University HRM Report: Health and Safety Legislation in New Zealand
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This report analyzes the impact of the Health and Safety at Work Act 2015 on Human Resource Management (HRM) practices in New Zealand. It addresses how the legislation affects various HR services, including documentation, risk management, and workshop management, emphasizing the need...
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Running head: HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Name of the Student
Name of the University
Author note
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Name of the Student
Name of the University
Author note
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1
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Response to Question 1.
The areas of HR services that would be affected by the Health and Safety at Work Act
2015 are:
Documentations- This is to review and update documents regarding health and safety of
the employees in a company so that during working hours if the employee fall sick proper
treatment and medicines can be allocated to that employee. This is the new inclusion in
HR practices as per the new legislation of Health and safety in the Work act 2015 in New
Zealand (Arntz-Gray, 2016).
Risk management roles of HR- This is affected by the new legislation of the act.
Companies these days apply cost effective measures as their strategy making processes
because they do not want to be the part of risk engagement. Therefore with the advent of
the new legislation the areas of risk management has been affected (Downey et al., 2015).
The all new advents of events in the legislation has brought a regime that has increases
obligation in regard to the contractor’s management.
Workshop management- It reviews the aspects of health and safety in the plants
including the machineries, chemical shops, solution centers, share mills etc. where
employees are working and where there are chances of accidents and hazards (Cascio,
2015).
Development of green lanes for pedestrians- The lanes have been differentiated by
marking them with different colors, green for pedestrians, blue for unloaded vehicles and
red for the loaded ones. The HR practices need to include these in order to make the
changes.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Response to Question 1.
The areas of HR services that would be affected by the Health and Safety at Work Act
2015 are:
Documentations- This is to review and update documents regarding health and safety of
the employees in a company so that during working hours if the employee fall sick proper
treatment and medicines can be allocated to that employee. This is the new inclusion in
HR practices as per the new legislation of Health and safety in the Work act 2015 in New
Zealand (Arntz-Gray, 2016).
Risk management roles of HR- This is affected by the new legislation of the act.
Companies these days apply cost effective measures as their strategy making processes
because they do not want to be the part of risk engagement. Therefore with the advent of
the new legislation the areas of risk management has been affected (Downey et al., 2015).
The all new advents of events in the legislation has brought a regime that has increases
obligation in regard to the contractor’s management.
Workshop management- It reviews the aspects of health and safety in the plants
including the machineries, chemical shops, solution centers, share mills etc. where
employees are working and where there are chances of accidents and hazards (Cascio,
2015).
Development of green lanes for pedestrians- The lanes have been differentiated by
marking them with different colors, green for pedestrians, blue for unloaded vehicles and
red for the loaded ones. The HR practices need to include these in order to make the
changes.
2
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Accidental compensations- These include the rates of compensation fixing as per the
accident allowances depends on the new legislation (Sirrs, 2015). This includes the KPIs
of Health and Safety in the agreement of employees.
Response to Question 2.
There can be few changes that I would recommend to consider in employment
agreements for staffs in organizations. Some are discussed under:
The employees must be given rewards and recognitions based on their performances
annually.
To increase the motivation or to retain that to work companies can go for various
performance appraisals and engaging events as that would get all employees close to the
organization and helps them to understand various policies and dynamics of companies
(Arntz-Gray, 2016).
The company can go for venturing the Corporate social Responsibilities which is the
trend setter approach or today’s organizations and must be written in employee
agreement that participation in the welfare activities conducted by company is essential.
There must be attractive incentive plans as money has always been the motivational
factor for the employees and researches said that it increase the productivity of the
organization.
The shifts and leaves needs a strong attention in the employee agreements as in these fall
under the regular compulsory employee status and affects the productivity and employee
retention (Cohen, 2015). There must 8-10 hours of shift that comes along with proper
week-offs and monthly leaves and sick leaves for certain emergencies. This creates the
sense of job security among the employees.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Accidental compensations- These include the rates of compensation fixing as per the
accident allowances depends on the new legislation (Sirrs, 2015). This includes the KPIs
of Health and Safety in the agreement of employees.
Response to Question 2.
There can be few changes that I would recommend to consider in employment
agreements for staffs in organizations. Some are discussed under:
The employees must be given rewards and recognitions based on their performances
annually.
To increase the motivation or to retain that to work companies can go for various
performance appraisals and engaging events as that would get all employees close to the
organization and helps them to understand various policies and dynamics of companies
(Arntz-Gray, 2016).
The company can go for venturing the Corporate social Responsibilities which is the
trend setter approach or today’s organizations and must be written in employee
agreement that participation in the welfare activities conducted by company is essential.
There must be attractive incentive plans as money has always been the motivational
factor for the employees and researches said that it increase the productivity of the
organization.
The shifts and leaves needs a strong attention in the employee agreements as in these fall
under the regular compulsory employee status and affects the productivity and employee
retention (Cohen, 2015). There must 8-10 hours of shift that comes along with proper
week-offs and monthly leaves and sick leaves for certain emergencies. This creates the
sense of job security among the employees.
3
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
There should be clear mentioning of health and safety measures that the company has to
take for its employees and proper compensation plans depending on the harm caused to
employees or disabilities and fatal cases.
Proper mention should be made about gratuity and provident funds which lets the
employees retain in the same company for long otherwise nowadays there is scarcity of
companies that can match the required talents and retain them for long periods (Young et
al., 2015).
Response to Question 3.
The options for training of existing staff in a company on the new legislation is explained
under:
Interactive Talk Sessions- It is one of the most used method for training and developing
interest in the existing staffs of company. It is been conducted once in a year and costs
hefty for the company (Guerci et al., 2015). It is a seminar cum workshop on the new
policies and strategies evolved in the external business environment. The employees are
asked to give their feedback on the ongoing working conditions and are asked for
suggestions if they have for the company. This kind of training cum talk shows charge
high to a company as this involves a well-known trainer or an industry experienced
delegate to deliver speeches and a huge gathering of the existing staffs from all domain.
This type of training initiatives are generally taken by huge firms and is relevant for
various roles and departments of company (Ahmad, 2015). It includes topics such as,
employee satisfaction rates, revenue earned per employee, common complaints lodged,
new emerged HE policies, newly formulated strategies, admin procedures, new business
approach, newly formed organizational structures and leadership teams.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
There should be clear mentioning of health and safety measures that the company has to
take for its employees and proper compensation plans depending on the harm caused to
employees or disabilities and fatal cases.
Proper mention should be made about gratuity and provident funds which lets the
employees retain in the same company for long otherwise nowadays there is scarcity of
companies that can match the required talents and retain them for long periods (Young et
al., 2015).
Response to Question 3.
The options for training of existing staff in a company on the new legislation is explained
under:
Interactive Talk Sessions- It is one of the most used method for training and developing
interest in the existing staffs of company. It is been conducted once in a year and costs
hefty for the company (Guerci et al., 2015). It is a seminar cum workshop on the new
policies and strategies evolved in the external business environment. The employees are
asked to give their feedback on the ongoing working conditions and are asked for
suggestions if they have for the company. This kind of training cum talk shows charge
high to a company as this involves a well-known trainer or an industry experienced
delegate to deliver speeches and a huge gathering of the existing staffs from all domain.
This type of training initiatives are generally taken by huge firms and is relevant for
various roles and departments of company (Ahmad, 2015). It includes topics such as,
employee satisfaction rates, revenue earned per employee, common complaints lodged,
new emerged HE policies, newly formulated strategies, admin procedures, new business
approach, newly formed organizational structures and leadership teams.
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4
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Training on products or services- The existing staff already know the culture within the
organization and they have survived till here (Arntz-Gray, 2016). Now they need to know
more on the products and services because they are subjected to change as per the
marketing conditions and changing demands and customer perceptions. Trainings on
company products is a revision for the existing employees. It educates them about the
new product features, customer specifications and how to implement changes on the
traditional products and how to meet the market innovation models (Cascio, 2015).
Training on improving soft skills- this is a very essential in modern companies
especially in the marketing field where it has a huge role to play. People have hands on
soft skills are always on priority list and can smartly handle the business meetings and
resolute business problems (Mostafa, Gould‐Williams & Bottomley, 2015). As per
researchers, the lack of basic soft skills knowledge in employees can effect in the
company image and success. It is must training for both existing and fresher employees.
It is again a very costly trainings program of all as it requires proper experts to teach this.
Compulsory training- this involves training about managing relationships with internal
and external stakeholders. Prohibited activities and laws such as sexual harassment or
theft within the company premises. Laws on health and safety. Defense and disaster
management within the premises (Downey et al., 2015). As per the new legislation, there
are online training portals available with guides to make it feasible for employees.
New advancement training- These include trainings on new technologies that company
about to bring in for advancements, new systems and software.
For the new employees the induction training process are segregated into two processes,
Formal, which is conducted by the company with planning and agendas.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Training on products or services- The existing staff already know the culture within the
organization and they have survived till here (Arntz-Gray, 2016). Now they need to know
more on the products and services because they are subjected to change as per the
marketing conditions and changing demands and customer perceptions. Trainings on
company products is a revision for the existing employees. It educates them about the
new product features, customer specifications and how to implement changes on the
traditional products and how to meet the market innovation models (Cascio, 2015).
Training on improving soft skills- this is a very essential in modern companies
especially in the marketing field where it has a huge role to play. People have hands on
soft skills are always on priority list and can smartly handle the business meetings and
resolute business problems (Mostafa, Gould‐Williams & Bottomley, 2015). As per
researchers, the lack of basic soft skills knowledge in employees can effect in the
company image and success. It is must training for both existing and fresher employees.
It is again a very costly trainings program of all as it requires proper experts to teach this.
Compulsory training- this involves training about managing relationships with internal
and external stakeholders. Prohibited activities and laws such as sexual harassment or
theft within the company premises. Laws on health and safety. Defense and disaster
management within the premises (Downey et al., 2015). As per the new legislation, there
are online training portals available with guides to make it feasible for employees.
New advancement training- These include trainings on new technologies that company
about to bring in for advancements, new systems and software.
For the new employees the induction training process are segregated into two processes,
Formal, which is conducted by the company with planning and agendas.
5
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Informal, which is set by the co-employees with no official plans (Marler & Boudreau,
2017).
Levels of the induction program
Preparation- It should be commenced on interview selection. It should be planned and
prepared by the company before the joining of new employees. The proper handbooks,
materials, forms to be sent to employees via mail with offer letters (Albrecht et al., 2015).
The new employees to be marked with specific badges and to be welcomed with proper
employee kit offered from company. The induction checklist is to be confirmed as a tool
so that nothing is missed out.
First day- The JD and expectations of performance from employee. Safety, grievances,
measures to be kept at priority. Disciplinary actions, union representative, hours of
works, shift timings and requirements to be informed to employees (Gabriel et al., 2016).
The process ongoing- It is to be handled by the supervisor or the team leader checking
on the progression of the employees. He should be assuring that the new employee must
be a fit to the organizational culture and the team assigned. The job of supervisor is to
look up the problems if faced by the new employees and that should be resolved quickly
(Cohen, 2015).
Evaluation process- It should be a regular process to know the updates. It is the
responsibility of HR to discuss the feedback and hear the issues of the employees and
also from their supervisors (Mostafa, Gould‐Williams & Bottomley, 2015). It would be
interesting to select someone who was absent in the induction process to check with this
process. Feedback is essential for the company.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Informal, which is set by the co-employees with no official plans (Marler & Boudreau,
2017).
Levels of the induction program
Preparation- It should be commenced on interview selection. It should be planned and
prepared by the company before the joining of new employees. The proper handbooks,
materials, forms to be sent to employees via mail with offer letters (Albrecht et al., 2015).
The new employees to be marked with specific badges and to be welcomed with proper
employee kit offered from company. The induction checklist is to be confirmed as a tool
so that nothing is missed out.
First day- The JD and expectations of performance from employee. Safety, grievances,
measures to be kept at priority. Disciplinary actions, union representative, hours of
works, shift timings and requirements to be informed to employees (Gabriel et al., 2016).
The process ongoing- It is to be handled by the supervisor or the team leader checking
on the progression of the employees. He should be assuring that the new employee must
be a fit to the organizational culture and the team assigned. The job of supervisor is to
look up the problems if faced by the new employees and that should be resolved quickly
(Cohen, 2015).
Evaluation process- It should be a regular process to know the updates. It is the
responsibility of HR to discuss the feedback and hear the issues of the employees and
also from their supervisors (Mostafa, Gould‐Williams & Bottomley, 2015). It would be
interesting to select someone who was absent in the induction process to check with this
process. Feedback is essential for the company.
6
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Response to Question 4.
a) The new legislation places the laws and regulations that is twin policy working from both the
ends, firstly, from the company’s or employees end by engaging the employees in the matters
related to the health and safety measures (Cascio, 2015). The employees discusses certainly
about the facts and incidents that they used to face before the inclusion of this new legislation.
The factors that the employees mention are all from shop floor or the actual plants. The workers
had to face many issues related to health and safety. There were measures which are almost
dormant as HR policies.
b) It encourages innovative ways to participate in various health and safety measures to keep a
continuous balance in the working areas. The employees take part in cleaning the floors spilled
with oil and chemicals which could be an accident plot (Cascio, 2015). The employees are
encouraged to take part in safety clubs to become members for gathering safety items and also to
make the subordinates learn about the safety equipment.
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Response to Question 4.
a) The new legislation places the laws and regulations that is twin policy working from both the
ends, firstly, from the company’s or employees end by engaging the employees in the matters
related to the health and safety measures (Cascio, 2015). The employees discusses certainly
about the facts and incidents that they used to face before the inclusion of this new legislation.
The factors that the employees mention are all from shop floor or the actual plants. The workers
had to face many issues related to health and safety. There were measures which are almost
dormant as HR policies.
b) It encourages innovative ways to participate in various health and safety measures to keep a
continuous balance in the working areas. The employees take part in cleaning the floors spilled
with oil and chemicals which could be an accident plot (Cascio, 2015). The employees are
encouraged to take part in safety clubs to become members for gathering safety items and also to
make the subordinates learn about the safety equipment.
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HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
References
Cascio, W. F. (2015). Managing human resources. McGraw-Hill. Retrieved from
https://s3.amazonaws.com/academia.edu.documents/6473908/583915094.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1558772162&Signature=1XXa
%2FvYAKrvltNY9god2Q%2B43kF4%3D&response-content-disposition=inline%3B
%20filename%3DManaging_human_resources.pdf
Arntz-Gray, J. (2016). Plan, Do, Check, Act: The need for independent audit of the internal
responsibility system in occupational health and safety. Safety science, 84, 12-23. Retrieved from
https://paperdownload.me/wp-content/uploads/2017/08/1440-plan-do-check-act-independent-
audit-internal-responsibility-system.pdf
Sirrs, C. (2015). Accidents and Apathy: The Construction of the ‘Robens Philosophy’of
Occupational Safety and Health Regulation in Britain, 1961–1974. Social history of
medicine, 29(1), 66-88. Retrieved from
https://watermark.silverchair.com/hkv068.pdf?
token=AQECAHi208BE49Ooan9kkhW_Ercy7Dm3ZL_9Cf3qfKAc485ysgAAAjYwggIyBgkqh
kiG9w0BBwagggIjMIICHwIBADCCAhgGCSqGSIb3DQEHATAeBglghkgBZQMEAS4wEQQ
MItsgBbtvPWU3rcSSAgEQgIIB6Z0Wwas4TezH_GPxS1ZF_cd_xr4mD9fNrsB_YrWCfdK-
m9suA15n6EiaZFrYy8K6R1GWwBKarVkx3Bz0VcOYOL-
HNKhYuaqIIZR9n6RttqiVSzHCiy0amyKeSou5aS4sioT9Deu99xZQpntUc4rMw5TIRpqp5EsV
2yyAopbee5U3kcTqNntNgymB0JTQ0hNqkneRd5JuNQS4VIZL9cjnp3OPIAXzATKX5f_gHm
adfCL4PuhFrYw6VBvZoMbbmHyZwqDkUQLS4RAU1eC6-CaCf2a9yAstHHnMgmr0fAnN-
potO9-
ucYin5rIfJ3ZGyuNomz4L5LUym2REuhb2kGLLhPqw7f23scRBMCUftOl9P9NTCE2S7zWzrG
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
References
Cascio, W. F. (2015). Managing human resources. McGraw-Hill. Retrieved from
https://s3.amazonaws.com/academia.edu.documents/6473908/583915094.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1558772162&Signature=1XXa
%2FvYAKrvltNY9god2Q%2B43kF4%3D&response-content-disposition=inline%3B
%20filename%3DManaging_human_resources.pdf
Arntz-Gray, J. (2016). Plan, Do, Check, Act: The need for independent audit of the internal
responsibility system in occupational health and safety. Safety science, 84, 12-23. Retrieved from
https://paperdownload.me/wp-content/uploads/2017/08/1440-plan-do-check-act-independent-
audit-internal-responsibility-system.pdf
Sirrs, C. (2015). Accidents and Apathy: The Construction of the ‘Robens Philosophy’of
Occupational Safety and Health Regulation in Britain, 1961–1974. Social history of
medicine, 29(1), 66-88. Retrieved from
https://watermark.silverchair.com/hkv068.pdf?
token=AQECAHi208BE49Ooan9kkhW_Ercy7Dm3ZL_9Cf3qfKAc485ysgAAAjYwggIyBgkqh
kiG9w0BBwagggIjMIICHwIBADCCAhgGCSqGSIb3DQEHATAeBglghkgBZQMEAS4wEQQ
MItsgBbtvPWU3rcSSAgEQgIIB6Z0Wwas4TezH_GPxS1ZF_cd_xr4mD9fNrsB_YrWCfdK-
m9suA15n6EiaZFrYy8K6R1GWwBKarVkx3Bz0VcOYOL-
HNKhYuaqIIZR9n6RttqiVSzHCiy0amyKeSou5aS4sioT9Deu99xZQpntUc4rMw5TIRpqp5EsV
2yyAopbee5U3kcTqNntNgymB0JTQ0hNqkneRd5JuNQS4VIZL9cjnp3OPIAXzATKX5f_gHm
adfCL4PuhFrYw6VBvZoMbbmHyZwqDkUQLS4RAU1eC6-CaCf2a9yAstHHnMgmr0fAnN-
potO9-
ucYin5rIfJ3ZGyuNomz4L5LUym2REuhb2kGLLhPqw7f23scRBMCUftOl9P9NTCE2S7zWzrG
8
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
n8x_Nj-98zyB25mRXNJuJRRlwwoIxEsM67NYgB0KkhJlaYBtr_L1IrYTyxRdVzfC2hDIr-
cERsHdZ4RDpMPz8s4cEKETJZS6iNDQDqjD5STYBXQUxZdnNACdiwMchOpGyR9Fz-
6M9xYN926j5LlMXPyQJGyNCVAJcNre_LoDq2u2NfhFP9myZQjS0rfxqsMcuQOOBuuXY7L
Kg6zkdiwQxLZcvJpETLyRvGGUIc-pL4320bR6TDoabFKoYXt3TX-
B15Gevz0pjE695eUUMv2BVafg
Guerci, M., Radaelli, G., Siletti, E., Cirella, S., & Shani, A. R. (2015). The impact of human
resource management practices and corporate sustainability on organizational ethical climates:
An employee perspective. Journal of Business Ethics, 126(2), 325-342. Retrieved from
https://nipc.ir/uploads/The_Impact_of_Human_16822.pdf
Downey, S. N., van der Werff, L., Thomas, K. M., & Plaut, V. C. (2015). The role of diversity
practices and inclusion in promoting trust and employee engagement. Journal of Applied Social
Psychology, 45(1), 35-44. Retrieved from
http://doras.dcu.ie/22239/1/Diversity_and_Engagement-_Final_Accepted_Submission.pdf
Young, W., Davis, M., McNeill, I. M., Malhotra, B., Russell, S., Unsworth, K., & Clegg, C. W.
(2015). Changing behaviour: successful environmental programmes in the workplace. Business
Strategy and the Environment, 24(8), 689-703. Retrieved from
https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.1836
Cohen, D. J. (2015). HR past, present and future: A call for consistent practices and a focus on
competencies. Human Resource Management Review, 25(2), 205-215. Retrieved from
https://edisciplinas.usp.br/pluginfile.php/4174230/mod_resource/content/1/HR-past-present-and-
future-A-call-for-consistent-practices-and-a-focus-on-competencies_2015_Human-Resource-
Management-Review.pdf
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
n8x_Nj-98zyB25mRXNJuJRRlwwoIxEsM67NYgB0KkhJlaYBtr_L1IrYTyxRdVzfC2hDIr-
cERsHdZ4RDpMPz8s4cEKETJZS6iNDQDqjD5STYBXQUxZdnNACdiwMchOpGyR9Fz-
6M9xYN926j5LlMXPyQJGyNCVAJcNre_LoDq2u2NfhFP9myZQjS0rfxqsMcuQOOBuuXY7L
Kg6zkdiwQxLZcvJpETLyRvGGUIc-pL4320bR6TDoabFKoYXt3TX-
B15Gevz0pjE695eUUMv2BVafg
Guerci, M., Radaelli, G., Siletti, E., Cirella, S., & Shani, A. R. (2015). The impact of human
resource management practices and corporate sustainability on organizational ethical climates:
An employee perspective. Journal of Business Ethics, 126(2), 325-342. Retrieved from
https://nipc.ir/uploads/The_Impact_of_Human_16822.pdf
Downey, S. N., van der Werff, L., Thomas, K. M., & Plaut, V. C. (2015). The role of diversity
practices and inclusion in promoting trust and employee engagement. Journal of Applied Social
Psychology, 45(1), 35-44. Retrieved from
http://doras.dcu.ie/22239/1/Diversity_and_Engagement-_Final_Accepted_Submission.pdf
Young, W., Davis, M., McNeill, I. M., Malhotra, B., Russell, S., Unsworth, K., & Clegg, C. W.
(2015). Changing behaviour: successful environmental programmes in the workplace. Business
Strategy and the Environment, 24(8), 689-703. Retrieved from
https://onlinelibrary.wiley.com/doi/pdf/10.1002/bse.1836
Cohen, D. J. (2015). HR past, present and future: A call for consistent practices and a focus on
competencies. Human Resource Management Review, 25(2), 205-215. Retrieved from
https://edisciplinas.usp.br/pluginfile.php/4174230/mod_resource/content/1/HR-past-present-and-
future-A-call-for-consistent-practices-and-a-focus-on-competencies_2015_Human-Resource-
Management-Review.pdf
9
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Mostafa, A. M. S., Gould‐Williams, J. S., & Bottomley, P. (2015). High‐performance human
resource practices and employee outcomes: the mediating role of public service
motivation. Public Administration Review, 75(5), 747-757. Retrieved from
http://orca.cf.ac.uk/71152/1/PAR.pdf
Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent business
& management, 2(1), 1030817. Retrieved from
https://www.tandfonline.com/doi/pdf/10.1080/23311975.2015.1030817
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee
engagement, human resource management practices and competitive advantage: An integrated
approach. Journal of Organizational Effectiveness: People and Performance, 2(1), 7-35.
Retrieved from http://dro.deakin.edu.au/eserv/DU:30071114/albrecht-employeeengagement-
post-2015.pdf
Gabriel, A. S., Cheshin, A., Moran, C. M., & van Kleef, G. A. (2016). Enhancing emotional
performance and customer service through human resources practices: A systems
perspective. Human Resource Management Review, 26(1), 14-24. Retrieved from
https://paperdownload.me/wp-content/uploads/2017/08/834-enhancing-emotional-performance-
customer-service-human-resources.pdf
Marler, J. H., & Boudreau, J. W. (2017). An evidence-based review of HR Analytics. The
International Journal of Human Resource Management, 28(1), 3-26. Retrieved from
http://u.camdemy.com/sysdata/doc/1/146194bfcb4d6846/pdf.pdf
HRM IN HEALTH AND SAFETY LEGISLATION OF NZ
Mostafa, A. M. S., Gould‐Williams, J. S., & Bottomley, P. (2015). High‐performance human
resource practices and employee outcomes: the mediating role of public service
motivation. Public Administration Review, 75(5), 747-757. Retrieved from
http://orca.cf.ac.uk/71152/1/PAR.pdf
Ahmad, S. (2015). Green human resource management: Policies and practices. Cogent business
& management, 2(1), 1030817. Retrieved from
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