Working with and Leading People: A Comprehensive Guide for Clarks Store Managers

This comprehensive guide explores the essential aspects of working with and leading people, focusing on the context of Clarks, a renowned footwear retailer. It delves into the recruitment and selection process, highlighting legal, regulatory, and ethical considerations. The report examines different leadership styles and their effectiveness in motivating staff, emphasizing the importance of teamwork and its benefits for achieving organizational goals. It also provides insights into planning, monitoring, and assessing work performance, along with strategies for identifying and addressing the development needs of store managers. This guide serves as a valuable resource for aspiring and current Clarks store managers, equipping them with the knowledge and skills to effectively lead and manage their teams.

UNIT 14 WORKING WITH AND
LEADING PEOPLE
1

Table of Contents
INTRODUCTION..........................................................................................................3
TASK 1- ADVERTISEMENT TO RECRUIT NEW STAFF...........................................4
1.1 PREPARE DOCUMENTATION TO SELECT AND RECRUIT A NEW
MEMBER OF STORE MANAGER...........................................................................4
1.2 THE IMPACT OF LEGAL, REGULATORY AND ETHICAL CONSIDERATIONS
TO THE RECRUITMENT AND SELECTION PROCESS.........................................6
1.3 TAKE PART IN THE SELECTION PROCESS...................................................7
3.2 WORKING IN A TEAM AS A LEADER AND MEMBER TOWARDS SPECIFIC
GOALS, DEALING WITH ANY CONFLICT OR DIFFICULT SITUATIONS.............9
1.4 EVALUATE OWN CONTRIBUTION TO THE SELECTION PROCESS..........10
TASK 2- REPORT ON LEADERSHIP, MANAGEMENT AND MOTIVATION OF
STAFF.........................................................................................................................11
2.1 THE SKILLS AND ATTRIBUTES NEEDED FOR LEADERSHIP.....................11
2.2 THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT............12
2.3 COMPARISION OF LEADERSHIP STYLES FOR DIFFERENT SITUATIONS
................................................................................................................................14
2.4 WAYS TO MOTIVATE STAFF TO ACHIEVE OBJECTIVES...........................16
TASK 3- REPORT OF TRAINING PLAN...................................................................19
3.1 THE BENEFITS OF TEAM WORKING FOR CLARKS....................................19
3.3 THE EFFECTIVENESS OF THE TEAM IN ACHIEVING THE GOALS...........21
4.1 THE FACTORS INVOLVED IN PLANNING, MONITORING AND
ASSESSMENT OF WORK PERFORMANCE........................................................22
4.2 THE ASSESSMENT OF THE DEVELOPMENT NEEDS FOR THE “STORE
MANAGER OF CLARKS”.......................................................................................23
4.3 THE SUCCESS OF THE ASSESSMENT PROCESS......................................24
CONCLUSION............................................................................................................25
REFERENCES...........................................................................................................26
2

INTRODUCTION
C& J Clark International Ltd is an international British shoe manufacturer and retailer
since 1825 that has nearly 1,000 branded stores and franchises across the world. As
a trainee HR manager of Clarks and advertisement to recruit new staff of store
manager will be prepared and the impact of the legal, regulatory and ethical
consideration will also be assessed. As for every organization, effective recruitment
and selection process is a vital element which ensures the success of the
organization so for the same this assignment will be conducted emphasizing on the
human resource management by aligning with effective working strategy (Rees and
French, 2016). The team management concepts and importance will also be shed
light upon and the recruitment and selection policy will also be formulated.
Comparison of different leadership style will help to achieve the desired goal by
enhancing the productivity and satisfy the consumer base. Through the motivational
theory, the employees and staff will be motivated to strive best. Thus the selection of
right people will ensure the success of Clark and will fulfil the requirements of the
company.
3

TASK 1- ADVERTISEMENT TO RECRUIT NEW STAFF
1.1 PREPARE DOCUMENTATION TO SELECT AND RECRUIT A NEW MEMBER
OF STORE MANAGER
4
JOB ADVERTISEMENT
Job title: Store Manager
Store name: Clarks Franchise Hove Adults
Salary: Up to £25,000
Working schedule: 6 days a week
Closing date: 30 March 2018
Job Purpose: The main job purpose as a store manager will be to effectively
boost the reputation of the UK’s iconic brands and add to the success stories.
The job purpose also includes being a motivator and successful manager for the
employees of the store so as to achieve effective team cooperation to enhance
the store’s success.
Roles and responsibilities:
The main roles and responsibilities include the following:
 To effectively lead and motivate the staff and team members of the Hove
store
 To create a friendly environment and welcome every customer
 To render motivation in team members so as to ensure effective
achievement of the goals
 Effectively lead people by helping them to make wise choices between the
purchase decisions and boosting customer experiences
 To gain knowledge about every aspect of store management from
tracking the profit and loss to planning the events till minimizing the costs

5
PERSON SPECIFICATION
Qualification:
Must be a graduate in any stream of commerce
Experience:
Should have an experience in the fashion and footwear industry for 6 months or
above
Skills:
 Effective communication
 Strong relationship building
 Effective tracking knowledge to record commercial success
 Leadership skills
 Goal oriented
Life with Clarks:
Lark employees nearly 15,000 employees across 75 countries and is world’s
biggest footwear brand in terms of volume. It renders several growth opportunities
to its employees with a competitive salary and pension schemes.
Contact:
We will love to hear from you at- Clarks.jobs.com

1.2 THE IMPACT OF LEGAL, REGULATORY AND ETHICAL CONSIDERATIONS
TO THE RECRUITMENT AND SELECTION PROCESS
While recruiting the store manager for the Hove store of Clarks some of the
regulations and rules that as a human resource trainee are needed to be followed
are discussed as under. These rules and regulations will help in acquiring best
candidates for the store manager and will help to minimise the risks as well.
Race Relation Act 1976
This act impacts the recruitment and selection process as Clarks cannot advertise
for the job positions highlighting a particular race or nationality specifications as it is
against the race relations act and according to this, every person should get a fair
chance to apply irrespective of the race and nationality (Fredrickson, 2016).
Equality Act 2010
This act also impacts the process as HR department is enforced to follow the law
while recruiting and selecting without giving special preferences to the candidates on
the grounds of race, religion, gender, disability and many more. The selection should
be made by Clarks on the basis of the skills and capabilities of the candidate.
Sex Discrimination Act 1975
According to this act, the recruitment and selection process should be carried out
irrespective of the gender bias and should be made on the qualifications instead.
Some of the Legal and ethical considerations:
 He should not be a minor
 The information attained from the candidate should be verified
 The medical fitness should be examined by the candidate (Kirby, 2016)
 Effective employment verification check should be conducted of past
employment
 An effective check should also be carried in respect of the legal rights and
permissions or the employee to work in the UK
 The employees should be well informed about the contract terms and benefits
6

1.3 TAKE PART IN THE SELECTION PROCESS
For effective selection process of Store manager for Clarks, a team discussion is
carried out that will undertake all the application forms received after the advert in
Metro. As a team member the following selection process has identified that help in
identifying the most suitable candidate for the post of a store manager and will be
called for interview:
Application forms
In the first stage of the selection process the recruitment notice has been printed as
an advert in Metro and then through the advert, the job applications that are received
are examined of all applicants. This involves conducting the first round of screening
process that will be selected and invited for a further process (O'Sullivan, et al.
2015).
Curriculum Vitae:
In the interview round the first step is to check all curriculum vitae of the applicants
and conduct the background check of the candidate including the educational
qualifications and work experiences. The personal details and the historical
employment check will also be conducted and then the screening will be conducted.
References check:
The next step in the screening process is to conduct a check the references which
are provided by the applicants and then carry the further selection process.
Simulation exercises:
After the references list has been cross-checked with the next step is to conduct
some simulation exercises such as group discussions, role play and debate. For the
role of a store manager, we will conduct a role play that will help to anticipate the
patience level and the managing ability of the applicant according to the job role.
Interviews:
Then the final stage in the selection process is to arrange for an interview that will
help in the evaluation of the applicant with the right qualification that can effectively
7

manage the duties and responsibilities of the store. This will conduct face to face
interaction that will help to judge the psychology and the level of skills in the
applicants that will help in effective selection (Costa and Anderson, 2017).
8

3.2 WORKING IN A TEAM AS A LEADER AND MEMBER TOWARDS SPECIFIC
GOALS, DEALING WITH ANY CONFLICT OR DIFFICULT SITUATIONS
As a trainee HR manager from the choice of two applicants A & B that are equally
good and have the support of two different team members, the selection will be
reached by the following manner on comprising both candidates. A particular
situation that may arise will also be discussed.
As an HR Trainee manager of Clarks, a situation was faced while working with a
team when it came to the selection of any one applicant amongst A & B which were
equally good. But there were 2 team members of my team who were supporting
them. This situation has created a conflict situation that will be dealt with towards
achieving the specific goal of hiring right candidate (Verhoeven, et al. 2017).
According to team members applicant B should be selected which is not case with
the HR trainee manager so the reasons behind the choice of HR trainee manager is
that it was observed that candidate A perceived the experience of a better fashion
and footwear store as compared to applicant B and it was observed that he
performed the simulation exercise in a quite better way with innovative thoughts.
In order to bring the other two team members to same decision strategies will be laid
such that the roles and responsibilities can be matched with the skills and
performance of both the employees. The team members can be effectively motivated
through effective communication. Open thinking will help to frame the issue well and
depict the skills that candidate B is lacking as compared to A. this will help in
reducing the conflict with other team members and bring consensus among all team
members. The different situations will be evaluated by discovering the root causes
and then analysing the competencies of the candidates that may inject long-term
benefits. Proper communication and presenting the point of view by every team
member will help to reach a common decision and reducing the conflicting situations
in an organisation (Northouse, 2018).
9

1.4 EVALUATE OWN CONTRIBUTION TO THE SELECTION PROCESS
In the selection process of the right candidate for the post of the store manager, I as
a Human resource trainee manager contributed to the selection process immensely
as from the very initial stage I prepared the documents and the specification for the
advert to be published in the Metro that brought the maximum candidates for this
position. I also played a vital role by being a part of the selection panel in the process
that kept a check of the qualities of the candidates by examining their background
information and other skills and capabilities. This helped in effective screening then
when the documentation and other checks have been performed effectively then a
conflict was faced between two candidates A and B which was again resolved by me
by devising effective strategies that help to gain consensus of together team
members and then implementing the selection process effectively. This helped in
saving the selection process from the ineffective manner and ensuring the fair
recruitment practices (Northouse, 2018).
I also prepared the necessary documents that helped to trace the other relevant
information about the candidate and then the final call was also made which
informed the selected candidate about the new job roles and assisting them in
completing the joining formalities. This contribution helped in mitigating the hurdles
of the selection process and helped in the smooth implementation of appointing store
manager for Clarks.
10

TASK 2- REPORT ON LEADERSHIP, MANAGEMENT AND MOTIVATION
OF STAFF
LEADERSHIP, MANAGEMENT AND MOTIVATION OF THE STAFF
EXECUTIVE SUMMARY
Leadership has emerged as an important quality that directs entire organisation
which is formed by the combination of skills and attributes. Sometimes there arises
confusion between the management and leadership which can be differentiated on
the basis of the orientation, perspectives and the focus. With the differences in
between these two, there are also different leadership styles that are applicable to
different situations in the organisation. These styles thus help in motivating the staff
and boosting the sales of the Clarks which is depicted in the report below.
INTRODUCTION
Leadership is a quality that can guide and motivate the employees towards the
desired objectives. Some traits and skills differentiate the styles of leadership which
applies to an organisation in different time periods. A good leader is an effective
motivator and manager that will help to bring out the efficiencies of operations and
strong brand image as well.
BODY
2.1 THE SKILLS AND ATTRIBUTES NEEDED FOR LEADERSHIP
In order to identify the weaknesses and the strengths of the organisation, the skills
and attributes that are needed for a leader are important to identify. Some of the
skills and attributes required are as under:
Communication
For a leader to be effective he should be a great communicator and should render
free and open communication under his leadership that will help in bringing better
ideas and thoughts of his team members (Antonakis and Day, 2017).
11

Passion
Another attribute and skill that one should acquire is the passion and enthusiasm
that will motivate the team member and will help to make the team members more
productive. This will encourage better performance and monitor the team member’s
performance effectively.
Team player
For an effective leader, the skill of being a team player should be present that will
involve the effective management of team by building cooperation and team
belongingness (Renko, et al. 2015).
Decision making
He should be quick and rational decision maker by analysing the pros and cons
associated with each situation and the decisions and then take the decisions
considering the benefits that it will render to an organisation as the whole.
Listening
An effective leader should possess effective listening skills that will help him to
become an effective leader and solve the issues of its followers effectively.
2.2 THE DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT
Leadership is a process that has common objectives achievement as the main goal
of motivation the employees towards the same. It is a continuous process that draws
the personal relationship with the employees and leader.
The management on other hand is a process that aims to get the things done from
other by directing them towards the goal achievement. It also focuses on effective
utilisation of the resources (Strom, et al. 2014).
12

Few differences between the management and the leadership are as under:
Basis Management Leadership
FOCUS Managing and planning
the work
Leading and motivating
the people
PERSPECTIVE Short term perspectives Long terms perspectives
with good foresightedness
LEADERSHIP STYLE Transactional,
authoritative and
autocratic styles (Renko,
et al. 2015)
Transformational and
participative styles
ORIENTATION Focuses on tasks Focuses on people
APPROACH
Plans the details Sets the directions (Nuttin,
2014)
13

2.3 COMPARISION OF LEADERSHIP STYLES FOR DIFFERENT SITUATIONS
For an organisation, different leadership styles are applicable depending on the
situations that prevail. Every leadership style has different motives and works in a
different manner. Some of the leadership styles include democratic, autocratic,
commanding, laissez-faire and transformational and many more.
Autocratic leadership style
This is a monothetic leadership style that follows centralised decision making and the
leader directs the subordinates on how the task is to be accomplished and what is to
be done. It is a style that demarks a line between the leader and follower and seeks
no suggestions from its subordinates (Nuttin, 2014).
Fig: Autocratic leadership style
Source: https://keydifferences.com/difference-between-autocratic-and-democratic-
leadership.html
14

Democratic leadership style
In this leadership style, the equal chances are rendered to the subordinates by
rendering equal chances of participation in the decision-making process. The
suggestions are taken from the subordinates and they are given importance. This
leadership style encourages the freedom of expressions and also boosts the
participative decision making (Deci and Ryan, 2014).
Fig: Democratic leadership
Source: https://keydifferences.com/difference-between-autocratic-and-democratic-
leadership.html
15

Comparison of both leadership styles:
BASIS AUTOCRATIC DEMOCRATIC
Authority and power Centralised power Decentralised authority is
practised
Orientation Task-oriented Relation oriented (Tanner,
2017)
Level of control High level Low level
Autonomy level Less (Deci and Ryan,
2014)
High
Situation Suitable in situations when
the subordinates are
unskilled and uneducated
Suitable in situations when
experienced and qualified
team members are
present
2.4 WAYS TO MOTIVATE STAFF TO ACHIEVE OBJECTIVES
Clarks motivates its employees in order to achieve the organisational objectives by
aligning with the Maslow’s need of hierarchy theory. According to this theory, the
needs of the employees can be categorised under the five levels which motivates the
employees to work effectively (O'Sullivan, et al. 2015).
According to this theory, the needs are as under starting from the psychological
needs to the self-actualisation needs.
16

Fig: Maslow Need of hierarchy
Source: https://en.wikipedia.org/wiki/Abraham_Maslow
At Clarks, the employees are motivated focussing on these levels starting from
fulfilling the basic needs like food water and sleep and others. It takes care of its
staff’s basic needs that include the salary aspects, working conditions and timings
and regular breaks.
At next level, it aims to fulfil the safety needs of the employees by fulfilling the
provisions of safe working conditions and the environment through which the
employees feel motivated. Next level through which Clark keep his employees
motivated towards the desired goals is the belonging needs under which it treats its
employees such that a feeling of belongingness is created and the communication is
free. At the last level, it motivates through rendering the needs of the employees by
developing the chances for the development of the employees and injecting in them
a sense and feeling of achievement (Trorey, 2017).
17

CONCLUSION
Clarks thus employs the following ways to motivate the staff towards achieving the
desired objectives:
 By rendering rewards and the incentives that motivate the employees
 By providing training to the employees that will help in the individual
development and help in effectively working in the organisation (Tanner,
2017).
 Clarks also render open environment that impacts the working style of the
organisation and the employees’ intensity.
Thus through above ways, the employees get motivated and strive towards the
defined objectives.
18

TASK 3- REPORT OF TRAINING PLAN
EXECUTIVE SUMMARY
In the report, the team working has erupted as the vital need for Clark as it has
helped in the effectiveness of the team and has helped in achieving the desired
goals. Development needs of the store manager have also been identified that
included job rotation, enrichment and the enlargements.
INTRODUCTION
This report aims to cover the aspects of the working with the team effectively by
analysing the benefits of team working and the effectiveness so the team that helps
in achieving the goals. It also assesses and monitors the performance of the work
performed.
BODY
3.1 THE BENEFITS OF TEAM WORKING FOR CLARKS
Working effectively with teams allows Clarks to move a one step closer to the
desired goal. In every organisation some benefits are always rendered by working
with a team which are as under:
Enhances the speed of work
Working with a team at Clarks has provided a hike in the speed of the work by the
employees due to shared roles and responsibilities and better accomplishment of
tasks (Cascio, 2018).
Boosts the quality
Team working also boosts the quality of work as a single task is shared and
completed by a group of people with the shared views and the use of process
information.
Increases communication
Team working also encourages open communication that allows easy sharing of the
working conditions and issues.
19

Increases the productivity
It involves combination working of several brains that helps in increasing the
productivity of the organisation and results in effective decision making that drives
Clarks towards better productivity.
Improves learning
Team working helps to inject the knowledge at an individual level and allow the
employees to learn different things from each other.
Thus the above benefits are rendered to the employees that work in an organisation
as a team and help in enhancing the knowledge and the social belonging in the
society (Strom, et al. 2014).
20

3.3 THE EFFECTIVENESS OF THE TEAM IN ACHIEVING THE GOALS
Through the effective utilisation of teamwork, the team members can achieve the
desired goals. Like in Clark the goal to enhance the customer base and increase the
sales the sales staff needs to be such that they work in proper coordination. To
ensure the effectiveness of team members an effective leadership must be ensured
that will help in enhancing the effectiveness of the organisation as well as the team.
The staff at Clark are provided effective directions so as the productivity and sales
can be increased. The training is rendered to the team members so that the skills
can be enhanced which will render better customer satisfaction among the
customers (Cascio, 2018).
At Clark, the teamwork is effectively managed as the work is divided according to the
qualification and specialisation. The team leaders at the store always arrange a
briefing meeting that helps the team members to get an easy analysis of their job
roles and schedules that encourages the employees to strive towards the goals
mentioned. The safety standards are also adhered to by complying with the
legislative requirements effectively. The sales quantity is also increased with the
easy access to resources and effective communication by the team members. All the
team members are socially active and are good relationship maker which builds
strong relationships with the customers broadening the customer relationships. The
team members are also good initiators that will help in boosting the sales volume
and achieve the possible outcomes (O'Sullivan, et al. 2015).
21

4.1 THE FACTORS INVOLVED IN PLANNING, MONITORING AND ASSESSMENT
OF WORK PERFORMANCE
There are many factors that are involved in the planning, monitoring and the
assessment of work performance which are closely related and the relationship is
explained on the basis of few aspects and factors that should be pre-decided so that
the desired goals are achieved on time. Planning and monitoring are two aspects
that help in bringing the team close to the organisational goals and keep a regular
check on the desired plan so that the standards are effectively executed.
Age groups
The performance is also affected by the age of the employees as the age when
crossed by a limit leads to a declination of the work performance due to ideal ratio
enhancement of older age group members (Renko, et al. 2015).
Cultural differences
As there are various differences in the cultures of the workers which also influences
the planning and monitoring needs. As different employees belong to different
cultures, religions and the backgrounds so the dealing with these employees
becomes difficult.
Learning needs diversity
The performance monitoring also becomes difficult when any new member joins and
their learning needs differ. These differences need to be monitored which needs to
be learned. The diversity prevails in terms of skills, abilities and needs that lead
employees to perform their duties effectively (Deci and Ryan, 2014).
Thus the above factors must be duly considered before planning and monitoring the
work performance of the employees.
22

4.2 THE ASSESSMENT OF THE DEVELOPMENT NEEDS FOR THE “STORE
MANAGER OF CLARKS”
In order to effectively plan and assess the development needs of the store manager
at Clarks we will formulate a plan that will fulfil this purpose by including the
followings:
Training
Effective training programs will be developed that will render subject knowledge and
the other knowledge related to the duties and the roles which drive towards the
organisational goals achievement. The training process will help in the easy
assessment of the needs of the store manager and will help in identifying and filling
the gap between the present and the required competencies (Costa and Anderson,
2017).
Motivation
For the store manager of Clarks, the motivation should be ensured that will help in
better performance and enhance the customer base. This will also help in boosting
the sales of the company and generating revenues for it that will contribute towards
the growth of the Clarks.
Communication
To achieve the goals and objective a store manager must fulfil the communication
needs so as to cope with the tasks easily by effectively exchanging the messages
via proper channel. The routine decisions and smooth working of the enterprises
should be fulfilled so as to take the effective decision at the store (Antonakis and
Day, 2017).
23

4.3 THE SUCCESS OF THE ASSESSMENT PROCESS
Some methods that will be used to evaluate the success of the assessment process
are as under:
Feedbacks
Through an effective collection of feedbacks, one can ensure regulated planning and
will help in identifying the pros and cons of the implemented planning (Rees and
French, 2016).
Appraisals
Through the performance appraisals, the improvement can be brought about in the
presentation of the individuals and it will be considered as best means that will help
to inject motivation in the employees.
Discipline
Through the performance improvement, the management plan should be strict that
will help to ensure the success of the organisation. Through several success criteria,
proper planning will be ensured.
When reliability and validity are properly monitored then the assessment process
success can be ensured and the effectiveness of the work is ensured (Kirby, 2016).
CONCLUSION
Through the effective team management and the planning and monitoring of the
work performed is conducted then many benefits are rendered to the employees as
well as an organisation.
24

CONCLUSION
Through this assignment, the working with the people has helped to learn the
importance of the teamwork and the contribution that it extends towards the
achievement of the organisational objectives. The impact of the legal aspects has
also been discussed that creates an impact on the recruitment and the selection
process. The leadership styles have helped to gain knowledge about the differences
in the management and their applicability in different organisational situations. The
selection and recruitment process has also been discussed together with the
management development needs of the store manager of Clarks. The importance of
the motivation for the employees has also been learned that helps in maintaining the
efficiency and loyalty of the workforce.
25

REFERENCES
1. Rees, G. and French, R. eds., 2016. Leading, managing and developing
people. Kogan Page Publishers.
2. Fredrickson, B.L., 2016. Leading with positive emotions.
3. Kirby, P., 2016. Leading people 2016: The educational backgrounds of the UK
professional elite.
4. O'Sullivan, H., Moneypenny, M.J. and McKimm, J., 2015. Leading and
working in teams. British Journal of Hospital Medicine, 76(5), pp.264-269.
5. Costa, A.C. and Anderson, N., 2017. Team Trust. The Wiley Blackwell
Handbook of the Psychology of Team Working and Collaborative Processes,
pp.393-416.
6. Verhoeven, D., Cooper, T., Flynn, M. and Shuffler, M.L., 2017. Transnational
Team Effectiveness. The Wiley Blackwell Handbook of the Psychology of
Team Working and Collaborative Processes, pp.73-101.
7. Northouse, P.G., 2018. Leadership: Theory and practice. Sage publications.
8. Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage
publications.
9. Renko, M., El Tarabishy, A., Carsrud, A.L. and Brännback, M., 2015.
Understanding and measuring entrepreneurial leadership style. Journal of
Small Business Management, 53(1), pp.54-74.
10. Strom, D.L., Sears, K.L. and Kelly, K.M., 2014. Work engagement: The roles
of organizational justice and leadership style in predicting engagement among
employees. Journal of Leadership & Organizational Studies, 21(1), pp.71-82.
11. Nuttin, J., 2014. Future time perspective and motivation: Theory and research
method. Psychology Press.
12. Deci, E.L. and Ryan, R.M., 2014. Autonomy and need satisfaction in close
relationships: Relationships motivation theory. In Human motivation and
interpersonal relationships (pp. 53-73). Springer, Dordrecht.
13. Tanner, R., 2017. Motivation–Applying Maslow’s Hierarchy of Needs Theory.
14. Trorey, G., 2017. Professional development and institutional needs. Taylor &
Francis.
15. Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
26

27