HUMAN RESOURCE MANAGEMENT at Woodhill College: Recruitment, Selection, Employee Performance, and HR Decision Making

Explore the role of HR managers in recruitment, selection, employee performance, and HR decision making at Woodhill College. Understand workforce planning, training methods, and the impact of employment legislation.

HUMAN RESOURCE MANAGEMENT
1

Table of Contents
INTRODUCTION......................................................................................................................................4
PART 1 RECRUITMENT AND SELECTION.................................................................................................5
TASK 1- KNOWLEDGE.........................................................................................................................5
(A) THE PURPOSE OF WORKFORCE PLANNING AND THE ROLE OF THE HR MANAGER WITH
REGARDS WORKFORCE PLANNING AND RESOURCING FOR WOODHILL COLLEGE.......................5
B) STRENGTH AND WEAKNESSES OF DIFFERENT APPROACHES TO RECRUITMENT AND
SELECTION......................................................................................................................................6
TASK 2.................................................................................................................................................8
(A) JOB ADVERTISEMENT...........................................................................................................8
B) ADVERTISEMENT PLATFORMS...................................................................................................9
C. JOB DESCRIPTION.....................................................................................................................10
PART 2- EMPLOYEE PERFORMANCE, DEVELOPMENT AND REWARD..................................................11
TASK 3...............................................................................................................................................11
(A)DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT.........................................................11
(B) DESCRIPTION OF TRAINING NEEDS AND METHODS OF TRAINING USED BY TESCO..............13
(C) EXPLANATION FOR HAVING AN ORGANIZED APPROACH OF TRAINING AND DEVELOPMENT
PROGRAM....................................................................................................................................15
(D) EVALUATING THE EFFECTIVENESS OF TRAINING AND DEVELOPMENT PRACTICE OFFERED BY
TESCO, IN TERMS OF DELIVERING A RETURN ON INVESTMENT..................................................16
PART-3 FACTORS INFLUENCING HR DECISION MAKING......................................................................18
TASK 4...............................................................................................................................................18
(A) AN ANALYSIS OF THE IMPORTANCE FOR ITV TO MAINTAIN GOOD EMPLOYEE RELATIONS
AND HOW IT INFLUENCES THEIR HR DECISION MAKING AS A RESULT.......................................18
(B) IDENTIFY AND BRIEFLY EXPLAIN THE KEY ELEMENTS OF EMPLOYMENT LEGISLATION AND
HOW THIS INFLUENCES ITV’S HR DECISION MAKING. YOU SHOULD MAKE REFERENCE TO

EQUALITY, DATA PROTECTION, HEALTH AND SAFETY, ALONG WITH CONTRACTUAL
RESPONSIBILITIES.........................................................................................................................20
CONCLUSION........................................................................................................................................21
REFERENCES.........................................................................................................................................22

INTRODUCTION
Every organisation has a specific objective to achieve and to meet its objective there is a need to
plan its workforce requirement. The most important resource of an organisation is people who are
working for it. Every person has different skills, capacity, knowledge and potential measured by
general cognitive ability (GCA). So it creates a need for mixed integer programming that regulates
different staffing decisions to reduce the workforce. To resolve this issue is not an easy task. Hence
the role of an HR manager came into existence to take care of all these issues. The main role of HR
is to strategically manage its people. This assignment explains the role and responsibility of an HR
manager in an organisation to handle their human resource in an effective manner. It includes
recruiting and hiring people, training and development, compensation and benefits and creating a
friendly environment so that they support the organisation to achieve its goal. This assignment
includes the case study of three different sectors which are “Wood Hill College”, “TESCO” and “ITV”.
All these sectors together explain all the complexities of HRM to manage employees and motivate
them to work effectively.

PART 1 RECRUITMENT AND SELECTION
TASK 1- KNOWLEDGE
(A) THE PURPOSE OF WORKFORCE PLANNING AND THE ROLE OF THE
HR MANAGER WITH REGARDS WORKFORCE PLANNING AND
RESOURCING FOR WOODHILL COLLEGE
The role of an HR manager of Wood hill College is to confirm that college has skilled staffs with their
subject matter knowledge and have required experience to achieve their specific objectives both
efficiently and effectively within its defined period.
Workforce planning is very important for an HR manager. Realistic approach and reliable
information getting through a proper planning is a must for any organisation. Each and every
person in the management should be involved and have a contribution at different stage related to
their expertise area. Suitable planning and its implementation should be managed well to ensure
that things are going in the right direction. Monitoring and checking regularly is another important
part of the plan. To make this planning successful, staff should be encouraged to give their personal
feedback. Not only staff but also people at other positions, planners, organisers and sometimes
parents of students can contribute by sharing their views and ideas. Plan and action should be
matched and in line with organisation’s intent (Abdul Amid, et al. 2016).
Training should be a part of workforce planning. Training support people involved in the planning
understand this procedure better. Consultants can guide to understand current workforce, need of
new roles for effective performance.
Teachers should have job satisfaction and can have feedback related to their job to understand
their task better. The environment should be stress-free and friendly so they can share their
problems with HR manager and he gets the solution to their problems. In this way, they are not
compelled to leave their job easily (Alali, et al. 2016).

B) STRENGTH AND WEAKNESSES OF DIFFERENT APPROACHES TO
RECRUITMENT AND SELECTION
There are many approaches to recruit employees.
Internal sourcing
This is the easiest way to get the best candidate for the required position. Teachers who are
interested can directly talk to the HR manager. Since management is already familiar with the
performance. They can take the better decision (Armstrong, et al. 2014).
Strength of internal sourcing
* Internal method of selection is fast and reliable. The college has all the relevant information
related to the person. Sometime Manager changes the job position by selecting internally and
chooses the best person according to his experience and ability.
*It brings trust and loyalty among teachers that they will be getting position according to their
performance and experience. It helps to retain old teachers.
* This is an easy process. No training is needed.
Weakness of this sourcing
*It restricts to get the new talent in the college. Sometimes it makes difficult to get the right
candidate for the right position. It also creates a competition and dissatisfaction in the employees
who did not get the promotion.
*Some posts demands extra qualified person which is not available in the college. External
Selection gives better chance to get experienced person.
* This process vacates other positions which again are a task to be done.
External sourcing
This recruitment is done from the outside and needs to follow a procedure of interview and
selection (Beer, et al. 2015). This process takes a long time and also not very reliable as people may
lie about their ability to the job. This process creates an insecure environment among existing

teachers and makes them feel that there are not given the opportunity to prove their ability for the
required position.
Strengths
*This process is very helpful when college is looking for a teacher who is trained well to use
teaching tools and well acquainted with new teaching styles to make its teaching interesting and
effective.
*Once the teacher is selected, he becomes more dynamic and motivated to work with other
teachers to secure his position in the college.
Weakness
*It is a long process. It takes time to fill the position because of its lengthy process.
* It is more expensive due to interview and advertisement process. Every possible step needs to be
taken to find the best candidate. It needs more searching and advertises externally.
*HRM manager needs to be more conscious and careful to choose the best candidate from a
different range of candidates. It also raises expenses for the college (Brewster and Hegewisch,
2017.).

TASK 2
(A) JOB ADVERTISEMENT
Woodhill College is looking for the best candidate for the position of Assistant Teacher. Interview
for this selection is going to be held by end of this month. Interested candidate is requested to send
their resume to our email Id. You can get all the details related to this position on our official
website.
Qualification: This post needs a Master Degree in any field from the recognized university.
Experience: The candidate should have teaching experience of minimum 2 years.
Role and responsibilities: This role requires supporting teaching staffs in a classroom for the
development and education of students. Candidate needs to demonstrate their skill to create a
happy, safe and secure environment for students. They will have the responsibility to identify
student's problem and resolving their issues with patience.
Application forms can be taken from office or it can be sent to you on request.
If you have any queries regarding this, you can contact the concerned person. The contact number
is available on our website.
Apply at:
Submit your resume at Woodhill.job.uk.co with valid id proofs

B) ADVERTISEMENT PLATFORMS
To get the right candidate for a job, it is very important to choose a right advertisement platform.
1) Newspaper- The most working platform for advertising is a newspaper. The advertisement
should have all the relevant information required for the position. It mostly brings a local
reader which makes the job easy to advertise and find the suitable candidate.
2) Social sites- Companies contact some social sites to get the best candidate through these
websites.
3) TV- Though it is the expensive but effective medium for advertisement because so many
people are connected to this. It gives the video facility which can explain the job better.
4) Radio- This audio advertisement platform is the best way to reach mobile users and to catch the
potential job hunters. It is the very cost effective platform to give a chance to repeat the ads if
needed.
5) Internet- These days it has become a more approachable medium of advertisement. People
spend a long time on the internet. College can pay to different websites for an animated banner
or to use social media tools like Facebook, Google, LinkedIn and Twitter. It is also a cost-
effective medium to reach a large number of people (Christina, et al. 2017).

C. JOB DESCRIPTION
Job description
Job name: Assistant teacher
Venue: Wood hill College, UK
Pay scale: according to the local education authorities
Working hours- 32 to 40 per week (Monday to Friday)
Job specification
Should have excellent communication skills
Should be able to get along with students, teachers and parents nicely
Should have citizenship of UK
Should have Graduate degree from well-recognized university

PART 2- EMPLOYEE PERFORMANCE, DEVELOPMENT AND
REWARD
TASK 3
(A)DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
TESCO is very concerned with effective training and development programme for employee’s
growth which is needed to retain old employees and clearing the doubts of new employees as well
(Dauda and Akingbade, 2014).
The basic difference between training and development is its duration. Training relates to short-
term activities to improve performance for current responsibilities. Development is a long process
to prepare people to achieve long-term objectives. Training generally has a start and end date
whereas development works more on the personalized area like mentoring or coaching to have
experience in additional job roles. Companies organize both training and development programs to
provide opportunities, for employees' growth and to build their morale and confidence. People get
ready to accept challenges and it takes them on the way to progress resulting in high pay and job
satisfaction.
The basic differences between training and development are:-
*Training is a short-term process. Development is a long-term process.
*Training is planned for both managers and non-managers whereas development is only for
managers (De Becker, 2013).
*Training is related to use application, procedures and product related information but
development includes improving skills in communication, management, business acumen and
overall service related issues.
* Training includes events, orientation training, workshops and seminars when company feel a
need thorough assessment of its employee performance to fill the skill gap. Sometimes employee

himself request for training when given a new task or there is a change in the technology or
process. Changes in objectives also create a need for training to catch up with the new direction.
Development tends to have informal, easy going schedule and according to the personal need of
the employee. Development programmes make people confident to take the responsibility of old
employees when they get retired. Both training and development programmes make its employees
work more effectively and efficiently and learning new things and implement them to solve issues
(Keesing, 2014).

(B) DESCRIPTION OF TRAINING NEEDS AND METHODS OF TRAINING USED
BY TESCO
To match the actual and expected level of performance, company analyse the need of training for
employees. To identify the need for training is the first and important step. It explains to whom and
what kind of training is needed.
These assessment techniques are:-
1) Questionnaires
2) Interviews
3) Surveys
4) Direct observation
5) Records
6) Consulting with people (Lawless and Trif, 2016)
Identifying training needs through different analysis:
1) Organizational Analysis- It is concerned with the business objectives and needs. Is the
training programme solution to the business problem? Was it helpful according to past
records? All these points are keeping in mind before organizing the training programme.
2) Person Analysis- Who is the receiver, level of his knowledge, his capacity to learn, any
change in procedure, software, policies and tools which creates the need for training is the
main question of this analysis.
3) Work analysis- This kind of analysis ensures the need to perform some specific task and skill
level required for that.
4) Performance analysis- Whether employees are able to perform up to standard or there is a
need for training to improve their performance.
5) Cost-benefit Analysis- Return on investment is the main aim of any organisation. Conduct
of this type of analysis is to be sure about if training results in a greater return on
investment (Louw, 2013).

Method of training used by TESCO
Basically, two types of training are carrying out by TESCO to improve employee's performance and
company's growth as well.
On-the-job training- This training is generally used frequently by organisation because it is easy to
manage. A large number of people are getting benefitted through this training. It is very affordable
as it does not require any special tool. It is not time-consuming because it is delivered to the person
while he is doing his actual job in the workplace. A person who is superior and knowledgeable in his
area gives training to the new employee to increase the productivity (Mann, 2014).
This OTJ method includes following:
Shadowing- employees are trained by the senior person.
Coaching- A senior staff will give suggestion to solve the problem.
Mentoring- An experienced manager is helping to come out from problems by advising trainee to
bring solution and learning from his own mistakes.
Job rotation- Trainees are temporarily taught to take the responsibility of others and do their work
efficiently in the time of need.
Off-the-job-training
This type of training is given by TESCO to their new staffs. It is not organised in the workplace. It is
organised in an outer area by some specialized organisation or experienced and skilled staffs of the
company. It is time-consuming and expensive (Newton, et al. 2015).

(C) EXPLANATION FOR HAVING AN ORGANIZED APPROACH OF TRAINING
AND DEVELOPMENT PROGRAM
Tesco believes in having right people in right place at right time. Skilled employees are always
productive for any organization. In-store or non-store based positions; both require knowledgeable
and expert people. To expand and diversify a business, it is very necessary to adjust to customer's
demands. For example, highly populated areas will need a proper balance between demand and
supply. There should be a proper understanding of demands, production and supplying of goods. To
handle this kind of situation, Tesco needs an experienced team of trained employees which can be
prepared by providing proper training and development program. Tesco regularly checks
employee's performance and provide training if there is any kind of lack in their performance. It
evaluates training and development programs with tools and techniques. This includes proper
planning, scheduling, checklists, agendas, programs and meetings and all. Manager and Employees
both evaluate themselves to fulfil their responsibility successfully and for this. They set objectives
for activities like personal development plans and compare the result with the last performance.
They continue to do it till they get a satisfying result. Managers and employees all spend some time
together to understand each other's work and learn by working together and this makes Tesco
working process stronger. These activity plans have following objectives which are called SMART
(Ogunyomi, 2013).
Specific- It sticks to the exact planning.
Measurable - Performance before and after training can be measured to reach up to an expected
level.
Achievable - Tries to match it with trainee’s knowledge, experience and skills.
Realistic - Whether it can be achieved within a time period and available resource.
Time Bound - Should have a clear deadline.
TESCO also works on 360-degree appraisal system. Feedback is also given to the employees by its
customers and stakeholders. So they better identify their area of improvement.

(D) EVALUATING THE EFFECTIVENESS OF TRAINING AND DEVELOPMENT
PRACTICE OFFERED BY TESCO, IN TERMS OF DELIVERING A RETURN ON
INVESTMENT
There is always a need to evaluate the effectiveness of training program to take a decision and
future planning for training of employees. If it gives a positive result, it always shows a change in
behaviour and learning of employee. An effective training session always gives a work in progress.
The training process is not complete without its feedback in the improvement of performance
(Meijerink, et al. 2016).
There are few questions to be asked for evaluation of training program:-
 Training should be evaluated by its duration of completion. Was it completed within given
period?
 Which method was used and easily understood by most of the people?
 What was the main problem in delivering the session?
 How was the expert the trainer to hold its audience and passing the information in an
effective manner to create interest of employees?
 Was it enough and useful to improve their performance to the expected level?
 Was the objective of training achieved?
 Were the trainers and employees both satisfied with the result?
There are many methods and techniques available to evaluate the training result:-
Kirkpatrick’s four-level model is one the most successful evaluation system used in training
programs. These are the four levels of evaluation according to him:-
Level 1: Reaction
This includes feedback from trainees given to the trainer both positive and negative as well.
How well they took this session and what all information and correction they want to have.
Feedback should be in written form just after a session. It should have relevant points only. It
can be given by numbering system like 1 to 5 where 1 is for low and 5 is for high rating
(Verbrigghe and Buyens, 2015).

Level 2: Learning
This level compares between the expected and real change in performance. The main thing is to
know what employees learned from this session and what they knew before. Compare the
performance of trained employees with non-trained employees so the result can give the clear
picture of its effectiveness (Shields, et al. 2015).
Level 3: Behaviour
Employees change in behaviour, skills, knowledge and principles clearly indicates the usefulness
of training session. If they have learnt to bring the better solution to their problems and to
perform well in their duties, it means it worked on them. It also needs to be checked on the
regular basis by observing them know whether this change was permanent or temporary.
Level 4: Results
The final stage of Kirkpatrick’s level consists of training effects on company’s overall
performance in the market. It concentrates on reducing the cost, turnover, grievances and
absenteeism after training. It compares the performance in terms of increase in quality,
production and service.
All these four levels of Kirkpatrick's are used for analysis of ROI return on investment. All these
previous level was related to employee's satisfaction and performance. But this level
completely focuses on the financial impact of this training on a company. It is what the amount
was invested in training and what we get back in return after this training. It takes training as a
business tool. It needs a justification to the management at an upper level. It helps to choose
future training methods. A company takes the training session as an expense and measure its
value in terms of profit earned. On the basis of profit, the structured training program has taken
positively for investment return. In Tesco, there is an increase in sales volume due to its
effective training programs. The trained employees are always an asset for the company and
they give their 100% to achieve company's objectives if they are supported well by their
superiors and managers (Mostaghim, et al. 2013).

PART-3 FACTORS INFLUENCING HR DECISION MAKING
TASK 4
(A) AN ANALYSIS OF THE IMPORTANCE FOR ITV TO MAINTAIN GOOD
EMPLOYEE RELATIONS AND HOW IT INFLUENCES THEIR HR
DECISION MAKING AS A RESULT
Employee relations are referred to the relationship that prevails within the employees and workers
in an organisation to render comfortable and healthy environment. Positive and healthy employee
relationship at organisation will enhance the performance and ensure effectiveness.
Some significance for ITV can be analysed on the basis of the strong relationship that it maintains
with the employees and mitigate the negative energy surrounding their employees. Some
strategies that are practised at ITV in order to ensure healthy employee relations and effectiveness
of the organisation are underpinned:
 Some strategies should be framed for different groups to motivate them in order to ensure
collaborative working (Shields, et al. 2015)
 Distribute equally the work to them so that the tasks can be achieved in desired and specific
time frame.
 Ensure equal involvement of the employees so as to boost their morale and ensure team
effectiveness
ITV is a commercial broadband television network so team member’s involvement will ensure
effective and broad base for the team effectiveness that will ensure effective decision making by
the HR.
Another factor that will impact the decision making of HR at ITV is the job security that is present in
the employees will cater to a strong strategy of the organisation. The direct communication tool
that is used at ITV will positively impact the decision making as it will increase the productivity of

the organisation and will boost the participation of the employees as a result of increased
belongingness of employees at ITV. Talking about the negative impact on the decision making at
organisation there can be increased conflicts and misunderstandings which will lead to tensions and
will decrease the productivity as a result. So support and guidance are must to the employees to
drive out best results (Verbrigghe and Buyens, 2015).

(B) IDENTIFY AND BRIEFLY EXPLAIN THE KEY ELEMENTS OF
EMPLOYMENT LEGISLATION AND HOW THIS INFLUENCES ITV’S HR
DECISION MAKING. YOU SHOULD MAKE REFERENCE TO EQUALITY,
DATA PROTECTION, HEALTH AND SAFETY, ALONG WITH
CONTRACTUAL RESPONSIBILITIES
Some of the key employment legislation and laws include the following that influences the ITV’s HR
decision making:
 Employment Rights Act
 Sex Discrimination Act
 Equal Pay Act
 Data Protection Act
 National Minimum Wages Act
 Disability Discrimination Act (Meijerink, et al. 2016)
This above legislation will impact the decision making of HR regarding the jobs as it will impact the
workplace designs and safety requirements of the workers at ITV. According to these legislative
requirements HR is expected to comply with this legal requirement or else penalty will be attracted
towards HR. These legislations render protection to the workers of the organisation against
inequality and discrimination at the workplace. The payroll policies and other benefits will render
the working schedules and other planning that will ensure the fairness and equality in the HR
decision making. The employment legislation will render social security to the employees in all the
situations. ITV practices collective bargaining to shield their employees from working practices and
it also initiates union's representatives that build consultation groups. These HR decisions will help
in achieving the productivity and will meet the workers’ demands.
The trade unions work on the working legislation to render discrimination-free working
environment to the workers and save from inequality. For frequent changes at ITV, it consults the
employees to ensure effective working of the organisation and consultation groups helps to
monitor the employees in groups and discover the working principles. The main elements that are
covered by these legislations thus consider social security, sexual harassments and equal
employment opportunities to the workers and employees at ITV (Mostaghim, et al. 2013).

CONCLUSION
As a conclusion of this assignment, the concept of HRM has been better understood discovering the
purpose and scope of the Human Resource Management that is required to achieve business
objectives. The key elements of the Human Resource Management have been evaluated in context
to their effectiveness with context to the case of TESCO. The internal and external factors have
been gained better insights that affect the HRM decision making with inclusion in the employment
legislation and regulations with reference to the case study of ITV. Thus recruitment and selection
and the employee performance have been understood with reference to the development and
reward system. And the focus has also been laid upon the employment relationships that help to
achieve effectively the organisational objectives.

REFERENCES
1. Abdul Amid, Aziz Jalloh, Habib, M.A. and Turay, B. 2016, "THE EFFECTS OF HUMAN
RESOURCE PLANNING IN THE IMPLEMENTATION OF OPERATIONAL ACTIVITES IN LARGE
SCALE ENTERPRISES", International Journal of Information, Business and Management, vol.
8, no. 1, pp. 252.
2. Alali, H., Wishah, R., Alali, S., Al-Sukkar, A. and Abu-Hussien, A. 2016, "E-MARKETPLACE
LEGAL AND REGULATORY FRAMEWORK IN JORDAN: A GENERAL VIEW", Journal of
Theoretical and Applied Information Technology, vol. 85, no. 2, pp. 221.
3. Armstrong, M., Brown, D. and Reilly, P. 2014, "Increasing the effectiveness of reward
management: an evidence-based approach", Employee Relations, vol. 33, no. 2, pp. 106-
120.
4. Beer, M., Boselie, P. and Brewster, C., 2015. Back to the future: Implications for the field of
HRM of the multistakeholder perspective proposed 30 years ago. Human Resource
Management, 54(3), pp.427-438.
5. Brewster, C. and Hegewisch, A. eds., 2017. Policy and Practice in European Human Resource
Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
6. Christina, S., Dainty, A., Daniels, K., Tregaskis, O. and Waterson, P., 2017. Shut the fridge
door! HRM alignment, job redesign and energy performance. Human Resource
Management Journal.
7. Dauda, Y.A. and Akingbade, W.A. 2014, "TECHNOLOGICAL CHANGE AND EMPLOYEE
PERFORMANCE IN SELECTED MANUFACTURING INDUSTRY IN LAGOS STATE OF NIGERIA",
Australian Journal of Business and Management Research, vol. 1, no. 5, pp. 32-43.
8. De Becker, A. 2013, "The legal status of public employees or public servants: comparing the
regulatory frameworks in the United Kingdom, France, Belgium, and the Netherlands",
Comparative Labor Law & Policy Journal, vol. 32, no. 4, pp. 949.
9. Keesing, G. 2014, "Contractual rights and remedies for dismissed employees after the
'employment revolution'", Melbourne University Law Review, vol. 36, no. 1, pp. 104-139.
10. Lawless, J. and Trif, A. 2016, "Managing Interpersonal Conflicts at Work by Line Managers",
Irish Journal of Management, vol. 35, no. 1, pp. 74.

11. Louw, G.J. 2013, "Exploring recruitment and selection trends in the Eastern Cape", SA
Journal of Human Resource Management, vol. 11, no. 1, pp. 1-e10.
12. Mann, S. 2014, "Human resources and emergency planning: preparing local governments
for times of crisis", Public Administration Quarterly, vol. 38, no. 2, pp. 163.
13. Meijerink, J.G., Bondarouk, T. and Lepak, D.P., 2016. Employees as active consumers of
HRM: Linking employees’ HRM competences with their perceptions of HRM service value.
Human resource management, 55(2), pp.219-240.
14. Mostaghim, H.A., Mirghiyasi, S.G., Mirnabili, S.M. and Zaman, H. 2013, "Overview of
Strategic Planning of Human Resources and its Role in the Organization", Interdisciplinary
Journal of Contemporary Research In Business, vol. 5, no. 2, pp. 661.
15. Newton, P., Chandler, V., Morris?Thomson, T., Sayer, J. and Burke, L. 2015, "Exploring
selection and recruitment processes for newly qualified nurses: a sequential?explanatory
mixed?method study", Journal of Advanced Nursing, vol. 71, no. 1, pp. 54-64.
16. Ogunyomi, P.O. 2013, "MENTORING, STRATEGIC HUMAN RESOURCE MANAGEMENT AND
SUCCESSION PLANNING IN NIGERIA", Interdisciplinary Journal of Contemporary Research In
Business, vol. 5, no. 7, pp. 500.
17. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R.,
O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.
18. Verbrigghe, J. and Buyens, D., 2015. Adding value and HRM practice: evidence-based HR. In
Human resource management practices: assessing added value (pp. 15-30). Springer.