Strategic HRM: Bridging Micro and Macro Domains

This assignment delves into strategic human resource management (HRM), drawing from key academic works such as Huselid & Becker's 'Bridging micro and macro domains', Lengnick-Hall et al.'s 'Capacity for organizational resilience', and Sparrow et al.'s 'Globalizing HRM'. Students are expected to understand, analyze, and apply these concepts to real-world scenarios. The assignment requires a critical review of relevant literature, development of strategic HRM plans, consideration of employee motivation and needs, and assessment of the role of line managers in HR functions.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
1.1 Difference between personnel management and human resource management...................3
1.2 Function of the human resource management in contributing to organisational purposes...5
1.3 Role and responsibilities of line managers in human resource management........................6
TASK 2............................................................................................................................................7
2.1 Reasons for human resource planning in organisations........................................................7
2.2 Stages involved in planning human resource requirements.................................................8
2.3 Compare the recruitment and selection process in two organisations...............................10
2.4 Effectiveness of the recruitment and selection techniques in two organisations...............11
TASK 3 .........................................................................................................................................12
3.1 Link between motivational theory......................................................................................12
and reward ...............................................................................................................................12
3.2 Process of job evaluation and..............................................................................................13
other factors determining pay...................................................................................................13
3.3 Effectiveness of reward systems.........................................................................................14
3.4 Methods organisations use to..............................................................................................15
monitor employee performance...............................................................................................15
D 3 Problem faced and solved while writing the assignment...................................................15
TASK 4..........................................................................................................................................16
4.1 Reasons for cessation of......................................................................................................16
employment with an organisation............................................................................................16
4.2 Employment exit procedures used......................................................................................17
by two organisations................................................................................................................17
4.3 Impact of the legal and regulatory......................................................................................17
framework on employment cessation.......................................................................................17
..................................................................................................................................................17
CONCLUSION..............................................................................................................................18
REFERNCES.................................................................................................................................19
1

...................................................................................................................................................20
2

INTRODUCTION
` Adidas is a world leading brand and has well established image in market. To improve its
functions, it has to increase productivity of manpower to gain organisational goals. Human
resource management is a system which is used by business organisation to manage its
employees. It helps in maximising HR performance to accomplish organisational goals and
objectives. HR manager is responsible for recruitment, selection, performance appraisal,
rewarding, training and development of employee in company (Daley, 2012). As there are
continuous changes in business environment, balanced practices are required to meet government
rules and regulations. Purposes of business organisation like Adidas are achieved by effective
and efficient functions to coordinate with market changes. As manger plays a vital role and
responsibilities in employee management to sharpen employee skills so that they can put their
maximum efforts. In the following report, impact analysis of legal and regulatory framework on
HRM will be discussed. A proper planning is necessary for effective management of employees
of company. Human Resource Planning process includes some major steps through which
strategy is made to enhance competencies of people. Every business organisation has its own
different recruitment and selection process due to specific nature of firm and their employees
(Guest, 2011). There are many techniques which are used in HR management to achieve goals
and objectives of profit maximisation and revenue generating in long term. Employees are
motivated by manager so that they feel more secured and involved at workplace as well as can
make more efforts to increase product and service quality of their company. So in following
report, various motivational theories and rewards will also be discussed.
TASK 1
1.1 Difference between personnel management and human resource management
Personnel Management is the process containing outline of individual goals and then
trying to achieve these objectives of a company. There are two types of targets like short term
and long term related to finance, time arrangement, education and career (Hendry, 2012). On
other hand, HRM is related to business organisation. Few differences between these both terms
are followings.
Basis of difference Personnel
management
Human resource management
3

1. Approach This management process is a
traditional approach to manage
people in business organisation.
On other hand, this is a modern
approach to arrange employees
in company to strengthen their
performance in future.
2. Kind of Function In personnel management,
personal function is used to satisfy
employees.
Human resource management
uses administrative function to
accomplish goals and objectives.
3. Foundation of pay Job evaluation is base for pay to
people.
Performance is evaluated to
determine pay of human
resource in organisation.
4. Actions by
managementPersonnel management
takes procedure actions.
Management takes strategic
actions to fulfil business needs.
5. Main focus This mainly focuses on employee
welfare, personal administration
and establishing smooth labour
relation.Human resource
management concentrates on
development, maintenance,
acquisition and motivation of
employees of firm.
6. Treatment of employee In this management, human
resource is treated as Useful input
through which desired objectives
can be achieved.
On other hand, worker are
assumed as crucial and valuable
asset to accomplish goals in long
term in HRM.
7. Job designPersonnel
management conducts job design
according to labour division in
company
This contains job design which is
based on team work or group
work at particular time.
8. Decision making Only top management has right to In human resource management,
4

take all decisions for organisation. employees are also participated
and collective decisions are
taken for betterment of firm.
9. Initiatives Partially taken by authority Integrated initiatives are taken in
HRM.
10. Communication It includes indirect
communication.It includes direct
interaction between employees
and top management.
1.2 Function of the human resource management in contributing to organisational purposes
HRM is very important part of Adidas as it helps in achieving various goals and targets
through functions. Relationship of employees, recruitment, selection, staffing, job analysis,
design, performance appraisal, their training & development and maintenance are main elements
of HRM and are briefed as follows:
 Recruitment and selection-This major function of human resource management
includes selecting appropriate candidate at right position for right job in business
organisation (Huselid and Becker, 2011). There are many ways to recruit employees like
interview, group discussion, written test and IQ analysis.
 Performance appraisal- Another part of human resource function is to analyse and
review performance of employee which helps to see any drawback or decrease in quality
of their efforts to achieve business goals.
 Training and development-This is one of major functions of HRM which includes
regular learning of employee by providing them knowledge to improve their performance
and get maximum results in the long term. So that every person can get more deep and
new information about their work to achieve reputed position at workplace in future.
 Maintenance of human resource-As employees are soul of any business organisation,
they need to be comfortable and familiar while working. For example, if there is any
conflict among workers, it can hinder growth and progress in future. So human resource
management makes sure to establish harmonised relationship among all people. Thus
5

these functions contribute in strengthening position of Adidas in sports shoe market of
United Kingdom.
1.3 Role and responsibilities of line managers in human resource management
Line manger are those persons who establish connection between employees and top
management of company Adidas (Purce, 2014). He supervises on subordinate performance and
take appropriate actions if any fault is found. There are many roles and responsibilities of line
manager in human resource management as followings.
 He regularly monitor performance of individual as well as team in company.
 Recruitment and hiring of the most suitable employee is another function of line
manager.
 He provides training to semi-skilled employees so that they can improve their existing
performance for future.
 Line manager tries to maintain standard of quality in all operations and process of
organisation.
 He prepares reports about productivity of employees on monthly and weekly basis which
help top manager to estimate current situation within firm.
 Line manager makes sure to identify need of human resource and tries to fulfil them to
motivate them for better results in long run.
 Another function includes creating a healthy environment and encouragement for open
communication among employees. Line manager conducts surveys, interviews and
questionnaire to measure employee engagement in organisational activities and process.
 Employees are disciplined by line manager who enforces rules and regulation to maintain
code of behaviour among people at workplace.
 He tries to monitor efficiency in employee work and provide them increase or decrease in
pay according to that.
 Line manager makes sure that there is no discrimination with employees based on
religion, language or skin colour at workplace (Sparrow, Brewster and Chung, 2016).
Thus these above roles and responsibilities are executed to achieve long and short term
goals of business organisation to uplift its position in market.1.4 Impact of the legal and
regulatory framework on HR management
6

Legal and regulatory framework is foundation for every business organisation like
Adidas to survive in market for long time. There are various laws which are implied by UK
government for smooth functioning and healthy atmosphere in market. Some crucial acts which
play a vital role in human resource management are Sex discrimination act (1997), Race relation
act (2000), Equal pay act (1970), Disability discrimination act (2005), Employment act (2008),
Work and family act (2006), Data protection act (1998) and Rehabilitation act (1974).Few of
these important legal and regulations can be explained as below.
 Sex discrimination act, 1997-As there are some cases when employees face partial
treatment due to their gender. For example, female employees are paid less salary in
comparison to male. This treatment makes them demotivated and their performance starts
decreasing .This regulation is implied on every business organisation to make sure that no
partiality or unfair behaviour is happened with employees.
 Race relation act, 2000-This legal implementation protects people at workplace from
unfair treatment on basis of skin tone which can decrease their confidence to work.
 Equal pay act, 1970-This regulatory framework provides equality among employees so
that they can get fair pay based on their work performance not their personality.
 Rehabilitation act, 1974-Another protection provided to employees at workplace is that
if anyone is found guilty in criminal act and punished, it must be ignored after
rehabilitation period. So that he would not face dark mark for whole life (Wright and
McMahan, 2011). Thus these above acts play a vital role to maintain fair and positive
ambiance at workplace.
TASK 2
2.1 Reasons for human resource planning in organisations
Human resource planning is process in which future requirement of employees is
estimated and methods to increase existing capacity of them. So, it focuses on demand and
supply of workers in future. There are some crucial reasons for HRP as followings.
 To ensure that right people is place on appropriate designation in organisation.
 To decrease the duration gap between new hiring and vacant position.
 To forecast skills and qualities which are required to improve existing performance.
7

 To avoid wastage of money on wrong workers for critical tasks which are important for
company progress.
 It helps in forecasting demand of human resource in case more production and sales.

 Human resource planning is needed to evaluate what types of workers organisation has.
 Another reason for HRP is to analyse how available resources can be utilised.
 Human resource planning is needed to improve its productivity of employees and
services.
 It contributes in matching employee skills to current needs of organisation human
resource.
 It is needed because the company can use it to establish a balance between effective
employees and efficient services by them to get maximum satisfaction in long term.
 As there might be case of unfair practices which can harm atmosphere at workplace
(Bloom and Van, 2011). So business organisation needs a system to deal with situations
like this which is human resource planning.
 There is need of harmonised relationship between employee and employer. So HRP is
needed to contribute in it.
 To organise training and development programme for better performance of employees,
there is need of planning of employees.
 It helps in compensate uncertainty related to future requirement of human resource.
Thus human resource planning is one of the most important part of business organisation
to accomplish its objectives and goals of profit maximisation and revenue generating.
2.2 Stages involved in planning human resource requirements
Human resource planning helps business organisation to fulfil requirements of employees
in future to avoid uncertainty (Boxall and Purcell, 2011). There are many stages in HRP in
Adidas company to achieve objectives with accuracy and effectiveness as following.
1. Analysis of organisational objectives-First step of human resource planning is to
determine target and goals of business organisation like Adidas. Firm tries to analyse
whether its objectives is to gain profit maximisation or customer satisfaction in the long
term. According to these goals, employees are required in future.
8

2. Inventory of present human source-Current number of employees and process of
business are calculated so that right person can be placed on right task. This may lead to
accomplishment of objective to capture market share. To avoid excess inventory of
human resource, balance is established between process and number of employees.
3. Forecasting demand and supply of human resource-Third stage of HRP includes
different methods to pre decide number of employee for specific processes. According to
demand, human resource manager arranges supply of people in business.
4. Estimate man power gap-Human resource planning applies some estimation methods to
measure gap between required and current number of man power in business organisation
like Adidas.
5. Formulating the final human resource action plan-After measuring required number
of workers, final action plan is prepared by HR manager to plan organised human
resource in business.
6. Monitoring, control and feedback-This is the final stage of human resource planning
process in Adidas. Being a retail company, employees are main key of organisation. So
after formulating action plan, HR manager has to monitor the plan and control any
drawback in results (Bratton and Gold, 2012). Thus there are many important stages
9

which help in planning human resource in firm to achieve most suitable employee for
particular process of business.
2.3 Compare the recruitment and selection process in two organisations
Step in process Adidas DIADORA
First It identifies different number
of vacant positions in specific
department with skills and
qualities.
Job analysis in which what job
is needed and what kind of
candidate is required for that.
Second Position description is
developed for specific
designation.
Evaluation of tasks to be
undertaken in job description
Third Recruitment plan is developed
by human resource manager.
Job specification in which
required qualities and skills are
described.
Fourth A search committee is selected
to estimate required candidate
in future.
Candidates are attracted
through internal and external
advertisement so that they can
send their CV
Fifth Recruitment plan is
implemented.
Candidates are short listed fr
interview
Sixth Short listed applicants are
reviewed.
At final step, after selecting
suitable person by interview,
appointment letter is given.
Seventh Selected candidates are tested
based on personal interviews.
Eighth Short listed candidates are
hired after interview.
10

Ninth Recruitment is finalized in
which contract of employment
is discussed.
Job description and specification of Adidas
Job description Job Non food manager
Reports to Branch manager
Area of business Branch-all sales areas
Job purposes To improve business and
performance in food product.
Person specification Skills Leadership skills, operating
skills and general skills are
required.
Job description and specification of DIADORA
Job description Job Marketing executive
Reports to Senior marketing manger
Area of business Non food areas.
Job purposes To give the best service to
customers by improving all
products.
Person specification Skills Decision making, planning and
problem solving.
2.4 Effectiveness of the recruitment and selection techniques in two organisations
DIADORA, being a leading retailer company, it uses may latest technologies for
recruiting the most suitable candidates for particular task. Company analyses job which helps in
estimating required number of employees in future. More experts candidates can perform the
11

task with effectiveness and efficiency. Job description also is used by DIADORA in which
required skills are explained. By this, human resource needs can be fulfilled easily (Bruck,
2008). Firm uses internal as well as external advertisement to invite application for vacant
position. Being a multinational business organisation,DIADORA shortlists candidates on basis of
their aptitude test and knowledge during personal interview. This method helps in finding an
adroit person for crucial task.
On the other hand, Adidasis one of the well known brands in retail sector of United
Kingdom. It identifies all vacant positions in company so that there will be nor shortage of
human resource in future. The firm utilises different effective methods to advertise like social
media, news papers which helps in covering most number of candidates for job. Position
description is explained in advertisement to clarify and an efficient recruitment plan is prepared
by HR team (Buller and McEvoy, 2012). A group of judges from different departments selected
to conduct interview so that multi skilled candidate can be recruited and productivity if enterprise
can be developed in future. After interviews, candidates are reviewed by role play in which they
are put in practical problem situation and asked to solve it. The person who solves it in most
effective manner gets selected for final round. This process make sure that selected candidate
will improve exiting performance of company in retail market (Fang, 2016). Thus both business
organisation have their own effective recruitment and selection process to get the most skilled
employee for company.
TASK 3
3.1 Link between motivational theory
and reward
Motivation of employee is the most crucial thing as they need to maintain their
performance at workplace for better results in future. It is a process in which behaviour of
workers can be influenced or affected by satisfying their needs and goals. There are different
motivational theories which are used by Adidasto increase standard of product and services to
gain maximum customer satisfaction in long term. One of the these is Herzberg’s Two-Factor
Theory. This contains two main factors which play a vital role to strengthening or weaken
performance of employees at workplace like hygiene and motivational.
12

Hygiene factors are essential for encouragement in productivity of workers. These factor
do not have long term effect on performance but if they are absent in company, there can be
negative impact on effectiveness of employees of Adidas(Gagné and Deci, 2015). These factors
are helpful to identify psychological needs of worker. Pay is one of the most critical factor which
should be reasonable and equal. Company and administrative policies should be fair and clear.
Fringe benefits for employees like family members, medi claims and job security should be
provided. Physical working condition should be clean, safe and well maintained. Status and
interpersonal relationship of employee must be appropriate and familiar.
Another element is motivational factor which help in boosting employee morale and
improve their performance. According to herzberg, some major factors are recognition
(employee should be praised),sense of achievement (fruit from some task) growth & promotional
opportunities to perform well, responsibility of own work and meaningfulness of work
( interesting and challenging activities) affect productivity of employees at workplace. Thus
using this motivational theory, the mentioned business organisation can reward itself by
achieving best quality in product and services for customers.
3.2 Process of job evaluation and
other factors determining pay
Job evaluation is a process in which value of job is determined in relation to other job in
same company. A rational pay structure is made through this to create a healthy environment in
organization. There are seven steps in job evaluation process a workplace (Golden and
Ramanujam, 2015). First step is to analysis of objectives of this process. Major goals is to create
a fair job structure in company so that employees feel more involved and secured. Second stage
includes job analysis in which two elements are contained like job description and specification.
Description explains detailed information about task and degree of its difficulty.
13

Job specification contains skills and qualities which are required. Third step includes job
evaluation program in which some methods are used. These are ranking, classification, factor
comparison and point methods to determine fair value to particular job and its importance. On
basis of these methods, rewards, recognition and remuneration are provided to employees of
company. Fourth step is to conduct wage survey in which opinion of workers are observed
related to their assigned job and recognition for that (Ifinedo, 2012). Final stage of job evaluation
process is to classify employees on basis of their tasks. Classification of employees are done
through nature of task ans process of work to produce maximum results in long term.
Factors which determine pay-There are many factors which affect wage or payment rate top
employee at workplace. Some of them are size of business organisation. For example, Adidasis a
leading retail company, so it provides a good amount of payment to its workers. Seniority of
employee is also a prime factor as more senior demands more pay. High skills and experience
also are parallel to high pay. Pay depends on also type of industry as retail sector offers a good
wages to workers (Lengnick, Beck and Lengnick, 2011). Profitability of organisation offers more
payment to its employees. Final factor is employee performance to determine their pay.
14

3.3 Effectiveness of reward systems
Reward system is a method of giving some privilege to employee for extra efforts to
achieve organisational objective and targets. There are two types of reward system in
Adidaswhich are used by Human resource manager like extrinsic and intrinsic. First category
includes bonuses which is given as sum of money for good performance which makes employee
more satisfied for his work. Another extrinsic reward is salary increment as increase in wages
which is a positive strategy to motivate workers. Gifts are also given and commissions on
profitable deal by employee are provided which helps in increasing quality of work.
Target bonuses are also an important types of extrinsic reward system in which if a
fixed target is achieved by worker then he will be provided a sum of money or any other facility
for that target. It encourages more confidence and leadership. Second category in reward system
is intrinsic in which non monitory wages are paid (Purce, 2014). First is good feedback for
better or improved performance of employees which encourages him to make more efforts for
better productivity. Another non financial reward is praise for extraordinary work of employee.
Recognition at workplace can also boost morale of worker in company. Promotion and
more responsibilities are provided to employee with more power can motivate him work harder
in future. Authority, trust and seniority are provided to make human resource more involved in
business of organisation. Thus these above different rewards help to treat employee in a fair and
justifiable way to create a healthy atmosphere at workplace.
3.4 Methods organisations use to
monitor employee performance
Being a leading retail business organisation, Adidasneeds to have an unbiased and
accurate reward system so it must monitor its employees performance fairly. Without any
partiality, monitoring should be done. There are three major methods to analyse employee
performance like self evaluation, 360 degree evaluation and checklist. Self evaluation is the
easiest and accurate way as employee determines his own performance. He is provided form to
fill in which many types of questions are asked about his level of knowledge and standard
ability to perform his task. If there is any gap in desired and real competencies of worker then
appropriate action is taken by management.
Another method to monitor employee performance is 360 degree evaluation in which
four parties which provide feedback about that particular worker (Rees and Johari, 2010). They
15

are customers, direct reports, subordinates as juniors and peers as colleagues. This is most
preferable method as there are four parties who evaluate one single person performance. Third
and last way for regular monitoring is checklist in which a person is appointed to evaluate
particular employee work. Mostly manager of that employee is asked to do check in a form
through a tick according to level of performance. In form there are many aspects to check like act
with integrity and meet financial targets.
D 3 Problem faced and solved while writing the assignment
While writing the assignment, I faced the problem to collect data to know
whole process of recruitment and selection as every business organisation has its
own rules. To deal with this situation, I used some statements of Adidas so that
clear information can be gained and employment policy can be understood better
of company.
TASK 4
4.1 Reasons for cessation of
employment with an organisation
Cessation of employment a is situation when either an employee leaves company or firm
terminates him. There are many reasons for which worker wants to resign from business
organisation. Some of them are following.
 If relationship with boss or superior is not healthy.
 When employee finds his job boring and unchallenging.
 When relationship with co worker is not good.
 If opportunities to utilise his skills and contribution to company goals are not up to mark.
 When he feels complete independent and finds job meaningless.
 If corporate culture and financial condition are not stable, employee leaves company.
 When no recognition is give to him for his better performance.
There are sometimes when business organisation terminates employees. Some of reasons for it
are as following.
 Sometimes when company finds an employee keeps repeating false statement and
offending action, he can be terminated immediately.
16

 Another situation when business organisation find him not able to work properly, it can
terminate him.
 Sometimes employee shows through his gestures that he can not adjust in organisational
culture then he can be fired from job.
 If worker is not able to keep his commitment towards his work then company will fire
him in future.
 If employee is found unethical as he avoids company code of conduct, her might be
terminated from job. Thus there are various reasons which are responsible for cessation
of employment.
4.2 Employment exit procedures used
by two organisations
Employment exist procedures are different in organisations. Two enterprises which can
be taken are Adidas and DIADORA. Adidas uses a fixed process of termination of worker
contract in which four main steps are included (Sadri and Bowen, 2011). First, employee submits
his resignation letter to human resource department then ,line manager will be informed to know
if there is unsettled work on part of worker as it is his responsibility. After that, an exit interview
is conducted in which reason of leaving company is asked and suggestion for improvement is
also taken from him. At third step, line manager helps in providing references about that
employee fro new position.
Finally, human resource department reviews its employment exit terms and conditions
and tries to make changes for improvement in policy. DIADORA also has a fixed pattern for
employment exit. First of all it considers resignation letter of employee then exit interview is
organised to get feedback about experience of that worker in company (Seiler, Lent and Pinazza,
2012). Then, an exit checklist is prepared in which any pending work or subject is mentioned.
The employee is reminded confidentiality clause of company at time of exit checklist. Finally
organisation makes sure it happens at good term as he might be beneficial in future. Thus both
organisations have their own unique methods for employment exit from firm.
17

4.3 Impact of the legal and regulatory
framework on employment cessation
United Kingdom has its own legal an regulatory framework regarding employment
cessation to protect leaving worker as well as organisation right. They have direct impact on exit
procedure of any firm like Adidas. One of the major effect of these laws is that it provides job
leaving at fair condition. This also contributes in justified way of termination as there will be no
unfair dismissal of employee by company in any condition. There are few valid reasons for
which company can fire worker like misconduct, illegality, redundancy, incapability toward
work and planned reti8rement. If it happens with any worker of firm then he has right to take
some strict legal actions against business organisation.
Another provision by law is that there will be no any type of discrimination to terminate
any employee from company on basis of gender, race, nationality, and ethnicity. As per legal
framework, if any person is in physical condition like pregnancy or disabled then he will not be
terminated due to this (Storey, 2014). There are also some different laws acts which provide
support in term of pay and pension to employee when they get retired from job. Before reaching
retiring after and goof work performance, no worker can be terminated without giving prior
notice to him for example at least one month notice before termination. Thus there are many
positive impact of legal and regulatory framework on fair procedures of employment exit.
CONCLUSION
From the above report it can be concluded that human resource management is an inseparable
part of any business organisation for better productivity of its employees. There are many
various recruitment and selection process in different firms. For improvement in existing
performance, some effective motivational theories can be adopted by human resource manager.
Job evaluation is also an useful,technique to establish a healthy environment at workplace for
employees in long term. Reward system needs to be fair and unbiased to avoid any type of
conflict among workers. Employment of cessation is very crucial process for organisation like
Adidasas it affects image of company and human resource inventory in future.
18

REFERNCES
Books and Journals
Bloom, N. and Van Reenen, J., 2011. Human resource management and productivity. Handbook
of labor economics. 4. pp.1697-1767.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Bruck, H., 2008. Recruitment and Selection process.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review. 22(1). pp.43-56.
Daley, D.M., 2012. Strategic human resource management. Public Personnel Management,
pp.120-125.
Fang, T.Y., 2016. The study of new employee's resign tendency analization how it is correlate to
the enterprise recrument services satisfaction survey.
Gagné, M. and Deci, E.L., 2015. Self‐determination theory and work motivation. Journal of
Organizational behavior. 26(4). pp.331-362.
Golden, K.A. and Ramanujam, V., 2015. Between a dream and a nightmare: On the integration
of the human resource management and strategic business planning processes. Human
Resource Management. 24(4). pp.429-452.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Hendry, C., 2012. Human resource management. Routledge.
Huselid, M.A. and Becker, B.E., 2011. Bridging micro and macro domains: Workforce
differentiation and strategic human resource management.
Ifinedo, P., 2012. Understanding information systems security policy compliance: An integration
of the theory of planned behavior and the protection motivation theory. Computers &
Security. 31(1). pp.83-95.
Lengnick-Hall, C.A., Beck, T.E. and Lengnick-Hall, M.L., 2011. Developing a capacity for
organizational resilience through strategic human resource management. Human
Resource Management Review. 21(3). pp.243-255.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Rees, C.J. and Johari, H., 2010. Senior managers' perceptions of the HRM function during times
of strategic organizational change: Case study evidence from a public sector banking
institution in Malaysia. Journal of Organizational Change Management. 23(5). pp.517-
536.
Sadri, G. and Bowen, C.R., 2011. Meeting employee requirements: Maslow's hierarchy of needs
is still a reliable guide to motivating staff. Industrial engineer. 43(10). pp.44-49.
Seiler, S., Lent, B. and Pinazza, M., 2012. An integrated model of factors influencing project
managers' motivation—Findings from a Swiss Survey. International Journal of Project
Management. 30(1). pp.60-72.
19

Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human resource management journal. 21(2),.
pp.93-104.
Online
Surbhi S, 2015. Difference Between Personnel Management and Human Resource
Management.[Online]. Available through<http://keydifferences.com/difference-
between-personnel-management-and-human-resource-management.html>.[Accessed on
19th June 2017].
Lynne MacDonald, 2017.Responsibilities of the Line Managers in HR. [Online]. Available
through:<http://smallbusiness.chron.com/responsibilities-line-managers-hr-
35205.html>. [Accessed on 19th June 2017].
20