Human Resource Management Trends

This assignment requires students to analyze current and future trends in Human Resource Management (HRM) by critically evaluating a set of academic articles. The readings cover various aspects of HRM, including recruitment and selection, employee voice, strategic HRM, learning and development, and the impact of legal regulations. Students are expected to synthesize the information from these sources to understand the evolving nature of HRM and its implications for organizations.

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Running Head: Human Resource Management
Human Resource Management
Name
Institution of Affiliation

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Table of Contents
Table of Contents........................................................................................................................................2
1.0 Introduction...........................................................................................................................................3
1.1 What are the primary roles and activities of HRM?...........................................................................3
1.2 The Best Fit approach vs. Best Practices............................................................................................4
2.0 PART 1...................................................................................................................................................5
2.1 Task 1.................................................................................................................................................5
2.2 Approaches to recruitment and selection.........................................................................................6
2.21 Recruitment.................................................................................................................................6
3.0 Task 2...................................................................................................................................................10
3.1 Write a job advertisement for the role............................................................................................10
3.2 Identify suitable platforms to place the advertisements.................................................................11
3.3 Prepare a job specification and person specification for the role....................................................11
4.0 Part 2...................................................................................................................................................12
4.1 Task 3...............................................................................................................................................12
4.11 Explain the differences between training and development.....................................................12
4.12 Explain how the changes in customer expectations affected Tesco and its need to train staff?
...........................................................................................................................................................13
4.13 Tesco's methods of coaching.....................................................................................................14
4.14 Describe how training needs to be identified............................................................................14
4.15 Evaluate the benefits for Tesco and the employees in providing a structural training program
...........................................................................................................................................................14
4.16 The level of training accomplishment for Return on Investment..............................................15
4.17 Suggest the types of approaches to flexibility that can be adopted by Tesco to aid its expansion
of the business...................................................................................................................................16
5.0 Task 4...................................................................................................................................................16
5.1 Provide analyses on the importance for ITV to maintain good employee relations and how it
influences the HR decisions...................................................................................................................17
5.2 Identify and briefly explain the key elements in the employment legislation and how it influence
ITV's HR decisions. Please try to give examples.....................................................................................18
6.0 Conclusion...........................................................................................................................................19
7.0 References...........................................................................................................................................20

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1.0 Introduction
In his book “Handbook of Human Resource Management Practice” Michael Armstrong (2006)
defines human resource management (HRM) as an action plan and reasonable procedure to the
governing of valuable resources of a firm including the workforce and individuals that together
work towards the accomplishment of the set goals and objectives of the organization. Also, the
HRM functions through governing systems such as human resource strategies, values, and
conditions, procedures, philosophies and programs.
1.1 What are the primary roles and activities of HRM?
The HRM works towards ensuring that the company is in a position to meet its goals and
accomplishments through the performance of its employees. Furthermore, Michael Armstrong
(2006) gives a detailed discussion about the underlying purpose of the human resource
management as follows: Effective control: Detailed research indicates that HRM plans and
values have a huge effect on the production processes of a company. Therefore, these practices
play a sensitive role in reinforcing the programs for enhancing efficient organization through
policy evolution of areas that include management of skills and knowledge as well as
establishing a favorable working environment. Management of human resource: The most
important part of HRM is the human capital that refers to the people working in a company
whose success is solely dependent on them. That said, the HRM priorities on the firm are
acquiring and preserving the best-skilled workmates and whose commitment and motivation is
best for the company (Armstrong, 2006).
Moreover, there is Management of knowledge: the advancement of the organizational knowledge
and expertise results to a continuous learning scheme and the HRM sees to it that it is well
executed. Relationship with the employee: the HRM aims to establish a productive and peaceful

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climate in the working environment where the relationship between workers and managers is
harmonious through partnerships and unions.
1.2 The Best Fit approach vs. Best Practices
In essence, the human resource (HR) role in an organization would be to determine what best
strategies can fit most conveniently with all the structures of a society and consequently,
contribute to ongoing production. The best fit concept here is adopted as a strategy through
which to investigate the best approach for the company. This requires an integration of various
aspects in the firm such as culture, individual perception, structure, environmental and HR
strategies (Armstrong, 2006).
Similarly, the HR practices can be implemented to a greater extent and therefore, consistently
yield better performance for the company. This explains the best practices model and when-when
coherently pursued; these procedures could be advantageous to many organizations. Examples of
best practices would be proper recruitment and selection processes, teamwork and efficient
communication networks as well as strong focus on training and engagement in making of
decisions (Legge, 2005).

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2.0 PART 1
2.1 Task 1.
The study done by Armstrong and Taylor (2014) shows that firms and businesses require
planning for the inevitable vacancies in various positions. For instance, through retirement,
resignation or promotions, new vacant positions continue to be created in an ever growing
industry. Thus, considerably, a majority of businesses consider the staffing demands as a
continuous process (Armstrong and Taylor, 2014). In light of the Woodhill College case, the
human resource (HR) planning would be applicable in the developmental stages of the job cycle
and comprise predictions of the available numbers of workers as well as the future need of
competent teachers anticipated as in for Woodhill College. Needless to say, the HR planning
should be aligned to the strategies of the enterprise, and therefore, the HR needs to plan
prospective employees needs and determine the resources available to meet such demands, as
this would assist in preventing congestion of workers for instance during remuneration (Bratton
and Gold, 2012).
Furthermore, in the case where employees number becomes too much on the payroll as
predicted, the HR planning will be to reduce the staff numbers. Therefore, the HR manager at
Woodhill will ensure that the vacant positions are well filled and consequently balance the
supply needs for all employees. The human resource planning and policies of the organization go
hand in hand and remain integral elements of an organization. The current development of
technology and globalization forces enterprises to adjust and respond rapidly to frequent changes
(Armstrong and Taylor, 2014). Besides, there is the need to keep a constant investigation and
schedule on human resources as part of the development stages of employment. For instance,
Bach and Edwards (2013) postulate that among other points, the number of staff, their level of

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competence such as skills or experiences and expertise, and the position the employees need to
take in the organization, should be an essential planning and resourcing for HR managers.
However, understanding the human resource planning as a strategic role for the HRM, previous
literature shows that yielding better production in business is through the workforce involvement
in operations (AlDamoe, Yazam, and Ahmid, 2012). The environment outside the firm has a
strong influence on HR practices as argued by Lim (2012), although these methods are subject to
the characteristics of the HRM and overall organization structures.
2.2 Approaches to recruitment and selection
Peter Holland and colleagues (2002) emphasizes that an organizations' policies, operations, and
programs are important interfaces between the company and the people, and this is based on the
captivation, enlistment and selection processes. According to Cappelli (2005), the significance of
these approaches is in bringing out a competitive chance for the business. Therefore, as part of
the plan to identify the HR needs of the organization, hiring is a major component but needs to
be assessed through the job analysis before recruitment of the ideal candidates.
2.21 Recruitment
As defined by Torrington et al. (2011) this process involves searching for the best candidates for
the vacant job through methods like advertisements, one-on-one communication and use of
agencies. However, there are some recruitment procedures used, such as internal and external
enlisting approaches. For instance, Woodhill College employs the external process for hiring.

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2.211 Internal recruitment
This job candidate enlisting happens within the firm whereby, employees holding current job
positions are considered as candidates for the job position. Usually, it occurs when an individual
gets a job promotion and therefore, fosters strong encouragement for the present workers.
However, this type of recruitment applies to a growing business that has reached a substantial
development. As for the case of Woodhill, internal recruitment would take place and strengthen
the workforce in the institution. This would happen by the fact that the organization can assess
the candidate's skills and level of qualification.
The advantages of internal enlisting of applicants are that there are low investment costs and also
enables the enterprise to search for candidates who have knowledge of the job's operations.
Furthermore, it creates teamwork where fellow employees are involved in recommending ideal
applicants and referral bonuses could be attached if a referred candidate qualifies for the job
(Guest, 2011). Importantly, the organization takes advantage of the structural and cultural
awareness of the organization as a first knowledge for selecting enlisting candidates. Therefore,
it is most appropriate to conduct an internal recruitment approach if the HR manager has
concerns about the values existing within the business (Thomas, Au and Ravlin, 2003).
Moreover, this process allows for the quick making of decisions and usually seen as a sign of
reward by those promoted hence foster effectiveness.
However, the weaknesses of internal recruitment arise from the fact that the process can bring
disagreements and tension in the organization. This occurs where skilled fellow employees are
removed from various departments by individual managers. Therefore, the HR employs stringent
rule and policies for this type of recruitment. Besides, since the approach is limited to internal

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affairs, there is no chance to bring new candidates with new skills and knowledge about the job
position. In some cases, employees in the same organization may feel neglected when they miss
the promotion opportunities or even unmotivated.
2.212 External recruitment
This type of enlisting job candidates involves searching for applicants outside the organization
(external environment). Ideally, a firm chooses this approach in light of obtaining a new
workforce and diversity in ideas and perceptions about the job position. However, the size of the
organization is a factor to the enlisting approach, including the characteristics of the job and the
position type that is vacant. External recruitment is mainly based on academic and experiences
qualification levels and rely on advertising for the job position either through media or press
papers. Furthermore, the approach is broad and usually demanding as it covers a larger scope of
the job and this helps the HR managers to decide and ascertain the suitable candidate. Another
strength is that for external candidates, there is renewed commitment and passion for the job
position, and this is driven by the demand to retain the position (Torrington et al. 2011).
Since the process is quite long, time consumption is a lot and expensive regarding the energy
involved to attend to all candidates. In connection to that, different candidates apply for the job
regardless their past job experiences, and therefore, the HR needs to be super conscious of the
selection processes. Similarly, the approach utilizes adverts and examinations which are also
expensive. Moreover, the method is sensitive regarding getting the most qualified candidate
since competition can lead to impersonation. This also has a challenge to current workmates who
may feel that the process is unfair since they could also be qualified for the same job position.
Most firms employ private or enlisting agencies to carry outsourcing for ideal applicants for the
job position. This approach is both expensive and useful for the HRM in the organization.

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Usually, the agent bodies are involved in the initial stages of recruitment such as screening and
evaluation of candidates and then the selected few are presented to the HR with reports about
their education, job experience and training (Armstrong and Taylor, 2014). For example,
“headhunter” enlisting.
2.213 Selection
It involves a comprehensive process which is associated with assessments of each applicant’s
information and using those details to choose the most qualified candidate. This approach is a
compound of activities that include examinations and interviews, physical evaluation and
testimonials from referees. Similarly, the selection of candidates is a costly endeavor as well as
time-consuming. This is inevitably so due to pressures to achieve the standards of the company
and plan to meet production set objectives (Mathis & Jackson, 2003).
The fundamental weaknesses of selection processes are that substandard approach measures
leads to mismanagement of funds and consequently, poor production by elevating the following:
costs of training when unqualified personnel is selected, candidates unmet needs could lead to
discontent and job turnover, as well as absenteeism and poor rates in performance.
Since the selection of candidates is a significant part of decision making by the HR, there are
appropriate tools for the approach: there are forms for application, tests which can be written or
practical assessments for capability, knowledge or aptitude. Interviews using structured
questions, background screening and also health examination of candidates.

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3.0 Task 2
3.1 Write a job advertisement for the role
An advert for a job refers to a payable publication featured in a newspaper or any other media
involving information about a currently available job position. Advertisements are part of a
variety of job recruitment approaches and are aimed at attracting ideal applicants for the vacancy
and usually developed by the HR managers or even hired agencies outside the company.
Graphic Designer (Tutor)
The Woodhill College is a leading institution of higher learning that is looking for an excellent
Graphic Designer Tutor for facilitating lectures and supervision to students undertaking the
Graphic and Design course.
This position promises full-time employment that will comprise general guidance and learning of
graphics and designs as well as supervise the practicals through developing flyers, catalogs,
posters and advertising, brochures and web pages.
Successful candidates will demonstrate excellent skills in design and can quickly manipulate and
edit text accurately. Also, extensive expertise in Adobe CS3 Studio package software for
Macintosh is essential. Experiences in GoLive, web designing and PowerPoint, as well as a good
command of English skills, would be highly beneficial.
Qualified job candidates will receive payment subject to their experience. Applications should be
done in writing and sent not later than Wednesday 9th February, to the Manager, Woodhill
College, P. O Box 1234, Yorkshire 4064. Supporting documents should be attached to their
applications.

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3.2 Identify suitable platforms to place the advertisements
Jobs adverts usually appear in various media, and therefore, forth above job advert, it would be
appropriate to use newspapers that involve both local and national coverage. Job websites as well
as social media platforms including the institution's Facebook and LinkedIn pages. These
principles would assist with the communication processes to potential candidates (Bratton and
Gold, 2012).
3.3 Prepare a job specification and person specification for the role
According to Bratton and Gold (2012), a job specification refers to a detailed description about
the qualification needed to undertake the job position regarding skills, work experience, and
education background. Similarly, the person specifications give outline the mandatory skills,
intelligence, and experiences or any other criteria of selection, that are compulsory for the job
position.
Therefore, the job specification as in the case of Woodhills College advert on Graphic Designer
Tutor would be: that the applicant demonstrates skillful management of the designing and
implementing Adobe CS3 studio and software that is installed in Macintosh OS. Exhibit skills in
website designs, GoLive as well as PowerPoint applicants.
Whereas, the person specification would appear as the necessary skills for the job position which
include the excellent knowledge in designing expertise and application of software packages for
creating work. The use of Macintosh installed designing tools is adequate.

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4.0 Part 2
4.1 Task 3.
4.11 Explain the differences between training and development
Training is an approach to acquire knowledge, education and relevant skills to render the
performance of certain activities and tasks satisfactory and in accordance to set objectives. On
the other hand, development is the extension of an individual's skills and capabilities to enhance
the production process and focuses on improving the growth regarding career goals and well-
being (Paauwe and Boselie, 2003). That said, there are major disparities between the two
approaches in HRM adopted in Armstrong and Taylor (2014):
Table 1: The contrasts between Training and Development
Training Development
Training refers to an eventful activity and
therefore, short-term
Development is exhibited as a slow and long
term process that is vital to the growth and
image based on the most significant capacity.
Due to varying differences in the scope of jobs,
training is usually regulated from one job to
another
However, development is involved with an
extended area and therefore, covers a larger
area.
Training encompasses the general idea of
advancing performance, enhance service
delivery and quality, well-being and safety
Whereas, development is associated with the
principal objectives such as production
processes, workforce, personal evolution with

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measures and the business climate. respect to time.
In addition to the differences as shown in Table 1. It is important to determine training plans
after the objectives of an organization have been created. As of the case study of Tesco, there are
two primary goals seen through its training procedures and these are the expansion and business
diversification.
4.12 Explain how the changes in customer expectations affected Tesco and
its need to train staff?
The strategies for coaching and initiation undertakings are based on the perceptions that
exemplary provision of services to consumers are provided and therefore, execute all duties
essential to both internal and external stores in a skillful way. Also, this program aligns to the
expansion of business since the professional responsibilities as well as the skilled attendance to
the needs of consumers are just but main attractive elements for customers (Harrison, 2002).
Furthermore, the consumers are the fundamental part of an enterprise and therefore, revealing the
reasons as to why consumers have a stake in the operations and functioning of an organization.
The expectations from consumers, for instance, the wants and needs, excellent and secure
working platforms among others contribute to better results for customers. That said, to meet all
the customer demands, the need for coaching and employee assessment cannot be overlooked
(Legge, 2006).

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4.13 Tesco's methods of coaching
In essence, there are two general methods of training associates with Tesco and therefore, lead to
a continuous improvement in the functioning of the business and its development. According to
Tesco, the training methods are as follows:
1. On-the-work coaching: which includes mentoring, shadowing or even work rotation.
2. Off-the-work instructing
4.14 Describe how training needs to be identified
The targets of the business linked to the needs of the consumers is an important aspect of Tesco
for growth and differentiation. Therefore, there is a demand to examine the fundamental roles
and have effective implementation whereby both internal and external subordinates are in need
of training to ascertain their competence. The workers that possess diverse skills contribute to
flexibility and increased performance in the expansion of an enterprise. Therefore, to meet the
increasing consumer expectations in the case of a new operating store that is situated at a new
area necessitates a better understanding of the profile of customers within this field. Hence, the
training framework assists workers to be active in their duties due to the knowledge, resources
and expertise developed. Usually, the staff will discover the gap present between their
capabilities and experience and this happens before the undertakings of coaching and
advancement (ALDamoe et al. 2012).
4.15 Evaluate the benefits for Tesco and the employees in providing a
structural training program
A structured training entails the principles and procedures that have been established
successfully to develop the expertise and consequently, improve the competence of workers so

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that there would be better performance of duties. The overarching goal of structured coaching is,
therefore, to accomplish the HRM strategies as well as those for the firm. Moreover, there would
be a continuous information gathering to preserve the specific attention on tasks. Nevertheless, to
achieve the advantages that result from structured training, it is required that employees adopt
natural conditions that are necessary for reinforcing support and critical conditions for a planned
cycle of activities (Smith, 1998).
Therefore, the merits of structured coaching are effectiveness in the procedures of expanding the
business via quality service production to buyers in addition to coaching workers to accomplish
the necessary activities of the organization with increased competence. From the training
initiatives, there has been a resultant increase in efficacy of staff and subordinates. Besides that,
employees are fully equipped to manage emerging issues and usually acknowledged as assets to
a firm (Winterton, 2007).
4.16 The level of training accomplishment for Return on Investment
The implementation of structured training by Tesco the benefits are that there is realized growth
through the production of better services, whether in-store or non-store business operations
which are carried out with skilled professionalism. For instance, Tesco own approximately, 2300
and more stores in the UK and this is estimated from the recent expansion of Tesco into a large
Extra hypermarket design. The evidence of such evolution and advancements, structured
procedures have accomplished a return on Investment at a high level. Indeed, the training
infrastructure a Tesco which is a daily routine has seen the increase in sales for the company
(Keep, 1989).

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4.17 Suggest the types of approaches to flexibility that can be adopted by
Tesco to aid its expansion of the business
By incorporating HR into the prospects of strategic integration Tesco's leadership has
implemented the HR decision making processes. For instance, this has been through increased
commitment to HR or rather efforts to engage employees by offering the workforce team initial
and advanced training (Beardwell, 2004). Tesco's opportunities to flexibility are, therefore,
adopted by all employees. That is, the staff get to comprehend their functions and significance in
the organization and consequently, increases the value of human resource capital.
Armstrong and Taylor (2014) recommends the following strategies to adopt for flexibility
purposes will be as follows:
 To develop new job production for employees.
 To improvement, flexibility, and adaptation of employees
 To modify the skills and perception and attitudes for staff who are on permanent
contracts
5.0 Task 4

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5.1 Provide analyses on the importance for ITV to maintain good
employee relations and how it influences the HR decisions
Edgar and Geare (2005) discusses that Employee Association is not only focused on handling
characteristics or conditions but the undertakings through which the conditions of employment
are considered. Besides that, it is rational to ensure that the requirement of employment
conditions as well as the activities determining these conditions are aligned with the strategies
that are implemented for accomplishing the objectives of the business. For example conducting
an investigation as in the case of ITV where we examine the fundamental goals in the financial
and non-financial businesses and therefore, matching these objectives to the appropriate
approaches to employee relations.
1. Profits and profitability: profit maximization is a common goal for all firms, and hence they
work towards maximizing and enhancement of profitability. Therefore, if wages get too high and
reduce benefits, however, when the same wages are too low, they have an influence on the
motivation of employees. Therefore, it is important for discuss the salaries and nature on behalf
of businesses but awareness on finding the right level to contribute to employee motivation at the
same time maximizing profits is required (Armstrong, 2006).
2. Customers and staff satisfaction: the contentment of consumers is an indicator of the
performance of an organization and therefore, is closely associated with how consumers are
attended to by the staff. A favorable working environment often than not will lead to increased
satisfaction of the staff (Holland, 2002).
3. Improving product quality: A working environment that is healthy and harmonious would
attract employees and motivate willingness to engage in better improvement activities for quality
(Cappelli, 2005).

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4. Acting ethically: Honesty and trust are essential to any ethical enterprise. Therefore, for
business objectives to be acknowledged as organizations with ethics, it requires a lot of
discussions about the employee relation effects (Edgar and Geare, 2005).
5. Social responsibility: The contract and principles of an organization permit employees to
request for better working plans and also consider about employees with family responsibilities.
5.2 Identify and briefly explain the key elements in the employment
legislation and how it influence ITV's HR decisions. Please try to give
examples
As seen in the case study for ITV, there are laws and policies that apply within the staffing and
HRM and consequently, influence the nature of decision making when considered. From a legal
perspective, there are three critical elements that invite legal matters in employment and HR
policies, such that HR managers are required to follow, for example, there are the equal chances,
sexual manipulation, and affirmative action
1. Same chances for employability: the Equal Employment Opportunity (EEO) regulations cover
individuals in that there is protection from illegal discrimination that may result due to
similarities in particulars like race, gender or even age. For example, in America, there is the
“protected class” that includes protected individuals who are due to having similarities in
particular identities (CliffsNotes, 2016).
2. Affirmative action: this law requires that employers endeavor to work towards ensuring that
those in protected categories gets employed as well as can be promoted. Therefore, this
regulation provides that previous discrimination trends are prevented in the current

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organizations. For example, the 1964 Civil Rights Act, prevents discrimination that is based on
color, race, sex or even religion (CliffsNotes, 2016).
3. Sexual harassment: This regulation has been a continuous debate in most organizations.
Therefore, from an HR management view, the disadvantages of sexual harassment are
devastating such as leads to interferences in production as well as liability claims. Companies
should be responsive to cases involving sexual manipulation and perpetrators should be
convicted immediately. According to the Supreme Court in 1993 declaration, sexual harassment
is viewed as abusive and hostile behavior. Therefore organization would work towards
preventing this issue. For example, there is a policy statement for sexual harassment that gives
employees a chance to make public related complaints, at the same time it is confidential, and
perpetrators are taken through disciplinary measures (CliffsNotes, 2016).
6.0 Conclusion
The employees working environment is gradually increasing to impact the employment
association and there after affect the policies and practices of employment. Therefore, the need
for discussions and agreements within organizations is vital. Although, it seems that there is
recognition of organizations like Woodhill at the market phase in respect to enlisting and
coaching of prospective employees, in fundamental parts of human resource development
including job design, skill and training undertakings, altogether have received lower emphasis in
resource availability. Nevertheless, businesses like Tesco and ITV represent the HRM roles and
responsibilities, whereby there is a strong focus on human capital perceptions and the fact that
talented workers are taking first consideration on whether the firms are providing convenient
jobs and also employability.

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7.0 References
ALDamoe, F. M. A., Yazam, M., & Ahmid, K. B. (2012). The mediating effect of HRM
outcomes (employee retention) on the relationship between HRM practices and
organizational performance. International Journal of Human Resource Studies, vol. 2 (1),
pp. 75-88
Armstrong, M. (2006). Handbook of: Human resource management practice, 10th edition.
London, Kogan Page, pp. 1-957
Bach, S., & Edwards, M. (2013). Managing human resources. Oxford: Wiley.
Beardwell, I., et al. (2004). (4th Edition) Human resource management: a contemporary
approach, Prentice Hall, Harlow.
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. 5Th ed.
Basingstoke: Palgrave
Cappelli, P. (2005). Will there be a labor shortage, in Mike Losey, Sue Meisinger and Dave
Ulrich (ed.) The Future of Human Resource Management. Virginia: Wiley & Sons, pp. 5-
14
CliffsNotes. (2016). HR Management: Laws and Regulations. Houghton Mifflin Harcourt,
retrieved from: https://www.cliffsnotes.com/study-guides/principles-of-management/
staffing-and-human-resource-management/hr-management-laws-and-regulations
Edgar, F., & Geare, A. (2005). Employee voice on human resource management. Asia Pacific

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Journal of Human Resources, vol. 43 (3), pp. 361-380
Guest, D. (2011). Human resource management and performance: still searching for some
answers. Human Resource Management Journal, vol. 21, (1), pp 3-13
Harrison, R. (2002). (3rd Edition) Learning and development: CIPD Publishing, London.
Holland, P., Sheehan, C., & Pyman, A. (2002). Attracting and retaining talent: exploring human
resources development trends in Australia. Department of Management, Monash
University.
Keep, E. (1989). Corporate training: the vital component?' New Perspectives on Human
Resource Management. Routledge Press, London.
Lievens, F., & Chapman, D. 2010. Recruitment and selection. In A. Wilkinson, N. Bacon, T.
Redman, &. S. Snell (Eds.). The SAGE handbook of human resource management (pp.
135-154). London: Sage
Lim, W. M. (2012). Organizational strategic human resource management – the case of lehman
brothers. Journal of Management Research, vol. 4 (2), pp. 1-8
Legge, K. 2006. Human resource management. In S. Ackroyd, R. Batt, P. Thomson, & P. S.
Tolbert (eds.) The Oxford handbook of work and organization (pp. 220-241). New York:
Oxford University press.
Mathis, R. L., & Jackson, J. H. (2003). Human resource management (10th ed.). Ohio: South
Western/Thomson.

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Paauwe, J., & Boselie, P. (2003). Challenging 'Strategic HRM' and the relevance of the
institutional setting. Human Resource Management Journal, vol. 13
Smith, A. 1998. Training and development in Australia (2nd ed). Sydney: Butterworth.
Thomas, D. C., Au, K., & Ravlin, E. C. (2003). Cultural variation and psychological contract.
Journal of Organizational Behavior, vol. 24 (4), pp. 451-471
Torrington, D., et al. (2011). Human resource management, 8th Ed. London: Prentice Hall.
Winterton, J. 2007. Training, development and competence. In P. Boxall, J. Purcell, & P. Wright
(eds.), The Oxford handbook of human resource management (pp. 324-343). New York:
Oxford University Press.