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 5

III. Conclusion 15

IV. Recommendations 16

V. References 17
 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 these 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 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
ensure that employees have -- and are aware 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, explaining that HRD includes the 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 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 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). stated. “The purpose of HR strategies is to 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 and 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 playing 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 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 of both financial 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.

1. Does the company have an HR department?

2. What is the role of HR in the company and what are its responsibilities?
3. What type of policies does the company applies?
4. What are the company characteristics?
5. What are the industry characteristics?
6. 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). “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 employees.

3. What type of policies does the 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. (2009. P. 98.).
Stated.” A company may have to chang its strategy if there are major
structural chanes in its industry.”

The company applies cost leadership strategy, which is clearly shown

in
It’s real hidden mission “Just 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
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 changing environment.

Chun Wei Choo, Nick Bontis (2002. P. 290,). Stated. “Organizational structure
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 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 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.

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 changes the firm knowledge
base.
5. What are the industry 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 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 intellectual 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 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 available in the company?

Zorlu Senyucel.(2009)..Stated.“HR managers need to provide opportunities 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 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 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 have 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 (know-
how), casual (know why), conditional (know when), and relational (know with).
Specifically, knowledge can be classified according to whether it is core, advanced, or
innovative, 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 strategic 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 directly from and aligned
with the strategic gap.

Now the company have internal Knowledge gap facing 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 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 requires either aligning
strategy to what the organization knows or developing the knowledge and capabilities
needed to support a desired strategy.”

9. – 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.

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 that 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

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 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 services among participants from
the various hierarchical levels and functional areas.”

A high level of socialization is necessary for new employees to ensure familiarity

with company history and traditions image and reputation, standard operating
procedures, and
strong behavioral norms.

Gary Dessler, (2007, p.212.), Stated. “Pepole how do not now what to do or how to do
it can not perform effectivly even if they want to. As a result, after hiring employees
and
Staffing the organization, your next jop is to insure that they are effectivly 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, 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 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 can be viewed as two sides of the same coin -- the coin
being performance management.

Defined it as the challenges or business improvement 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 salary, 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 type of Knowledge roles, skills is required?

10.1 Knowledge roles, skills.

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; they must also become experts at "credible
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 have trainning in specifc
areas and credential from some institution. “

Vestia Co. must create a set 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 everybody'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 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 rituals and routines and
should start to treat knowledge as another kind of capital asset.

Leadership characteristics to leverage knowledge need a learning organization type so

we can be able to conduct the 4 I framework of organizational learning through all
levels, individuals, groups and organizations.

Evan M, Bermen. (2005. p. 235.). 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

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 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" perspective, 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 -- 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 Data
o Profiles
o Projections

Fourth, as with any planning endeavor, the outcomes of the implementation of an HR

plan should be measurable and assessible. With many 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, 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, given known operational and HR priorities and
emerging issues.
 Gap Analysis: Based on an analysis of the environmental scan and operational
business goals, what are the organization’s current and future HR needs?
 Priority Setting and Work Plan: Based on the organization’s priorities,
environmental scan, and HR performance related data: 1) what are 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. London, Kogan Page. UK.
 BOBKO, P., ROTH, P. L., & BUSTER, M. A. (Fall 2008). A Systematic
Approach for Assessing the Currency ("Up-to-Dateness") Of Job-Analytic
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 Job
Satisfaction of University Library Professionals in Karnataka: A Study.
DESIDOC Journal of Library & Information Technology. 28, 39-44.
 MARQUEZ, J. (January 19 2009). Addressing HR Risk. Workforce
Management. 88, 8.
 MEISINGER, S. (June 2007). Latest Competency Study Defines New HR
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. 35, 20-1.
 Susan Segal-Horn. (1998). The strategy reader. Black 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, Wiley, New York.
 WATAD, M., & OSPINA, S. (Summer 1999). Integrated managerial training:
a program for strategic management development. Public Personnel
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 Wei, L. (2006). Strategic Human Resource Management: Determinants of
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 Zorlu Senyucel. (2009). Managing the Human Resource in the 21st century. .
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 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/