead them to become a future leader in ASDA. The above HR initiatives in ASDA help this organization to survive in the global market by gaining competitive advantages. From this research evidence, it has been found that the HR needs to carry out strategic HR management approach, which will increase the employee engagement in an organization (Taylor and Woodhams 2016). This current evidence highlights the effectiveness of the HR practice in creating a high performance of the employees. According to the statistics 1749 employees are celebrating milestone anniversaries in ASDA. This is due to the introduction of Colleague Step program in ASDA, which develops the career of the employees and allows them to perform well. From the evaluation of such evidence, it has been addressed that the HR strategies of ASDA enable this organization to retain a huge number of employees and ensure the high productivity. In the recent year, such employee engagement and employ development program decreases the employee turnover in ASDA. 4.2 Explanation of how high performance working and investment in human capital effect on organizational practice An organization needs a functional HR department to achieve competitive advantages in the global market (Torringtonet al.2014). A functional HRM department ensures the continuous development of the human capital in an organization. It is important for an organization to establisharelationshipbetweenthehigh-performanceworkprocedureandthecurrent performance of an organization. For every organization, it is crucial to gain and sustain the competitiveadvantages.Duringtheeconomicrecession,itisagreatchallengeforthe
21HR MANAGEMENT organization to give more output with limited resources (Ulrich and Brockbank 2005). In this situation, it is important for the organization to maximize the performance of the employees to achieve competitive advantages in their organization.According toSikoraet al.(2015), high performance working system acts as mediator or develops relationship between the management and the line managers.The line managersand their human resource competency skill influence the implementation of high performance working system.It is essential to scrutinize every investment to ensure that it can give target returns from the investment. In order to keep continued growth, an organization needs to invest in human capital development.Therefore, the organizationshouldhaveapreliminarycalculationthatsuchinvestmentwillgivethem significant outcome. If the investment in human capital gives significant return then it will enhance the profit margin otherwise the organization can face a huge loss. The aim of the high-performance working is to stimulate the employee engagement to ensure a high level of contribution from the employees (Taylor and Woodhams 2016). In order to maintain a high level of performance, employee involvement is crucial. To establish a high- performance working system open line communication, ethical behavior and transparency should be maintained in an organization. These elements increase the employee satisfaction as well as their performance. Investing in human capital development leads the employees to feel them as the part of an organization. This influences the employees to fully engage in achieving the business goal. As a result, the business performance can be maximized for long-term period. Conclusion The entire piece of work reveals the HR functions and its effectiveness in various sectors. Recruitment, retention, development of positive culture, employee development, and employee
22HR MANAGEMENT engagement are the major HR objectives. It has been found that various organizations include different strategies to deliver the human resource objectives in their organizations. On the other hand, HR function varies based on the type and size of the organization. Small sized organization focuses on employee engagement while large sized organization focuses on employee retention. To maximize the performance of an organization, strategic human resource management is crucial. Moreover, a high-performance working system needs investment in the human capital to ensure the profitability as well as the high performance of the organization.
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23HR MANAGEMENT References ALFES, K., TRUSS, C. and GILL, J. 2010.The HR manager as a change agent: evidence from the public sector.Journal of Change Management. Vol 10, No 1, March.pp109-117. BEARDWELL, J. and THOMPSON, A. 2014.Human resource management: a contemporary approach. 7th ed.Harlow: Pearson Education. Bratton, J. and Gold, J., 2017.Human resource management: theory and practice. Palgrave. Brewster, C., Charalambous, C. and Stavrou,E. 2010.Human resource management and firm performance in Europe through the lens of business systems: best fit, best practice or both? International Journal of Human Resource Management. Vol 21, No 9,June. pp933-962. Businesscasestudies.co.uk2018.Effectiverecruitmentandselection AnAsdacasestudy.[online]Availableat:https://businesscasestudies.co.uk/asda/effective- recruitment-and-selection/human-resource-management-hrm.html.[Accessed 22 Jun. 2018]. Cameron, E. and Green, M., 2015.Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Clark, S. 2015. Ethical decision-making: eight perspectives on workplace dilemmas [online]. Research report. London: Chartered Institute of Personnel and Development . Corinthia.com.2018.Corinthia.[online]Availableat: https://www.corinthia.com/en/hotels/london [Accessed 22 Jun. 2018].
24HR MANAGEMENT De Vos, A. and Van der Heijden, B.I., 2017. Current thinking on contemporary careers: the key roles of sustainable HRM and sustainability of careers.Current Opinion in Environmental Sustainability,28, pp.41-50. Dickmann, M., Brewster, C. and Sparrow, P. eds., 2016.International Human Resource Management: Contemporary HR Issues in Europe. Routledge. Guest, D.E. 2011.Human resource management and performance: still searching for some answers.Human Resource Management Journal. Vol 21, No 1, January. pp3-13. Guest,D.Eand Conway,N.2011.The impact of HR practices,HR effectiveness and a ‘strong HR system’on organisational outcoms: a stakeholder perspective.International Journal of Human Resource Management.Vol 22, No 8, April. pp1686-1702. Hossan, C., 2015. Applicability of Lewin’s change management theory in Australian local government.International Journal of business and Management,10(6), p.53. Jiang, K., Lepak, D. And Takeuchi, R. 2013.Where do we go from here? New perspectives on the black box in strategic human resource management research.Journal of Management Studies. Vol 50, No 8, December. pp1448-1480. Manchester, J., Gray-Miceli, D.L., Metcalf, J.A., Paolini, C.A., Napier, A.H., Coogle, C.L. and Owens,M.G.,2014.FacilitatingLewin'schangemodelwithcollaborativeevaluationin promoting evidence based practices of health professionals.Evaluation and program planning, 47, pp.82-90.
25HR MANAGEMENT MARCHINGTON, M., WILKINSON, A., DONNELLY, R. and KYNIGHOU, A. 2016.Human resourcemanagementatwork.6thed.London:CharteredInstituteofPersonneland Development PAAUWE, J., GUEST, D. and WRIGHT, P. (eds). 2013.HRM and performance: achievements and challenges.Chichester: Wiley. PHILLIPS, J.J. and PHILLIPS, P.P. 2014.Making human capital analytics work: measuring the ROI of human capital processes and outcomes.New York: McGraw Hill Education. Purcell J., Kinnie, N. And Hutchinson, S. 2003.Understanding the people and performance link:unlocking the black box.London: Chartered Institute of Personnel and Development. Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter's change management framework.Asian Journal of Research in Business Economics and Management,7(7), pp.181- 203. Rasmussen, T. And Ulrich, D. 2015.Learning from practice: how HR analytics avoids being a management fad.Organizational Dynamics. Vol 44, No 3, September.pp236-242. Sparrow, P. And Miller, J. 2013.Understanding the business issues in partnering arrangements. Beyond the organisation part one [online]. Research report.London:Chartered Institute of Personnel and Development. Sikora, D.M., Ferris, G.R. and Van Iddekinge, C.H., 2015. Line manager implementation perceptions as a mediator of relations between high-performance work practices and employee outcomes.Journal of Applied Psychology,100(6), p.1908.
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26HR MANAGEMENT Taylor, S. And Woodhams, C. (eds.) 2016.Studying human resource management.2nd ed. London: Chartered Institute of Personnel and Development. Taylor, T., Doherty, A. and McGraw, P., 2015.Managing people in sport organizations: A strategic human resource management perspective. Routledge. Thecavendish-london.co.uk.2018.Thecavendish-london.[online]Availableat: https://www.thecavendish-london.co.uk/?utm_source=mybusiness-home&utm_medium=organic [Accessed 22 Jun. 2018]. Torrington, D., Hall, L. And Taylor, S. 2014.Human resource management.9th ed. Harlow: Financial Times/Prentice Hall. Ulrich, D. And Brockbank, W. 2005.The HR value proposition.Boston, MA: Harvard Business School Press.