Human Resources Management Project Bundle of HR and Advices
A Case Study On Vestia Ready Made Garments By Dr. Khaled Abdel Rahman Ph.D in Management Science 2017
Table of Contents
page
I.
Introduction
3
II.
Vestia Co. Situation
III.
Conclusion
15
IV.
Recommendations
16
V.
References
17
5
I.
Introduction
The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill t hese needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they can't yet afford part- or full-time help. However, they should always always ensure that employees have -- and are aware awar e of -- personnel policies which conform to current regulations. These policies are often in the form of employee manuals, which all employees have. Considering that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, HRD, explaining that HRD includes the broader broader range of activities to develop personnel inside of organizations, e.g., career development, training, organization development, etc. There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?" “The overall purpose of human resource management is to ensure that ensure that the organization is able to achieve success through people”. As Ulrich and Lake (1990) remark: ‘HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize capitaliz e on new opportunities.’ for more understanding to the HRM issue we should now what is the purpose of HR strategies. ARMSTRONG, M. (2008. P.54 (2008. P.54). ). stated. “The “The purpose of HR strategies is to t o articulate what an organization intends to do about its human resource management policies and practices now and in the longer term, bearing in mind the dictum of Fombrun et al (1984) that business and managers should perform well in the present to succeed in the future. HR strategies may set out intentions an d provide a sense of purpose and direction, but they are not just long-term plans. As Lynda Gratton (2000) commented, ‘There is no great strategy, only great execution.’
The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as pla ying a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly highly fulfilling manner.
Wei, L. (2006). Stated, “Traditionally, the HR department was viewed as an entity that served the role of staffing, compensating and training of personnel. Today these functions are considered to be pragmatic, narrow in scope, and now managerial duties that are less central than the role of the HR manager who embodies ‘softer’ more important orientations. With the increasing importance of human resources in modern business the management of people is highlighted to be strategic. This means, a systematic and long term view needs to be taken in the management of human capital so as to enhance the organisational competitiveness. Indeed, the HR plans and system need to be developed on the long term plan of the firm, and when of a high quality the HR system will feature the internal consistency of various HR practices. This is onerous for establishing the strategy to be compatible as well as internally consistent with the HR system, or SHRM, initiatives are challenged at various levels. Encouraging high trust ideologies to seed collaborative work place relations will require the attention and support of top management towards HRM at the corporate level, expertise of managers in both business and HR functional area, and a culture acknowledging the importance of HR as well as facilitating the effective implementation of HR activities. In sum, it is an interactive process that SHRM and business development will promote each other. Firms engaging in HR development activities are likely to be rewarded by the improvement improvement of both financial performance performance and quality of human capital, which in turn, will strengthen those antecedents for achieving better fits, and finally enhancing the competitiveness of the firm”.
The purpose of this study is to show our understanding of the HRM as a source of competitive advantage through our new way of thinking based on the broad overview to this issue and how we are able to contribute in this new field with all the knowledge that may help us for more understanding and to let our successors to adapt our way of thinking to an ever changing environment that any organization face , which exemplifies the increasing importance of HR in developing and maintaining competitive advantage far away from the HR traditional practice .
Hoping this analysis of Vestia Co. through the explicit knowledge we gained from the HRM subject could provide some reasonable outcome and help in identifying some of the company problems in that field and give some suggestions of how to solve them by answering the following questions. questions.
1. 2. 3. 4. 5. 6.
Does the company have an HR department? What is the role of HR in the company and what are its responsibilities? What type of policies does the company applies? What are the company characteristics? What are the industry characteristics? Is the company aware of the knowledge economy?
7. How much is the company affected by the new dimension in business space, the increasing complexity and the information availability? 8. What type of knowledge is available in the company? 9. Does the company have strategic gap and knowledge gap? And what is its ability to develop a knowledge strategy? 10. How could we link knowledge strategy with HRM practice? 11. What type of Knowledge roles and skills is required?
II.
Vestia Co. Situation 1. Does the company have an HR department?
The Company doesn’t have an HR department. Its only has a personnel administration placed in company the chart, reporting directly to the general manager. 2. What is the role of HR in the company and what are its responsibilities?
Evan M, Bermen.(2005, p.7). Bermen.(2005, p.7). “Stated.” Managers are responsible for maintaining an oppropriate working place for employees and they need to be mindful of several broad trends now applied in the modern work place.”
Vestia Co. Personnel administration is involved in some of the HR traditional roles as: 1. It practices recruitments in unprofessional ways as most of the recruitments in the company are based on personal relations and recommendations, which is considered as corruption. As it shows clearly that 90% of the employees are relatives from the same family (Labor relations). There is no Job description nor job analysis as daily work is considered the job description for the employees. 2. The company is monitoring the attendance and absenteeism of its employees to assure their commitments to legal working hours through its regulations and governmental policies. 3. A very poor training system is implemented in the company after recruiting and staffing, as there are no training programs as it depends on Job trainings only. 4. Compensation and benefit through old regulations in most of the public sector in Egypt. So it is limited against innovation and progress. 5. Its relationship with the external environment is only in dealing with the taxation and employee insurance ministries and public
hospitals for free employee medical treatment, which is a benefit for them. 6. A new traditional transaction management is implemented for promoting the company’s company’s employees.
3. What type of policies does the company company applies?
Before answering this question we should understand that any company should accept changes in its strategic policies according to the evolution in the globale economy environment. Susan Segal-Horn. Segal-Horn. (2009. P. 98.). Stated.” A company may have to chang its strategy if there ar e major structural chanes in its industry.” The company applies cost leadership strategy, which is clearl y shown in It’s real hidden mission “Just “J ust to Survive” tend to: Specifically define the skills required and invest in training employees in these skill areas. Counting on behavioral performance management systems with a large performance-based compensation component. Promote internally and develop internally pay systems with high pay differentials
As strategic management is the process for analyzing the company’s competitive situation, develop the strategic goals and devising a plan of actions and allocations of resources. That should increase the likelihood of achieving the goals. The company doesn’t apply any of the above strategic management that affects the SHRM. The only planning part as a manufacturer is the production planning for the raw material that is based on the sales target and the factory capacity. So we are not even able to evaluate the ongoing process of the strategic management. We could answer easily where and how to compete but it is really difficult to define with what to compete unless we reconstruct the company from top to bottom, its not enough the skillful workers and the know how the company have to compete with only, other factors now determine the ability of the competition such as the new technological factors – GATT GATT agreements and the new knowledge economy era and other factors from the internal and the external environment. . We could easily say that there is only administrative linkage, where the HR department is completely divorced from any component of the strategic management process in both strategic formulation and strategy implementation 4. What are the company characteristics?
Vestia characteristics Firm size structure Culture
Will influence the choice of HRM practices and will determine how a specific knowledge strategy changes the firm knowledge base. Refer to the introduction and the company profile for details about the size and the company structure. The size of Vestia is an important factor in two ways:
Large firms usually have the advantage of access to more resources. Vestia Co. as a smaller firms tend to have advantage of being more flexible and able to respond more quickly to t o changing environment.
Chun Wei Choo, Nick Bontis (2002. P. 290,). Stated. “Organizational struc ture can either facilitate or hinder the learning process. A centralized, hierarchical organizational structure usually inhibits the learning process because it makes knowledge diffusion and integration across organization, difficult this inhibits both internal internal and external learning.” More decentralized organizational is best for developing creative new ideas. More complex structures will be required for more complex knowledge strategies such a bimodal learners. A different type of culture is required r equired for each of the different knowledge Strategies. However firm culture is strongly influenced by the values of the fonder and is very difficult to change. HRM practices through effective performance appraisals and appropriate reward systems can be used to adjust a culture to better support a particular strategy. st rategy. The organization’s culture refers to norms of the society in which it is embedded. The general social norms in Egypt support the organization’s culture for surviving and from this culture, subcultures rise inside the company by nature as public sector. But we assume that the HR policies and practices in effect, as well as how they are implemented can send powerful messages that are likely to influence the company’s norms and values as experienced by its employees. That appears clearly in the company on the illegal systems found in every department. The company characteristics will influence the choice of HRM practices and will determine how a specific knowledge strategy strate gy changes the firm knowledge base.
5. What are the industry characteristics? characteristics ? 5.1. Industry characteristics
Market structure -Few local competitors with new foreign competitors, due to GATT agreements and globalization effect. -A good market size -Ease to enter with the right product. -fast cycle industry -high employee turnover the strength of its existing regime of appropriability. - Weak regime. Will determine how the evolution of a firm’s knowledge knowledge base will lead to superior performance. Chun Wei Choo, Nick Bontis (2002. P. 291,). Stated. “Knowledge management literature is that a superior firm performance. However this is generalization that should be questioned. Knowledge leads to superior firm performance. If the industry characteristics enable the knowledgeable company to appropriate the profits from their new ideas. “ When environmental factors enable innovators to appropriate a large portion of profits from new idea, the industry is referred to as a strong regime of appropriability. When competitors or customer benefits more from an innovation and the company that comes up with the new ideas is not able to realize a significant profit, the industry is referred to as a weak regime of appropriability. Appropriability is determined by the following factors:
Effectiveness of legal instruments protecting intell ectual property. Industry lead times The nature of the knowledge Fast cycle industries are usually industries with weak regime of appropriability where intellectual capital doesn’t necessary lead to sustainable high performance because others quickly imitate and disrupt advantages. Fast cycle industries as compared to slow cycle industries more often have short lead times, legal instruments that are not effective and products and process based on tacit and complex knowledge.
6.
- Is the company aware of the knowledge economy? - How much is the company affected by the new dimension in business space, the increasing complexity and the information availability?
6.1. Knowledge economy
We are living in a chaotic period to a new age defined by global competition, rampant change, faster flow of information and communication "new era in business". This new environment is also characterized by "more far-reaching technological advances, and a consumer who has adjusted to this quicker pace and whose fickle preferences are revised with the speed of a television commercial". So the company recent top managements understand that they are living through a period of profound change and transformation of the shape of society and its underlying economic base. The nature of production, trade, employment and work in the coming decades will be different from what it is today, gradually the company start to define the characteristics of globalization and knowledge economy to move away from the old industry economy. As well as the new dimensions in Business Space get constantly created. Forces like technological breakthroughs, economic growth, market evolution, and shifts in customer tastes, social changes, and political events can expand or shrink Business Space. This unoccupied territory represents a land of opportunity for the technological and strategic innovators who can see or create it faster than their competitors do, this is the only path the company should go due to the growth era ,expectations are rising everywhere; human creativity is flowering in every field. emerging economies are industrializing, and everyone is joining the digital revolution of boundless information and seamless electronic commerce.The ideas, technologies, and capital to satisfy satis fy new needs flow freely. The reaction of the top management in the last three year was incredible, IT system was implemented, reconstructing the company structure started to build flexible and learning company in all departments.
7. - What type of knowledge is i s available in the company?
Zorlu Senyucel.(2009)..Stated.“HR Senyucel.(2009). .Stated.“HR managers need to provide opportun ities for employee to improve their knowledge, skills and expertise, but at the same time they have to find wayes to retain employees and their knolege. Working for life is no longer thr norm and employees are likely to move around from organization to organisation during their carers. Thus, HRM practices and the HR strategies have to be designed and delivered to keep employees and their knowledge in the organisation.” Vestia knowledge strategy can easily be defined as a maintainer, defending its current position, having a strong history and a stable industry helping to implement such strategy in the long run. And it can be classified as exploiter, single loop due to the changes the company is adapting now, Therefore knowledge can be considered the more important strategic resource, and the
ability to acquire, integrate, store, share, and apply it is the most important capability for building and sustaining sustai ning competitive advantage. The company needs to perform a knowledge-based SWOT analysis, mapping its knowledge resources and capabilities against its strategic opportunities and threats to better understand points of advantage and weakness. Knowledge strategy can be though of as balancing-based resources and capabilities to the knowledge required providing products or services in ways superior to those of competitors. The knowledge base of the company includes the tangible and intangible knowledge. 7.1 First element
It’s important to differentiate between individual, group and organizational knowledge. The social context of knowledge transfer between individuals is an extremely important part of the company learning process to make a different. . Expert individuals in the company have two keys : First, the ability to create or interpret new ideas from outside sources. Second, the social skills to transmit knowledge to others.
7.2 Second element
Explicit knowledge is information that is articuable or codifiable thus it can be transferred from one individual to another using some type of formal communication system. In this point the company still facing some problems with most of the employees, scared from sharing their knowledge knowledge with others. Tacit knowledge is understood to be knowledge that can’t be formally Communicated.
7.3. Third element
The size of knowledge base can be evaluated by assessing two dimensions depth (exploiter) and breadth (explorer).
8. Does the company company have strategic strategic gap and knowledge gap? And what is its ability to develop a knowledge strategy?
To explicate the link between strategy and knowledge, the company must articulate its strategic intent, identify the knowledge required to execute its intended strategy, and compare that to its actual knowledge, thus revealing its strategic knowledge gaps. Assessing the company knowledge position requires cataloging its exciting Intellectual resources by creating what is commonly called a “knowledge map”.
Chun Wei Choo, Nick Bontis (2002. P. 260,). Stated. “Knowledge can also be categorized by type, including declarative (knowledge about), procedural (knowhow), casual (know why), conditional (know when), and relati onal (know with). Specifically, knowledge can be classified according to whether it is core, advanced, or innovative, Vestia Vestia co .have a core and advanced knowledge.” Chun Wei Choo, Nick Bontis (2002. P. 261,). Stated. “The gap between what a firm must do to compete and what it actually is doing represents a s trategic gap. As suggested by the SWOT framework, strengths and weaknesses represent what the firm can do; opportunities and threats dictate what it must do. Strategy then represents how the firm balances its competitive “cans” and “musts” to develop and protect its strategic niche.” The company not capable of executing its intended or required strategy must either align its strategy with its capabilities or acquire the capabilities to execute its strategy. Having performed a strategic evaluation of its knowledge-based resources and capabilities, it can determine which knowledge should be developed or acquired. The important issue is that the knowledge gap is directl y from and aligned with the strategic gap. Now the company have have internal Knowledge gap facing knowledge knowledge explorer even in the Future it is not enough for Vestia merely to engage in both exploration and exploitation. More important, those activities must be linked li nked and coordinated so that they can reinforce one another. For example: linked the personnel to the field based marketing, sales, and technical support staffs to ensure that new products were developed with customer needs. Chun Wei Choo, Nick Bontis (2002. P. 266,). Stated. “Knowledge is the fundamental basis of competition. Competing successfully on knowledge knowledge requires either aligning strategy to what the organization knows or developing the knowledge and capabilities needed to support a desired strategy.”
9. – How How could we link knowledge strategy with HRM practice? Linking knowledge Strategy Dimensions with HRM Practices
The maintainer strategy is based on preserving the status quo. The critical capabilities are stability, consistency, standardization, maintaining proven products and process and preserving company tradition and reputation. reputation. 9.1. Staffing
SCHAUB, E. (Spring 2008). Stated. “Creating an environment where effective communication can thrive requires commitment and a multidimensional approach. Establishing clear expectations as soon as an employee is hired and throughout their training will result in a firm foundation engendering clear communication. Remember to make information for which you hold your employees responsible easily accessible. Establish communication protocols so you can effectively manage the feedback you receive. Be certain to respond to feedback so t hat employees feel that they are being heard. And, commit to cultivating a collegial work environment where everyone has a voice that is respected.” Vestia Co. Counting heavily on internal hiring in order to maximize consistency and minimize disruption of operations when vacancies are filled. 9.2. Training and Development Development
WATAD, M., & OSPINA, S. (Summer 1999). “Stated. “ The notion of strategic training is premised upon the idea that organized developmental activities must be directly linked to the mission or the core business of the organization. human resource managers and trainers can enhance the effectiveness of managerial training programs by making a conscious effort to provide provide opportunities for horizontal and vertical integration within the training experience, independent of the content areas addressed in the program. The basic assumption of this approach is that managerial effectiveness represents a pre-requisite to formulate and implement organizational strategies. In this context, developing opportunities for vertical and horizontal integration among managers represents a logical extension of a strategic approach to managerial training. Some of the consequences of implementing this approach in the described organizational setting include a more open and expanded communications process in the hospital, the generation of professional attachments, bonding between members of the managerial team, and a better coordination of ser vices among participants from the various hierarchical levels and and functional areas.” A high level of socialization is necessar y for new employees to ensure familiarity with company history and traditions image i mage and reputation, standard operating procedures, and strong behavioral norms. Gary Dessler, (2007, p.212.), Stated. S tated. “Pepole how do not now what to do or how to do it can not perform effectivly even if the y want to. As a result, after hiring employees and Staffing the organization, your next jop is to insure that they are effecti vly oriented and trained.”
Training in Vestia will be formal and narrowly focused used primarily to train employees on- job or task specific skills. 9.3. Performance Management
MALLAIAH, MALLAIAH, T. Y. (November 2008). performance planning and development frame work in any organisation should aim at identifying and defining the key performance areas for the employees at the individual i ndividual level; provide role clarity and direction to the employees through these key performance areas; provide performance feedback about the potential of employees for higher jobs in the organisation; and rotation of-jobs as a technique for developing employees potential in new areas. Therefore, performance planning and development development can be viewed as two sides of the same coin -- the coin being performance management. Defined it as the challenges or business improvement i mprovement opportunities dealing directly with the people or employees in an organization. The top risks within this category that we found were talent management and succession planning; ethics and tone at the top; regulatory compliance; pay and performance alignment; and employee training and development. Useing behavior based appraisal. Goals are specific to an individual position and feedback is primarily monetary based on traditional salar y, and hourly wage components and is largely determined by position and seniority. 9.4. Job Design
BOBKO, P., ROTH, P. L., & BUSTER, M. A. (Fall 2008). Stated. Job analysis is essential to the validity of many human resource systems, and it is generally acknowledged that change is a fundamental fact of organizational life. Vestia mSaintainer employees have tight job definitions where tasks, duties and responsibilities are clearly prescribed and narrowly defined within specialized skill areas. The company focus should be internally sourced learning where success is highly dependent on creativity and internal expertise in certain areas congruent practices would include extensive formal training to develop expertise and incentive compensation designed to encourage new ideas. These HRM practices that promote an innovative culture. A major advantage of internal sourcing is the creation of tacit knowledge which can which can be supported by the use of cross functional teams where members from different areas can best share their unique experiences and tacit knowledge .more internal hiring and lower turnover will also help increase the experience level of employees in the company and better enable them to mange tacit knowledge.
10. – What What type of Knowledge roles, skills is required? 10.1 Knowledge roles, skills.
MEISINGER, MEISINGER, S. (June 2007). Stated. “It is no longer sufficient for HR professionals to master Strategic Contribution, Personal Credibility, HR Delivery, Business Knowledge and HR Technology; Technology; they must also become experts at "credible activism"--a activism"--a role that requires HR to perform with attitude.”, from this understanding we must clarify what type of skilled managera and workers does Vestia CO. have. Evan M, Bermen. (2005, p.35). Stated. “Higher skilled workers worker s have trainning in specifc areas and credential from some institution. “
Vestia Co. must create a set s et of roles and skills to do the work of capturing, distributing and using knowledge . There are many strategic and tactical tasks to perform, human add the value, employees in dedicated roles with specific responsibilities, Which knowledge management is part of everyone's job . -
Knowledge oriented personnel , managing knowledge should be ever ybody's business in the company. Day to day work of knowledge management . The most intriguing new knowledge jobs are knowledge integrators, librarians, synthesizers, reporters and editors put it into repository. People who will extract knowledge put it in a structured form (Journalism and library science), ideally knowledge workers possess both technical know how and intuitive skills.
-
Knowledge management, workers ,Vestia draw knowledge management workers from the ranks of line employees who compile and maintain knowledge repositories in particular industry or practice areas are consultants who worked in those areas. (Knowledge management workers ) . In fact it is very hard for the time being to manage the knowledge projects in vestia because most of the managing functions don't don't exist as :
Developing project objectives Assembling and managing teams Determining and managing customer expectations Monitoring project budgets and schedules Identifying and resolving project problems
Knowledge repositories can help reinforce Vestia culture ri tuals and routines and should start to treat knowledge as another kind of capital a sset. Leadership characteristics to leverage knowledge need a learning organization type so we can be able to conduct the 4 I framework of organizational l earning through all levels, individuals, groups and organizations. Evan M, Bermen. (2005. p. 235.). Stated. Stated. “Today, there is a fast-paced demand for ongoing productivity and improved worker output based on the speedy introduction of new methods and technology at work.”
III Conclusion
The HRM function must be integrally involved in the company’s strategic strategi c management process. This means that HR managers should: Have input into the strategic plan. Have specific knowledge of the organization’s strategic goals. Know what types of employee skills, behaviors, and attitudes are needed to support the strategic plan. Develop programs to ensure that employees have those skills, behaviors, and attitudes.
The company should concentrate to build a real HR department to implement the strategic SHRM and to be able to compete with the local competitors and face the threat of the severe global competition. To be able to establish the recommendations Vestia Co. should start HUMAM RESOURCE PLANNING PLANNING as soon as possible and to adapt the concept from the following persective: Human resource planning can be such a "big" endeavor, with planning for all kinds of things, like quality staff retention, layoffs, training and development, compensation, etc, that it's hard to provide hints and tips in anything less than a book sized manual. However, if we take a "view from the top" perspe ctive, there are some things that apply to most human resources planning functions, and are important in making the process effective, or even to make it part of creating a competitive advantage in the marketplace. First, human resource planning needs to be linked to the larger business planning or strategic planning process. HR planning is NOT an end to itself, and neither is HR management an end in itself. The function is meant to support and enable the company to attain its business goals, so as such it needs to be linked to and driven by those business or strategic goals. This is called vertical integration . Second, and related, it's important that when HR planning is lead by the HR department, it must be remembered that the whole process is to serve the stakeholders and "customers" of the human resources department. This means that the planning process MUST actively involve those stakeholders and customers customers -- managers, executives, even line employees. Third, HR planning can't be effective without an understanding of the company or organization, its managers and employees, its mission and issues, etc, and the environment in which it works.
Good HR planning entails understanding the demographics-you know the numbers!
o o o
Data Profiles Projections
Fourth, as with any planning endeavor, the outcomes of the implementation of an HR plan should be measurable and assessible. With many personnel personnel functions there are good, already available metrics (such as employee turnover or "churn", frequency of grievance, etc), but it's also good to try to assess the effects of the implementation of an HR plan on the achievement of the organization's business goals. VI Recommendations - Model recommended to be used and implemented in Vestia Company
here's a model which relies on gap analysis, anal ysis, and attempts to link human resource planning to overall business planning or strategic planning.
Workforce Analysis: A key component of HR planning is understanding your workforce and planning for projected shortages and surpluses in specific occupations and skill sets. Internal Scan: Identify factors internal to the organization that may affect HR capacity to meet organizational goals. External Scan: Determine the most important environmental factors expected to affect workforce capacity, capacit y, given known operational and HR priorities and emerging issues. Gap Analysis: Based on an analysis of the environmental sc an and operational business goals, what are the organization’s current and future HR needs? Priority Setting and Work Plan: Based Bas ed on the organization’s priorities, environmental scan, and HR performance related data: 1) what a re the major human resources priorities; and 2) what strategies will achieve the desired outcome? Monitoring, Evaluating, Reporting: Monitoring, evaluating, and reporting (internally and pubicly) performance results advances our capacity to measure performance, set targets, and, most importantly, to integrate results information into decision making processes and determine future priorities.
2. References
ARMSTRONG, M. (2008). Strategic human resource management a guide to action. action. London, Kogan Page. UK. BOBKO, P., ROTH, P. L., & BUSTER, M. A. (Fal l 2008). A Systematic Approach for Assessing the Currency ("Up-to-Dateness") Of J ob-Analytic Information. Public Information. Public Personnel Management . 37, 261-77.
Chun Wei Choo, Nick Bontis. The
strategic management of intellectual capital and organizational knowledge. (2002). Oxford univesity Press. Inc: New York. USA. Evan M, Bermen, James A. Bowman, Jonathan P. West, and Montgomery Van Wart. (2005). Human Resource Management in Public serveces: Paradoxes, Processes, And Problems. Second Edition, Thousand Oaks, Calif. : SAGE, Inc. MALLAIAH, T. Y. (November 2008). Performance Management and J ob Satisfaction of University Library Professionals in i n Karnataka: A Study. DESIDOC Journal of Library Library & Information Technology. Technology . 28, 39-44. MARQUEZ, J. (January 19 2009). Addressing HR Ris k. Workforce Management . 88, 8. MEISINGER, S. (June 2007). Latest Competency Study Defines New HR Roles. HRMagazine Roles. HRMagazine.. 52, 12. Gary Dessler. (2007).Human Resource Management. 11th edition N.J. : Prentice Hall. USA. SCHAUB, E. (Spring 2008). Communicating with Student Employees. Visual Resources Association Bulletin. Bulletin. 35, 20-1. Susan Segal-Horn. (1998). The strategy reader. Black well: well : MA. USA. Ulrich, D and Lake, D (1990). Organizational Capability: Competing from the inside out , Wiley, New York Ulrich, D and Lake, D (1990) Organizational Capability: Competing from the inside out , out , Wiley, New York. WATAD, M., & OSPINA, S. (Summer 1999). Integrated mana gerial training: a program for strategic management development. Public development. Public Personnel Management . 28, 185-95. Wei, L. (2006). Strategic Human Resource Management: Determinants of Fit, Research Fit, Research and Practice in Human Resource Resource Management , 14(2), 49-60. Zorlu Senyucel. (2009). Managing the Human Resource in t he 21st century. . Denmark: Zorlu Senyucel & Ventus Publishing Aps
Web Links http://bookboon.com/ http://www.hrimmall.com/ http://www.hr.arizona.edu/HRadmin/HRprofs/index.php http://www.ilr.cornell.edu/library/research/subjectGuides/hrInternet.html http://rphrm.curtin.edu.au/
