Human Resource Management Report: Dispute Management in Organizations

This report delves into the multifaceted realm of Human Resource Management (HRM), specifically focusing on dispute management within business organizations. It begins by defining dispute management as synonymous with conflict management, emphasizing the crucial role of managers in resolving conflicts fairly and effectively. The report explores various conflict management styles, including accommodation, avoiding, collaboration, competing, and compromising, and details negotiation strategies for business settings, including advocating the organization's position, focusing on interests, infusing creativity, and understanding the opponent's perspective. It further examines agreement outcomes, workplace agreement implementation, remedial actions, and strategic planning, including competitive analysis, SWOT analysis, and customer segmentation. The report also covers key aspects of strategic plans for long-term employee relationships, performance measurement, cost-benefit analysis, and legislation related to racial discrimination. Additionally, it discusses the development of industrial relations policies, effective management skills, and implementation plans for employee relations policies to foster a productive and harmonious work environment.

Running Head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the Student:
Name of the University
Author Note:

1HUMAN RESOURCE MANAGEMENT
Specialist advice helpful for dispute management in business organisation
Dispute management is synonymous to conflict management for any business
organisation (Saeed et al., 2014). Conflict management is the system to handle or manage
any conflict occurred in the workplace. The highest authority of the conflict management
facility is responsible to manage any dispute sensibly and fairly. The manager has many
options to handle any conflict in the business organisation.
Accommodation is the way to resolve the dispute among the employees. The conflict
manager set his/her own goals and objectives to resolve problems regarding the work
environment. Avoiding the minor issue is also another way the manager might follow to
solve any problem. This style of management results in neutral upshot. The employees
cannot reach their goals by this style of management. Collaborative is an amazing style of
management where the manager pairs up with each of the employee to reach their individual
goals. Competing is a win-loss method for conflict management. Here the manager tactfully
handles the conflict to reach his/her desired goal. The manager can also acquire the lose-lose
technique of handling conflict that is compromising.
Negotiation management of a business organisation
Etymologically the term in negotiation in business organisation stands for a common
bargaining process commenced to discover a general ground to settle down a problem of
communal concern to solve any conflict. The desired outcome of negotiation strategy of any
business organisation is to set a time boundary on accepting a specific deal point. Negotiation
is considered as a way of dispute management in business organisation (Lewicki, Barry, and
Saunders 2016). This strategy is familiar with other terms including agreement, settlement,
bargaining, and collaboration.

2HUMAN RESOURCE MANAGEMENT
There is no defined strategy of implementing negotiation in business organisation.
However, the agreement management requires lots of research. The research work includes
knowing about the importance of negotiation, concerned persons involved in it, understand
each individual’s point of view, aims, and expected outcomes of this strategy. Both the
groups should accept expected outcomes of this negotiation policy. The negotiation strategy
includes various dos and donts to generate uniformity.
Three ways to advocate organisation’s position in negotiation
Advocating the position of the organisation in negotiation refers to the process of
reaching the goal without any dispute. Negotiation position is discussed through meetings
and concerts. The identified ways to promote organisation’s position in negotiation are as
follows. Negotiators need to focus on interests and not on organisation’s position (Rojot
2016). The two concepts (focus on interests and focus on position) are completely different
from each other. Negotiators should infuse creativity in the applied strategies to strengthen
the position of the organisation. As demonstration, it can be said that going beyond the
conventional way of negotiation helps both the group to maintain the negotiation
management. Formation of innovative negotiating agenda opens up many scopes of
improvement for a business organisation. Tracing the opponent’s thinking is helpful for the
negotiator to position the business organisation in negotiation. This will also help in
understanding the work culture and the requirement of the faculties.
Aspects of an agreement outcome
The main purpose of an Outcome Agreement Management Plan is to provide benefit
from a documented method for contract management. It is also beneficial for long duration
contracts and for complex contracts. The documentation will include the organised, effective
management of outcome in accordance with the government business agencies. It provides

3HUMAN RESOURCE MANAGEMENT
organised practice in absence or change of the contract manager. The document will be free
from every contract obligations (Noe et al. 2017). Along with this, this document will outline
the technique of executing a particular contract. This document will list down some specific
queries that will include necessities of documentation distribution and constraints of
performance. The agreement outcome plan appears in a type of form written in formal
document.
Implementation of workplace agreement
Workplace agreement and contract agreement are completely different types of
documentation. Unlike contract of the common law, workplace agreement is necessary to
employ new staffs for any particular business organisation. It should be formally lodged with
the authority. Before lodging, the workplace there should be some specific documentation
procedure and penalties can be there for negligence. According to the rules of Australian
Workplace Agreements this documentations were familiar as certified agreements during the
year of 2006 (Bohatko-Naismith et al. 2015).
There are certain steps to implement workplace agreement effectively. Firstly, the
manager needs to consider the requirements of every individuals of the present organisation
before starting the negotiation. Secondly, after the primary drafting of the agreement the
authority board requires the vote of the employees to judge the effectiveness of the workplace
agreement. After the voting procedure, the authority board needs to lodge the agreement. The
lodging requires to be performed within fourteen days introducing the agreement. The copy
of agreement needs to be signed by both the authority and the employee of the particular
business organisation. Finally, the agreement will be allocated to any associate of the Fair
Work Commission and will be approved after satisfying certain factors by the member
(VanMeter et al. 2013).

4HUMAN RESOURCE MANAGEMENT
Purpose of Remedial Action
Remedial action is necessary to manage the occurrence of any product or service
deficiency. For products, repair and reworks are the two type of effective remedial actions. In
case of deficiency in service, initiatives are taken to improve the performance and to improve
the factors for satisfaction. Remedial actions plays an important role in the field of dispute
management (Schön 2017). Remedial action plans need to follow some stages to rectify the
deficiencies in an organised way. Meetings, conferences, and official conversation helps to
identify the deficiency and the field of its occurrences.
Some Possible Remedial Actions
As stated, remedial action aims to fix any deficiencies emerged in any business
organisation (Hardie and McKinley 2014). To form an effective remedial action the authority
needs to follow some fruitful steps that are
 Understanding the requirement of the organisation and planning accordingly.
 Developing documented agreement and providing necessary instruction through
training or other method.
 Implementing the planned strategies and improving according to the needs.
Ways to analyse strategic plans
Strategic planning are important for a business organisation to manage the activities
and set achievement priorities (Saunders 2015). There are many ways to analyse some of
them are
 Conducting competitive analysis – it helps to understand strategic movement of the
business rivals.

5HUMAN RESOURCE MANAGEMENT
 Specifying the opportunities and threats (Example SWOT analysis) – it helps to make
plans according to the requirement of the business organisation.
 Defining the customer segmentation – it helps in targeting prospective customers for
the particular business type.
Key aspects of strategic plans to define long-term operative relationship
The purpose of a strategic plan is to assure long-term cooperative employee
relationship in an agency (Austin and Pinkleton 2015). The key aspects in a strategic plan that
ensures the employee relationship for a long period are
 Aspects to make the strategic plan engaging for the employees.
 Strategies should be objective and goal oriented.
 It should be transparent to the authority and the employees also.
 Absence of any sense of urgency makes a strategic plan vague.
 Most important part is proper execution of the strategic plan.
Measurement to analyse performance in workplace objectives
To work in an organised way, an employee must plan for some goals and objectives.
These performance objectives needs to fulfil some requirement to achieve the efficient level
(O'Neill 2016). Through the objectives, an employee must be able to perform the following
 The employee will develop proper knowledge about the job and will able to
understand the urgency to take further responsibilities.
 Employee must be able to support in associate the vision and mission of the business
organisation.
 Employee must gain the ability to work in collaboration and learn with peer group.
 Plans should take in consideration the ideal stakeholders that might be obstructed.

6HUMAN RESOURCE MANAGEMENT
 The efficiency of a strategic plan can be measured with the SMART (Specific,
Measurable, Attainable, Relevant, and Time-bound) (Gardner et al. 2016) model.
Qualities of a cost benefit analysis
Cost benefit analysis is synonymous to benefits of cost analysis. It refers to an
organised approach to identify the strengths (Velasquez and Hester 2013), weaknesses of
measures taken for determining the options that gives the best approach to reach towards the
ideal destination in terms of saving.
The two types of applications can measure the efficiency of cost benefit analysis. It
includes
 Determining the soundness of an investment and the amount of outweighing the cost.
 Providing a basis for investment comparison that will also compare the entire
expected expenses of all the options along with the complete expected benefits
(Pearce 2016).
Legislation requirements according to Racial Discrimination Act
The Racial Discrimination Act is made to provide an equal law to protect employees
from discrimination (Gelber and McNamara 2013). To put it simply, it can be said that the
law protects any human being from any disrespect purposefully done about certain
characteristic features that includes age, gender, and skin complexion.
The law ensures protection from discrimination in areas including
 Seeking employment and undergoing any training procedure.
 Searching for accommodation.
 Section 18C of this act ensure protection against humiliation and public assault.

7HUMAN RESOURCE MANAGEMENT
Development of Industrial Relations policies
Industrial relations policies refers to the program of any organisation to maintain the
consequence of the legal aspects. The human resource department is responsible for
maintaining the industrial relations policies. In case of absence of the human resource
manager, it is the responsibility of the highest-ranking employee of the organisation to
develop industrial relation policies. This policy informs the employees of the organisation
about their rights. It also maintains the staff compliance with the effort and engagement law
(Poole 2013). Industrial relation policies also informs about the collective negotiation of the
organisation. To put it simply, it clarifies about the budget set by the organisation. Unionized
employees are directly linked with the setting or budget. However, any business organisation
is a combined place of unionized and nonunionized employees. Therefore, the industrial
policies also focuses on the employer-employee relationship. To demonstrate it specifically,
the industrial policies stresses on nonunionized employees more than unionized employees. It
also include policies related to conflict management. Along with this to develop industrial
relations policies in a business organisation, the HR metrics performs a great role.
Effective management skill to implement its strategies
There are many effective skills or field of knowledge to provide efficiency in
implementing strategies in business organisation. Problem solving skill is one of them.
Conflicts or disputes are quite a common matter in every business organisation. The project
manager needs to develop certain basic knowledge to implement the problem skill as a way
to make the strategies efficient (Morden 2016).
 Instead of waiting for any problem to occur, the project manager should proactively
find the challenging factors in the workplace.
 Have clarity in defining the problem and setting required resolving objectives.

8HUMAN RESOURCE MANAGEMENT
 Analysing the problem in detail to find out the core reason of the challenge occurring.
 The project manager should create awareness about the forming issue and ask for
better suggestion from the employees.
 Comparing the previous situation and the consequences of implementing the planned
strategies.
 Project manager must bear the quality of see through things.
 Finally the manager should take some time for own reflection.
Problem Solving skill is important to make the strategic plan effective as it covers up the
entire workplace conditions. It determines the functionality of a particular business
organisation.
Implementation plan for employee relation policy
Employee relation policy refers to the activities performed by any business
organisation to maintain the employee relationship. This section of human resource
department is liable to organise operative representative body, observing procedures, and
organising proposal for the committee. The objectives of these policies are creating a
mechanism fruitful to maintain good staff relationship (Kerzner 2017). It also helps in
providing a safe and work friendly professional atmosphere. These policies also generate
motivation among all the employees.
The human resource department should follow some steps to implement the employee
relation policy in the workplace that include
 Define the requirement of an employee relation policy.
 Govern the policy content.
 Seek for support from the stakeholders.
 Generate conversation among the employees.

9HUMAN RESOURCE MANAGEMENT
 Revise the policy and upgrade accordingly.
Research arrangements to support employee relation plan
Employee management is a huge filed that requires proper planning for
implementation. Proper arrangements and training for the employee can make any strategic
implication fruitful for the business organisation. Training is an inevitable task for the HR
manager to reinforce employee relation in the business organisation. To gain knowledge
about the way to train the employees to maintain good relationship with others, it is important
to know about the value of proper training (Elnaga and Imran 2013).
 Improves staff performance – Proper training helps the workers to perform in an
organised manner. It helps the employees to identify their own faults and rectify them
accordingly.
 Raises engagement – Engagement is the most important feature of any business
organisation. The training will help the employees to understand the qualities to keep
themselves engaged at the workplace.
 Employee growth and retention – Well delivered training programs open up scopes
for self-development and it also assures employee retention in the business
organisation (Shore 2013).
 Training should be consistent – Generating consistency in the entire business
organisation is challenging. Proper training provides opportunity to reduce employee
disparity.
 Internal weakness – Through training the manager can address the strength and
weakness of the employees.

10HUMAN RESOURCE MANAGEMENT
Importance of change in organisational policies
The commercial industry is fast moving industry that requires to be up-to-date with
the changing time. The environment and technology are changing on a daily basis. Hence, the
requirement of the population is hiking daily (McDonald 2017). Businesses that fail to
address these changes can surely face a downfall. Accepting change with warm heart by the
business organisation will lead to
 Upgraded with the changed environment and technology.
 Understanding the need of the employees that will direct toward planning for new
strategies or reframing the existing strategies.
 The changes will open up various means of growth related opportunities.
 It will rectify the unacceptable problems lying in the business organisation.
 A proper review helps to understand the effectiveness of your planned industrial
policies.
Grievance resolution process
Grievance resolution procedure refers to solving any internal dispute present in any
business organisation. It is generally occurs when an employee misinterprets any policy of
the business organisation. The HR managers arranges the grievance procedure to address the
issue of grievance (McDonnell et al. 2015). Most of the negotiation agreements have fields
for grievance addressees. This procedure will include the employee, representative of the
union, and one manager from the HR management team. Desired outcome of an ideal
grievance procedure include the following aspects
 The management team will determine of no existence of any grievance.
 The team will ensure to resolve the grievance.

11HUMAN RESOURCE MANAGEMENT
 If the solution fails to satisfy the employee, the grievance will be forwarded to the
next hierarchical team.
Stages of Addressing Grievance
The grievance resolving procedure comprises of some simple managerial steps
(Franks et al. 2014).
 Evaluation – The first step to resolve the grievance is to review the problem as soon
as possible. Evaluation of the problem clarifies the seriousness of that issue.
 Grievance process – After evaluation the manager may proceed with the grievance
procedure by asking question to the complainant and the management team to create
an awareness about the issue.
 Formal enquiry – An official investigation must be conducted make the problem
evident and provide resolution.
 Consultation – After that, a general meeting is conducted to listen both the groups’
point of views.
 Appeal – The employee can opt for appeal if not satisfied by the resolution procedure.
Challenges regarding addressing Grievance
Grievance procedure is a sensitive matter of dispute management. There are some
possible stages to make the procedure fruitful from both ends (Tang-Lee 2016). However, this
procedure is identified with some specific challenges that includes
 Categorising the problem – Identifying the seriousness of the issue can be challenging
for the management team as both the group has individual perspective of looking after
things.
 Acknowledging the complaint – Addressing the complaints may be appear
challenging sometimes.

12HUMAN RESOURCE MANAGEMENT
 Investigation – The way of investigation should be neutral else, it can be appear
offending for the employee as well as the manager.
 Outcomes – Confronting the outcomes can be challenging for the authority. There is
no assurance of providing satisfaction for the complainant.
Survey Questionnaire
1. The objective of employee relationship policy is clear for understanding.
Agree Strongly Agree Disagree Strongly Disagree None of them
2. Manager visits the employee personally for assessment.
Agree Strongly Agree Disagree Strongly Disagree None of them
3. Manager plays the role of counselor to the employees
Agree Strongly Agree Disagree Strongly Disagree None of them
4. Manager provides required solutions for conflict management.
Agree Strongly Agree Disagree Strongly Disagree None of them
This survey questionnaire can help the management team to measure the efficiency of
the planned industrial policy in an organisation.

13HUMAN RESOURCE MANAGEMENT
Identification of Suitable training for conflict management
Training is an important tool to make the conflict management effective. A suitable
training must address some factors to function with efficiency. The factors are
 Identification of the problem in collaboration with both the groups.
 Playing down variances while stressing commonality.
 It must teach the employees to focusing on own interest rather than other’s interest.
 It must teach the employers to positively resolving issue or smartly avoiding any
issue.
 Training must follow the compromising approach concerning moderate respect to
both the group’s thinking.
Methods alleviating sources of conflict
There is no theoretical method to resolve conflicts of a business organisation. There
are certain strategies that can be followed to eliminate the origin of conflicts or grievances
(Dice 2016). The strategies are
 Completely avoiding the minor issues.
 Avoid competing with the desire to win.
 Compromising, this is a give and take approach to alleviate the source of conflict.
Documentation required for clarification purpose
Dispute management sometimes requires clarification. Some specific documentation
is required to clarify the challenges of any internal conflict. This documentation is important
to form an evidence to address the dispute.
 Leases
 Agreement papers

14HUMAN RESOURCE MANAGEMENT
 Any signed contracts.
Reviewing the employment policy
The nature of the corporate industry is becoming very competitive. The present
organisation displays certain qualities of employee management (Mairiza, Zowghi, and
Gervasi 2013) that are listed below.
 The employees displays mutual respects for the authority and towards the other
employees also.
 There is a balance amount of reliance among the employees and the authoritative
body of the organisation.
 Similar to the other business organisation this business agency has transparency in
communication.
 Equal support is provided to all the employees of this organisation.
Developing new employment policy
This business organisation manages the employment policy very well. However, from
a personal thinking it should be mentioned that the organisation should start training
programs to clarify the organisational goal. To restructure the employment policy some
points should be added in the existing employment policy (Selwyn 2014). The added scope of
training will infuse the following aspects among the employees
 Training will set a clear goal for each employee as a team and an individual.
 There should be a training program for the managers to develop better leadership
qualities.
 The training will include matters to manage conflict among the employees.

15HUMAN RESOURCE MANAGEMENT
Development of an implementation plan
An ideal implementation plan to secure industrial relation displays a great work
culture with providing support to the employees. Providing importance to the workplace the
management group will improve the implementation strategy in the following way
 Providing a strong industrial culture and support from the management
 Importance should be provided on transparent conversation
 Call for formal meetings on daily basis.
Development of contingency plan
Contingency plan is required to manage any serious risk inside the business
organisation (Hosie and Pforr 2016). A contingency plan should be made concerning the
following steps
 Primary task is to analyse the risk
 Determining the consequences of the risk.
 Taking initiatives that ensure avoidance of similar risks in future.
Grievance strategy
Every business organisation should create a compact and fruitful grievance
management strategy that will include (Aithal 2015)
 Proper identification of the origin of the grievance.
 Initiating the grievance procedure.
 Investigation required for the grievance.
 Conducting meetings for resolution suggestions.
 Informing about the final decision.
 Further initiative to avoid similar situations.

16HUMAN RESOURCE MANAGEMENT
Ways to inform the employees about the grievance strategy
There are few possible ways to inform the employees about the decision taken by the
authority to handle grievances
 Inclusion of the grievance strategy in the employee handbook provided by the
company.
 Assigning a department where the employee can record the complaint.
 Allowing a confidential way to record the complaints.
 Create a schedule for addressing the grievance.
Training technique for grievance strategy
To train the employees to handle the grievances the training must be conducted in
either traditional way or modern training methods (Silberman and Biech 2015). The
traditional techniques of training includes
 Using classroom based training that refers to the way of conducting seminars with
proper presentations.
 It also includes interactive methods that refers to question answer method of training.
Question and answer must be conducted from both the end.
 On job training should be provided for better implication of the strategy during the
work period.
Role of a leader in managing industrial conflict
The role of an ideal leader in managing the industrial conflict is to train the employees
about dispute management (Noe et al. 2017). During the training the leader must address
some aspects that includes
 The leader should be adherent to time management skills.

17HUMAN RESOURCE MANAGEMENT
The leader must be aware about the boundaries or limitations of the training.
 The leader must value individual differences while providing training to the
employees.
 The leader should confront the dilemma of dispute resolution.
Skills activity
Summary of Employee relation policy
The employee relation policy of a business organisation has certain key points that are
listed below
 Introduction about the definition of this policy.
 Specifying the objectives of this policy.
 Specifying the body representing the employees of the organisation.
 Documents the victimisation facility.
 Mention the collective bargaining policy.
 Provides the transparent method of conversation.
 Documents the resolutions to manage grievances.
 Recording the code of conduct.
 Informs about the employee-training program.
Example of an Employee relation policy
Employee relation policy of any organisation can be written in the following manner.
 Author of the Policy: Human Resource Department
 Targeted Addressees: Employees
 Approved by: The Executive Head of the Department
 Publication Date: September 2019

18HUMAN RESOURCE MANAGEMENT
 Introduction: The employee relation policy aims to maintain a healthy relationship
among the workforce and authorised team. It has a strict amenableness with the law
and government regulation.
 Trust Factors: This business organisation promotes proper knowledge about its
principles and values. It looks forward to pose further initiatives to maintain
continuity in employee management policies.
 Approach: The proactive approach introduced by this company enhances the
collecting negotiation policy. The local management group is responsible to monitor
the employment relations policy.
 Work Culture: The business organisation is committed to maintain long-term
relationship among the employees.
 Priorities of the corporate leader: All the mentioned rights and regulations should be
given prime importance during the working hour.
 Collective negotiation: The Company established its principles on the ground of
collective bargaining policy.
 External commitment: This section records about the local and international
stakeholders.
Questioning and listening strategy to address Employment relations policy
Strategy of questioning and listening refers to management of the communication
among the employees. An effective management of communication can result into
 Creating strong staff morale, engagement and satisfaction.
 Aware the employees about the terms and conditions of the business organisation.
 A loyal place for the employee that ensures satisfaction at its extent.
 Reduces the scope of misunderstanding and misinterpreting the communication
management.

19HUMAN RESOURCE MANAGEMENT
Numerical Information in an employee relations policy
There are three types numerical information present in employee relations policies
that includes
 Duration – stands for the length of the contract between the company and employee.
 Remuneration – Amount of salary an employee is supposed to get per year.
 Insurance – Amount of health insurance the employee is supposed to get.
Relevance to the legislation
 The Australian legislation of employment relations policy has mentioned a policy that
assures reduction of dispute occurrence in business organisations.
Identifying dispute and management
 As an employee an identified dispute in the workplace is internal conflict between the
employees and the supervisors.
 As a resolution plan the business organisation must provide training for the
supervisors along with the employees. Transparency should be maintained while
communicating with the employees and the supervisors.
Fair Work Act
The key points of Fair Work Act are (Bray and Stewart 2013).
 Aimed to introduce governing the staffs of matured age.
 Ensures flexibility in working engagements.
 Facilitates contemporary awards.
 Providing provisions about notice before termination.
 Other common professional protections.

20HUMAN RESOURCE MANAGEMENT
Key points of negotiation process
In the current business organisation the existing negotiation process can be
summarised in the following manner
 It features group activity.
 It is a long-term continuous procedure.
 The nature of negotiation process is Bipartite.
 It also displays mobility and flexibility of nature.
 It can be termed as industrial democracy in an organisation.
 It is also dynamic in nature.
 It displays a competitive attitude.
Australian guidelines of Industrial relations
 Protecting the minimum rules and regulation of employment.
 Facility of collective bargaining considering the enterprise level. It is reinforced by
obligation of negotiation along with government industrial strategies (Poole 2013).
 Every individuals will be provided with equal flexibility at the workplace.
 Law for improving fair judgment in terms of termination.
 Freedom of will to be represented by any other group in regards to workplace
conflicts.
Expert advice to meet organizational requirements
To manage the dispute the expert HR manager will advise some suggestion to meet
the desired organizational requirements.
 Action should be taken immediately.
 Suggestion from all the employees should be collected to identify individual needs.
 Decisions should be unbiased and neutral

21HUMAN RESOURCE MANAGEMENT
 Monthly individual session should be conducted.
 Approach of No-penalty is advisable to maintain a healthy relationship among the
employees.
Analysing Employee relation policy
A detailed analysis of employee relations policy brings forth certain key features that
is ideal for long-term employee relationship management.
 Proper background study of the organisation.
 There should be no documentation for violation.
 The handbook should mention proper leave policies allotted for the employees.
 Facility of collective negotiation.
 And proper grievance policies.

22HUMAN RESOURCE MANAGEMENT
References
Aithal, P.S., 2015. Strategy Development and Deployment in Higher Education
Institutions. Elixir International Journal, 84(1), pp.33594-33597.
Austin, E.W. and Pinkleton, B.E., 2015. Strategic public relations management:
Planning and managing effective communication campaigns. Routledge.
Bohatko-Naismith, J., James, C., Guest, M. and Rivett, D.A., 2015. The role of the
Australian workplace return to work coordinator: essential qualities and
attributes. Journal of occupational rehabilitation, 25(1), pp.65-73.
Bray, M. and Stewart, A., 2013. From the arbitration system to the Fair Work Act: the
changing approach in Australia to voice and representation at work. Adel. L. Rev., 34,
p.21.
Dice, D., Oracle America Inc, 2016. System and method for reducing transactional abort
rates using compiler optimization techniques. U.S. Patent 9,424,013.
Elnaga, A. and Imran, A., 2013. The effect of training on employee
performance. European Journal of Business and Management, 5(4), pp.137-147.
Franks, D.M., Davis, R., Bebbington, A.J., Ali, S.H., Kemp, D. and Scurrah, M., 2014.
Conflict translates environmental and social risk into business costs. Proceedings of the
National Academy of Sciences, 111(21), pp.7576-7581.
Gardner, T., Refshauge, K., McAuley, J., Goodall, S., Hübscher, M. and Smith, L.,
2016. Patient-led goal setting: A pilot study investigating a promising approach for the
management of chronic low back pain. Spine, 41(18), pp.1405-1413.

23HUMAN RESOURCE MANAGEMENT
Gelber, K. and McNamara, L., 2013. Freedom of speech and racial vilification in
Australia:‘The Bolt case’in public discourse. Australian Journal of Political
Science, 48(4), pp.470-484.
Hardie, S.M.L. and McKinley, I.G., 2014. Fukushima remediation: status and overview
of future plans. Journal of environmental radioactivity, 133, pp.75-85.
Hosie, P. and Pforr, C., 2016. Human resource development: Proactive preparation to
manage crises. In Crisis Management in the Tourism Industry (pp. 93-108). Routledge.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling,
and controlling. John Wiley & Sons.
Lewicki, R.J., Barry, B. and Saunders, D.M., 2016. Essentials of negotiation. McGraw-
Hill Education.
Mairiza, D., Zowghi, D. and Gervasi, V., 2013, September. Conflict characterization and
analysis of non functional requirements: An experimental approach. In 2013 IEEE 12th
International Conference on Intelligent Software Methodologies, Tools and Techniques
(SoMeT) (pp. 83-91). IEEE.
McDonald, N., 2017. Organisational resilience and industrial risk. In Resilience
Engineering (pp. 155-180). CRC Press.
McDonnell, M.H., King, B.G. and Soule, S.A., 2015. A dynamic process model of
private politics: Activist targeting and corporate receptivity to social
challenges. American Sociological Review, 80(3), pp.654-678.
Morden, T., 2016. Principles of strategic management. Routledge.

24HUMAN RESOURCE MANAGEMENT
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
O'Neill, M.J., 2016. Measuring workplace performance. CRC Press.
Pearce, D.W., 2016. Cost-benefit analysis. Macmillan International Higher Education.
Poole, M., 2013. Industrial relations: origins and patterns of national diversity.
Routledge.
Rojot, J., 2016. Negotiation: from theory to practice. Springer.
Saeed, T., Almas, S., Anis-ul-Haq, M. and Niazi, G.S.K., 2014. Leadership styles:
relationship with conflict management styles. International Journal of Conflict
Management, 25(3), pp.214-225.
Saunders, L., 2015. Academic libraries' strategic plans: Top trends and under-recognized
areas. The Journal of Academic Librarianship, 41(3), pp.285-291.
Schön, D.A., 2017. The reflective practitioner: How professionals think in action.
Routledge.
Selwyn, P., 2014. Development policy in small countries. Routledge.
Shore, B., 2013. Improving employee retention in a South Korean high growth
organization: do western strategies apply?. Journal of Global Business Issues, 7(2).
Silberman, M.L. and Biech, E., 2015. Active training: A handbook of techniques,
designs, case examples and tips. John Wiley & Sons.

25HUMAN RESOURCE MANAGEMENT
Tang-Lee, D., 2016. Corporate social responsibility (CSR) and public engagement for a
Chinese state-backed mining project in Myanmar–Challenges and prospects. Resources
Policy, 47, pp.28-37.
VanMeter, R.A., Grisaffe, D.B., Chonko, L.B. and Roberts, J.A., 2013. Generation Y’s
ethical ideology and its potential workplace implications. Journal of business
ethics, 117(1), pp.93-109.
Velasquez, M. and Hester, P.T., 2013. An analysis of multi-criteria decision making
methods. International Journal of Operations Research, 10(2), pp.56-66.