Action Learning & Experiential Techniques in Workplace Training
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In today's rapidly changing business environment, human resource management (HRM) plays a pivotal role in shaping organizational success. This research examines the intersection of HRM with adult education, emphasizing lifelong learning as a strategic tool for performance enhancement. By identifying key competencies necessary for effective HRM and exploring global trends, it provides insights into best practices that align with contemporary challenges. Furthermore, the study investigates the integration of action learning and experiential techniques in workplace training to foster a more skilled workforce. Through this comprehensive analysis, it aims to equip HR professionals with strategies to navigate complex organizational dynamics and drive sustainable growth.
Running Head: Developing People and High Performance Organizations 1
Developing People and High Performance Organizations
Student’s Name
Professor’s Name
Course Name
Developing People and High Performance Organizations
Student’s Name
Professor’s Name
Course Name
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Running Head: Developing People and High Performance Organizations 2
Table of Contents
Introduction 3
Benefit of The Human Resource Development 3
Team characteristics and diversity 5
An importance of team 5
Characteristics of Team 6
Task Interdependency 7
Conclusion 7
Table of Contents
Introduction 3
Benefit of The Human Resource Development 3
Team characteristics and diversity 5
An importance of team 5
Characteristics of Team 6
Task Interdependency 7
Conclusion 7
Running Head: Developing People and High Performance Organizations 3
Introduction
The Human Resources department of any company emulates the aims and objectives of the
company, and hence, it is essential for the company to look after the development of the
Human Resources and its knowledge for obtaining desired success (Knowles et al., 2014).
The success can be achieved by simply including the human resources team in the
management and planning activity, which is derived from the theories like behavior theory,
learning theory, skills and talent hidden in the employees, and much more. Nearly all the
companies and the related managers should know the importance of human resources and
should also focus on the learning of the human resources department and train them for
giving out maximum returns (Kasworm et al., 2010).
Human resources department and it management skills have remained in debates
where various companies try to understand the complex situations of the human resource
management. Along with knowing the management complexities, they also have made
researches, carried on analysis, and are working on theories to deal with the issues (Werner
and DeSimone, 2011). To understand the complexity of the human resource department with
a clear view, one should know clearly what the human resources are properly. In brief, human
resources include individuals working in the organization that provides with a valuable
contribution in the management system to accomplish the goals (Bratton and Gold, 2015). It
is proved that if the employees perform well on the actual protocol, manage and perform
along with it, the organization is surely going to succeed in achieving its goals.
Benefits of The Human Resource Development
When proper training and learning is provided to the employees of any company, the
performance of the employees and the output also gives wondrous results. This also helps the
Introduction
The Human Resources department of any company emulates the aims and objectives of the
company, and hence, it is essential for the company to look after the development of the
Human Resources and its knowledge for obtaining desired success (Knowles et al., 2014).
The success can be achieved by simply including the human resources team in the
management and planning activity, which is derived from the theories like behavior theory,
learning theory, skills and talent hidden in the employees, and much more. Nearly all the
companies and the related managers should know the importance of human resources and
should also focus on the learning of the human resources department and train them for
giving out maximum returns (Kasworm et al., 2010).
Human resources department and it management skills have remained in debates
where various companies try to understand the complex situations of the human resource
management. Along with knowing the management complexities, they also have made
researches, carried on analysis, and are working on theories to deal with the issues (Werner
and DeSimone, 2011). To understand the complexity of the human resource department with
a clear view, one should know clearly what the human resources are properly. In brief, human
resources include individuals working in the organization that provides with a valuable
contribution in the management system to accomplish the goals (Bratton and Gold, 2015). It
is proved that if the employees perform well on the actual protocol, manage and perform
along with it, the organization is surely going to succeed in achieving its goals.
Benefits of The Human Resource Development
When proper training and learning is provided to the employees of any company, the
performance of the employees and the output also gives wondrous results. This also helps the
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Running Head: Developing People and High Performance Organizations 4
organization in giving rewards to the worker for the motivation, hard work, and dedication he
has provided to the organization (Werner, 2014).
1) Another way to recognize the performance of the employee is through the
performance appraisal system that helps in knowing the efficiency of the worker
to reward him accordingly (Lim et al., 2013).
2) If the company doesn’t pay attention to the performance of the employee and
the areas where they lack, it would not be able to achieve desired results also.
Hence, it is necessary to keep a constant watch on the skills of the employees
along with their dedication and motivation so that necessary solutions and
training programs can be set for their improvement.
3) Performance management has become quite crucial these days, and hence, it is
important for the companies to look after the performance of the employees.
The HR managers need to keep a watch on the employee’s performance to
provide them with satisfying rewards, as this would to the production of the
company. Hence, providing them with bonus or rewards is a way to get more
out of the employees.
4) It has been proven through various researches that with the help of performance
appraisals, the companies have grown and developed to a great extent.
However, the appraisal has also led to some strict regulations on the company
for the employees, but it has also been fruitful for the progress of the company.
Hence, the HR management and development not only includes the building of the skills of
the employees but also helps in its development, education and learning too (Watkins and
Marsick, 2014). When the company invests in the training of any employees through training
programs, development, and learning, it works in the progress of the company, as it develops
organization in giving rewards to the worker for the motivation, hard work, and dedication he
has provided to the organization (Werner, 2014).
1) Another way to recognize the performance of the employee is through the
performance appraisal system that helps in knowing the efficiency of the worker
to reward him accordingly (Lim et al., 2013).
2) If the company doesn’t pay attention to the performance of the employee and
the areas where they lack, it would not be able to achieve desired results also.
Hence, it is necessary to keep a constant watch on the skills of the employees
along with their dedication and motivation so that necessary solutions and
training programs can be set for their improvement.
3) Performance management has become quite crucial these days, and hence, it is
important for the companies to look after the performance of the employees.
The HR managers need to keep a watch on the employee’s performance to
provide them with satisfying rewards, as this would to the production of the
company. Hence, providing them with bonus or rewards is a way to get more
out of the employees.
4) It has been proven through various researches that with the help of performance
appraisals, the companies have grown and developed to a great extent.
However, the appraisal has also led to some strict regulations on the company
for the employees, but it has also been fruitful for the progress of the company.
Hence, the HR management and development not only includes the building of the skills of
the employees but also helps in its development, education and learning too (Watkins and
Marsick, 2014). When the company invests in the training of any employees through training
programs, development, and learning, it works in the progress of the company, as it develops
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Running Head: Developing People and High Performance Organizations 5
successful skills in the employee to increase production. One of the key areas for
development of employees is team learning.
Team characteristics and diversity
Thought team is a common word used by all the groups made for any purpose, however,
group and team are not the same identities. The team consists of two or more people working
to achieve the same goal under the same circumstances (Manuti et al., 2015). A team usually
report to one common person can be a supervisor. Successful completion of the task is
depending upon performance level and the contribution of team members. The interaction
level of the team depends upon the dependency of one another.
Importance of team
Every employee of the organization somehow depends upon another employee to work
together. No employee can work alone to achieve desired goals. He has to take the assistance
of his coworker to complete an assignment (Knowles et al., 2014). It has been witnessed
many times team output being more efficient than the individual employee. Employees with
specific interest and specialization can work together on a common platform and form a good
team. Team building is an essential element of organization to build bonding amongst
employees and get better results.
1) Organizations want results: To generate revenue company has to achieve targets.
To complete the target one has to get the clear understanding of the problem and
has to find out a solution for the same. No one can individually, take decisions.
However, a good team can lead to a better solution of any problem (Bratton and
Gold, 2015).
successful skills in the employee to increase production. One of the key areas for
development of employees is team learning.
Team characteristics and diversity
Thought team is a common word used by all the groups made for any purpose, however,
group and team are not the same identities. The team consists of two or more people working
to achieve the same goal under the same circumstances (Manuti et al., 2015). A team usually
report to one common person can be a supervisor. Successful completion of the task is
depending upon performance level and the contribution of team members. The interaction
level of the team depends upon the dependency of one another.
Importance of team
Every employee of the organization somehow depends upon another employee to work
together. No employee can work alone to achieve desired goals. He has to take the assistance
of his coworker to complete an assignment (Knowles et al., 2014). It has been witnessed
many times team output being more efficient than the individual employee. Employees with
specific interest and specialization can work together on a common platform and form a good
team. Team building is an essential element of organization to build bonding amongst
employees and get better results.
1) Organizations want results: To generate revenue company has to achieve targets.
To complete the target one has to get the clear understanding of the problem and
has to find out a solution for the same. No one can individually, take decisions.
However, a good team can lead to a better solution of any problem (Bratton and
Gold, 2015).
Running Head: Developing People and High Performance Organizations 6
2) Take less time to complete the task: An individual definitely needs more time to
complete the allotted work. But if employees work together, then the task can be
divided into a subsection. Sharing of responsibility can also reduce work pressure
and burden. By assigning work as per the specialization of an individual can also
generate output much faster and efficient (Lim et al., 2013).
3) Work never suffers: By working with the team in case of an emergency team
member can give charge to another member. This will never hamper the work. In
the case of absence of any member, other team members can complete the work
easily (Christopher, 2012).
4) Built healthy competition among employees: Competition among employees is a
great factor to motivate them to work. Working in a team can build healthy
competition among employees to perform better than the other team members
(Kasworm et al., 2010).
5) Team members can gain from each other: Everybody has different qualities.
One can always gain something from the other. Being in the team can help an
individual to get good qualities and properties of other team members. This also
improves individual’s personality and company integrity.
Characteristics of Team
1) The team always has a clear goal, which has been communicated to all. All must
understand it properly (Werner, 2014).
2) The members of the team should listen to each other and discuss things to get a suitable
solution.
3) Decisions are basically dependent upon logical output and not the majority of ideas.
2) Take less time to complete the task: An individual definitely needs more time to
complete the allotted work. But if employees work together, then the task can be
divided into a subsection. Sharing of responsibility can also reduce work pressure
and burden. By assigning work as per the specialization of an individual can also
generate output much faster and efficient (Lim et al., 2013).
3) Work never suffers: By working with the team in case of an emergency team
member can give charge to another member. This will never hamper the work. In
the case of absence of any member, other team members can complete the work
easily (Christopher, 2012).
4) Built healthy competition among employees: Competition among employees is a
great factor to motivate them to work. Working in a team can build healthy
competition among employees to perform better than the other team members
(Kasworm et al., 2010).
5) Team members can gain from each other: Everybody has different qualities.
One can always gain something from the other. Being in the team can help an
individual to get good qualities and properties of other team members. This also
improves individual’s personality and company integrity.
Characteristics of Team
1) The team always has a clear goal, which has been communicated to all. All must
understand it properly (Werner, 2014).
2) The members of the team should listen to each other and discuss things to get a suitable
solution.
3) Decisions are basically dependent upon logical output and not the majority of ideas.
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Running Head: Developing People and High Performance Organizations 7
4) Team success is based on the team members and their efforts. Team members should
give their 100 % to achieve the goal (Manuti et al., 2015).
5) Access to tools, expert’s and equipment plays a major role here.
6) Quality is the best tool to the success of the organization.
7) Motivation can boost the morale of team members. Appreciation and awards can do the
needful (Yeo and Marquardt, 2015).
8) Communication between team member is the ladder to complete projects successfully
9) Mutual trust and respect of team member can be a positive sight toward the team.
10) A team member should listen and understand each other, view to reaching a solution.
11) External support is also counted as a vital aid to the attainment of the team (Guest,
2010).
Task Interdependency
Task interdependency sets off the specified protocol to ensure how statistics, knowledge, and
substantial information will be shared between different team members to accomplish the
common goals. There are three types of task interdependence in any organizational structure
(Christopher, 2012):
1) Pooled Interdependency: In pooled dependency, all departments of the
organization work independently. Departments may not directly interact and
depend on each other. Each department contributes its own value/ ratios to
complete the task. However different units perform completely separate
functions (Sparrow et al., 2016).
2) Sequential Interdependency: Sequential interdependence is working on output
as input framework. As one department output will be the input from other
departments. Multiple departments work together in sequential form to complete
4) Team success is based on the team members and their efforts. Team members should
give their 100 % to achieve the goal (Manuti et al., 2015).
5) Access to tools, expert’s and equipment plays a major role here.
6) Quality is the best tool to the success of the organization.
7) Motivation can boost the morale of team members. Appreciation and awards can do the
needful (Yeo and Marquardt, 2015).
8) Communication between team member is the ladder to complete projects successfully
9) Mutual trust and respect of team member can be a positive sight toward the team.
10) A team member should listen and understand each other, view to reaching a solution.
11) External support is also counted as a vital aid to the attainment of the team (Guest,
2010).
Task Interdependency
Task interdependency sets off the specified protocol to ensure how statistics, knowledge, and
substantial information will be shared between different team members to accomplish the
common goals. There are three types of task interdependence in any organizational structure
(Christopher, 2012):
1) Pooled Interdependency: In pooled dependency, all departments of the
organization work independently. Departments may not directly interact and
depend on each other. Each department contributes its own value/ ratios to
complete the task. However different units perform completely separate
functions (Sparrow et al., 2016).
2) Sequential Interdependency: Sequential interdependence is working on output
as input framework. As one department output will be the input from other
departments. Multiple departments work together in sequential form to complete
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Running Head: Developing People and High Performance Organizations 8
the task. Perhaps the production process of any material can be the example for
this (Wilton, 2016).
3) Reciprocal Interdependency: In a reciprocal relationship, the department has
to create highly connectivity between them. As this is back and forth process.
Work normally passes between the departments many times during the process.
Conclusion
Just as the role of HR management keeps on changing throughout the world for various
reasons on a continuous basis, the accuracy of the performance appraisal of employees is not
also stable. Some recent changes in the HR management have been found due to the crisis
faced by the world, the results of which include price rise, unemployment, corruption,
privatization, and much more. Among the various available theories, two popularly accepted
theories for improving the HR management for the adults are the team behavior theory and
the situation handling theory.
They can play a vital role in upgrading the trainer’s learning process. The behavior
theory has helped the companies in developing the proficiency for so many years and also in
manifesting the technical skills of the employees. Hence, a systematic training program for
implementing team building, computer-based learning for team members, etc. can help any
of the companies to progress efficiently.
the task. Perhaps the production process of any material can be the example for
this (Wilton, 2016).
3) Reciprocal Interdependency: In a reciprocal relationship, the department has
to create highly connectivity between them. As this is back and forth process.
Work normally passes between the departments many times during the process.
Conclusion
Just as the role of HR management keeps on changing throughout the world for various
reasons on a continuous basis, the accuracy of the performance appraisal of employees is not
also stable. Some recent changes in the HR management have been found due to the crisis
faced by the world, the results of which include price rise, unemployment, corruption,
privatization, and much more. Among the various available theories, two popularly accepted
theories for improving the HR management for the adults are the team behavior theory and
the situation handling theory.
They can play a vital role in upgrading the trainer’s learning process. The behavior
theory has helped the companies in developing the proficiency for so many years and also in
manifesting the technical skills of the employees. Hence, a systematic training program for
implementing team building, computer-based learning for team members, etc. can help any
of the companies to progress efficiently.
Running Head: Developing People and High Performance Organizations 9
Reference
Knowles M., Holton E., Swanson R. (2014). The Adult Learner: The Definitive Classic in
Adult Education and Human Resource Development. Routledge. Retrieved from:
https://books.google.co.in/books?
hl=en&lr=&id=1We2BQAAQBAJ&oi=fnd&pg=PP1&dq=human+resource+development+a
nd+adult+learning&ots=C8CY6uMupN&sig=JePHGZ7kd_Wuf9iEdOIlppm-
mMI#v=onepage&q=human%20resource%20development%20and%20 ad ult
%20learning&f=false
Kasworm C., Rose A., Ross-Gordon J. (2010). Handbook of Adult and Continuing
Education. SAGE Publications, Inc. Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=X75EarYDjHcC&oi=fnd&pg=PR1&dq=human+resource+development+and
+adult+learning+%2B2010&ots=41-
O5DwNA9&sig=pJCfFkLvQjrc9nLkbcfOafC_K8Q#v=onepage&q=human%20resource
%20development%20and%20adult%20learning%20%2B2010&f=false
Werner J., DeSimone R. (2011). Human Resource Development. Cengage Learning.
Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=yEZuHl6KGP8C&oi=fnd&pg=PR4&dq=human+resource+development+and
+adult+learning+%2B2010&ots=atFKTUgz-
f&sig=_eyLiPmkzE1oLy5Fzlet6oyGFV4#v=onepage&q=human%20resource
%20development%20and%20adult%20learning%20%2B2010&f=false
Bratton J., Gold J. (2015). Human Resource Management: Theory and Practice, 5th edition.
Palgrave Macmillan. Retrieved from: https://books.google.co.in/books?
Reference
Knowles M., Holton E., Swanson R. (2014). The Adult Learner: The Definitive Classic in
Adult Education and Human Resource Development. Routledge. Retrieved from:
https://books.google.co.in/books?
hl=en&lr=&id=1We2BQAAQBAJ&oi=fnd&pg=PP1&dq=human+resource+development+a
nd+adult+learning&ots=C8CY6uMupN&sig=JePHGZ7kd_Wuf9iEdOIlppm-
mMI#v=onepage&q=human%20resource%20development%20and%20 ad ult
%20learning&f=false
Kasworm C., Rose A., Ross-Gordon J. (2010). Handbook of Adult and Continuing
Education. SAGE Publications, Inc. Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=X75EarYDjHcC&oi=fnd&pg=PR1&dq=human+resource+development+and
+adult+learning+%2B2010&ots=41-
O5DwNA9&sig=pJCfFkLvQjrc9nLkbcfOafC_K8Q#v=onepage&q=human%20resource
%20development%20and%20adult%20learning%20%2B2010&f=false
Werner J., DeSimone R. (2011). Human Resource Development. Cengage Learning.
Retrieved from: https://books.google.co.in/books?
hl=en&lr=&id=yEZuHl6KGP8C&oi=fnd&pg=PR4&dq=human+resource+development+and
+adult+learning+%2B2010&ots=atFKTUgz-
f&sig=_eyLiPmkzE1oLy5Fzlet6oyGFV4#v=onepage&q=human%20resource
%20development%20and%20adult%20learning%20%2B2010&f=false
Bratton J., Gold J. (2015). Human Resource Management: Theory and Practice, 5th edition.
Palgrave Macmillan. Retrieved from: https://books.google.co.in/books?
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Running Head: Developing People and High Performance Organizations 10
hl=en&lr=&id=qNocBQAAQBAJ&oi=fnd&pg=PP1&dq=human+resource+development+an
d+adult+learning+%2B2012&ots=0plWzyfEYt&sig=hejN9H0Jvy1oE-
mpdtjEvr8JRYY#v=onepage&q&f=false
Lim D., Yoon S., Park S. (2013). Integrating learning outcome typologies for HRD: Review
and current status. New Horizons in Adult Education and Human Resource Development.
Volume 25, Issue 2, pages 33–48, Spring 2013. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/nha.20015/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Christopher M. (2012). Leadership Development in Organizations: Multiple Discourses and
Diverse Practice. International journal of Management Review, Volume 15, Issue 4
October 2013
Pages 359–380. Retrieved from: http://onlinelibrary.wiley.com/doi/10.1111/j.1468-
2370.2012.00344.x/full
Werner J. (2014). Human Resource Development ≠ Human Resource Management: So What
Is It?. Human Resource Development Quarterly, Volume 25, Issue 2, pages 127–
139, Summer 2014. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.21188/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Watkins K., Marsick V. (2014). Adult education & human resource development:
Overlapping and disparate fields. New Horizons in Adult Education and Human Resource
hl=en&lr=&id=qNocBQAAQBAJ&oi=fnd&pg=PP1&dq=human+resource+development+an
d+adult+learning+%2B2012&ots=0plWzyfEYt&sig=hejN9H0Jvy1oE-
mpdtjEvr8JRYY#v=onepage&q&f=false
Lim D., Yoon S., Park S. (2013). Integrating learning outcome typologies for HRD: Review
and current status. New Horizons in Adult Education and Human Resource Development.
Volume 25, Issue 2, pages 33–48, Spring 2013. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/nha.20015/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Christopher M. (2012). Leadership Development in Organizations: Multiple Discourses and
Diverse Practice. International journal of Management Review, Volume 15, Issue 4
October 2013
Pages 359–380. Retrieved from: http://onlinelibrary.wiley.com/doi/10.1111/j.1468-
2370.2012.00344.x/full
Werner J. (2014). Human Resource Development ≠ Human Resource Management: So What
Is It?. Human Resource Development Quarterly, Volume 25, Issue 2, pages 127–
139, Summer 2014. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.21188/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Watkins K., Marsick V. (2014). Adult education & human resource development:
Overlapping and disparate fields. New Horizons in Adult Education and Human Resource
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Running Head: Developing People and High Performance Organizations 11
Development, Volume, 26, Issue 1, pages 42–54, Winter 2014. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/nha3.20052/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Manuti A., Pastore S., Scardigno A., Giancaspro M., Morciano D. (2015). Formal and
informal learning in the workplace: a research review. International Journal of Training and
Development, Volume 19, Issue 1, pages 1–17, March 2015. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1111/ijtd.12044/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Yeo1 R., Marquardt M. (2015). Interpreting Action, Learning, and Experience: Integrating
Action Learning and Experiential Learning for HRD. Human Resource Development
Quarterly, Volume 26, Issue 1, pages 81–107, Spring 2015. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.21199/epdf?r3_referer=wol&tracking
_action=preview_click&show_checkout=1&purchase_referrer=onlinelibrary.wiley.com&pur
chase_site_license=LICENSE_DENIED
Guest D. (2010). Human resource management and performance: still searching for some
answers. Human Resource Management Journal, Volume 21, Issue 1, pages 3–13, January
2011. Retrieved from: http://onlinelibrary.wiley.com/doi/10.1111/j.1748-
8583.2010.00164.x/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Development, Volume, 26, Issue 1, pages 42–54, Winter 2014. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/nha3.20052/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Manuti A., Pastore S., Scardigno A., Giancaspro M., Morciano D. (2015). Formal and
informal learning in the workplace: a research review. International Journal of Training and
Development, Volume 19, Issue 1, pages 1–17, March 2015. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1111/ijtd.12044/epdf?
r3_referer=wol&tracking_action=preview_click&show_checkout=1&purchase_referrer=onli
nelibrary.wiley.com&purchase_site_license=LICENSE_DENIED
Yeo1 R., Marquardt M. (2015). Interpreting Action, Learning, and Experience: Integrating
Action Learning and Experiential Learning for HRD. Human Resource Development
Quarterly, Volume 26, Issue 1, pages 81–107, Spring 2015. Retrieved from:
http://onlinelibrary.wiley.com/doi/10.1002/hrdq.21199/epdf?r3_referer=wol&tracking
_action=preview_click&show_checkout=1&purchase_referrer=onlinelibrary.wiley.com&pur
chase_site_license=LICENSE_DENIED
Guest D. (2010). Human resource management and performance: still searching for some
answers. Human Resource Management Journal, Volume 21, Issue 1, pages 3–13, January
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Running Head: Developing People and High Performance Organizations 12
Sparrow P., Brewster C., Chung C. (2016). Globalizing Human Resource Management.
Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=8-
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Wilton N. (2016). An Introduction to Human Resource Management. SAGE Publications Inc.
Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=rQPMCwAAQBAJ
&oi=fnd&pg=PP1&dq=human+resource+competencies+
%2B2016&ots=9CG3BCbAmC&sig=sK4acgZ7JvRaFAXACOqKQDnZlRM#v=onepage&q
&f=false
Sparrow P., Brewster C., Chung C. (2016). Globalizing Human Resource Management.
Routledge. Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=8-
DLDAAAQBAJ&oi=fnd&pg=PP1&dq=human+resource+competencies+%2B2016&ots=-
PsQHZyjD- &sig=zBOZOdLB2BGf37wJQd7Yc63bWoE#v=onepage&q=human%20resou
rce%20competencies%20%2B2016&f=false
Wilton N. (2016). An Introduction to Human Resource Management. SAGE Publications Inc.
Retrieved from: https://books.google.co.in/books?hl=en&lr=&id=rQPMCwAAQBAJ
&oi=fnd&pg=PP1&dq=human+resource+competencies+
%2B2016&ots=9CG3BCbAmC&sig=sK4acgZ7JvRaFAXACOqKQDnZlRM#v=onepage&q
&f=false
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