THREE_5532-Human Resource Management-1

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ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD(Department of Business Administration)

Course: Human Resource Management (5532) Semester: Autumn, 2010

Level:MBA

CHECKLIST

This packet comprises the following material:

1) Text book

2) Assignments # 1 & 2

3) Course outlines

4) Assignment 6 forms (2 sets)5) Assignment submission schedule

Note: In this packet, if you find anything missing out of the above-mentioned material,please contact at the address given below: -

The Mailing Officer

Mailing Section, Block # 28

Allama Iqbal Open University,

Sector H/8, Islamabad.

Tel: (051) 9057611, 9057612

Mohammad Majid Mahmood BagramCourse Coordinator


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ALLAMA IQBAL OPEN UNIVERSITY, ISLAMABAD(Department of Business Administration)

WARNING1. PLAGIARISM OR HIRING OF GHOST WRITER(S) FOR SOLVINGTHE ASSIGNMENT(S) WILL DEBAR THE STUDENT FROM AWARD

OF DEGREE/CERTIFICATE, IF FOUND AT ANY STAGE.

2. SUBMITTING ASSIGNMENTS BORROWED OR STOLEN FROM

OTHER(S) AS ONES OWN WILL BE PENALIZED AS DEFINED IN

AIOU PLAGIARISM POLICY.

Course: Human Resource Management (5532) Semester: Autumn, 2010

Level: MBA Total Marks: 100

Pass Marks: 40

ASSIGNMENT No. 1(Units: 14)

Q. 1 Why HR is called the most important asset and competitive advantage of any

organization in the world? (20)

Your Solutions

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Helping Material

HR and Competitive Advantage

In order to have an effective competitive strategy, the company must have

one or more competitive advantage, factors that allow an organization to

differentiate its product or service. Wal-Mart builds its low cost leader

strategy on the dual competitive advantage of a satellite based inventory

and distribution system, and on employment policies that help it to

achieve extraordinary low employment costs. Southwest Airlines achieves

low cost leader status through employment policies that produce a highly

motivated and flexible workforce. Its workforce is its competitiveadvantage. Larger airlines like Delta, faced with union rules and restrictive

work rules and salary structures, find it hard to compete with Southwest,

whose employees eagerly rush to turn around an airplane in a fraction of

the time it takes a Delta team. Every successful company has one or more

competitive advantages around which it builds its competitive strategy.

The competitive advantages can take any forms. For a pharmaceutical

company, it may be the quality of its research team, and its patents. For a

Web site like ebay, it may be a proprietary software system. Many years,

ago, Wal-Marts satellite based distribution system was so revolutionary

that it was probably the firms predominant competitive advantage The

New Workplace presents another example.

Today, most companies have easy access to the same technologies, so

technology itself is rarely enough to set a firm apart. Its usually the people

and the management system is rarely enough to set a firm apart. Its

usually the people and the management system that make the difference.

For example, an operations expert from Harvard University studied

manufacturing firms that installed special computer integrated

manufacturing systems to boost efficiency and flexibility. Data in studies

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point to one conclusion: operational flexibility is determined primarily by

a plants operators and the extent to which managers cultivate, measure

and communicate with them. Equipment and computer integration aresecondary.

In a growing number of organizations human resources are now viewed as

a source of competitive advantage. This is in contrast to the traditional

emphasis on transferable resources such as equipment. Increasingly, it is

being recognized that competitive advantage can be obtained with a high

quality workforce that enables organizations to compete on the basis of

market responsiveness, product and service quality, differentiatedproducts, and technological innovation.

Strategic Human resources Management:

The term HR strategies refers to the specific human resources

management courses of action the company pursues to achieve its aims.

Thus, one of FedExs strategic aims is to achieve superior levels of

customer service and high profitability through a highly committed

workforce. The overriding aim of its HR strategy is to build a committed

workforce, preferably in a nonunion environment. FedExs specific HR

strategies stem from this aim. They include: using various methods to

build two way communications; screening out potential mangers whose

values are not people oriented guaranteeing to the greatest extent possible;

fair treatment and employee security for all employees; and utilizing

various promotion from within activities to give employee every

opportunity to fully realize their potential. Strategic human resources

management means formulating and executing HR systems HR policies

and activities that produce the employee competencies and behaviors

the company needs to achieve its strategy aims.

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Linking Corporate and HR Strategies:

Companys Competitive Environment>

Economic, political demographic,

competitive and technological trends.

Companys strategic Situation>

Companys Strategic Plan

For example

Should we expand geographically?

Cuts Costs?

Diversify?

Companys HR (and Other Functional) strategies>

What are the basic courses of action HR will pursue?

To ensure that the recruiting selecting training, appraising and

compensation systems are consistent with the companys strategic plan;

Organizational Performance>

Companys Internal Strengths and Weakness

Companys Strategic Situation.

more at http://www.citeman.com/3230-hr-and-competitive-

advantage/#ixzz19PO7oXWY

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Gaining a Competitive Advantage

HRM cant be summarized in less than 900 words, but some first

insights can be given in order to create interest in investigating the

issue and some ideas on what it deals with!

HR is viewed as having 3 product lines (admin., business partner

and strategic services) and to successfully manage it, individuals need

personal credibility, business strategy understanding, technology and

business knowledge and the ability to deliver HR services. HRM

practices should be evidence-based, on data showing the relationship

between practice and business outcomes related to key company

stakeholders, contributing to a company's business strategy and

helping companies deal with sustainability, globalization, and

technology challenges.

HRM Strategic approach proactively gives competitive advantage

via firms more important asset (its HR). So, HRM function needs to

be integrally involved in strategy formulation to identify people-

related business issues as HRM has profound impact on the

implementation by developing and aligning HRM practices ensuring

the company has motivated employees with necessary skills. Its

Emerging strategic role requires HR professionals in the future

develop business, professional-technical, change management and

integration competencies: requires more than simply developing a

valid selection procedure or Performance management system(PMS).

The analysis and design of work is an important component to

develop/maintain competitive advantage as strategy

implementations virtually impossible w/out attention to work-flow,6


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job analysis and design. Understanding of the work-flow process and

existing jobs, managers can redesign to ensure work unit is able to

achieve its goals while individuals within it benefit on the variouswork outcome dimensions as motivation, satisfaction, safety, health

and achievement; key to competitive advantage.

Immigration issues showed how changes in labor and product

markets create struggle to find/retain the most talented/motivated

workers at lowest cost. Early anticipation of labor surplus allows firm

to use less disruptive labor reduction strategies and of labor

shortages allows employers to use more creative and effective

recruitment techniques. All personnel selection methods shouldconform to 5 critical standards (reliability, validity, utility,

generalizability, and legality) but theres no need to use only one type

of test for any one job

Systematic approach to training includes needs assessment, design

of the learning environment, and consideration of employee

readiness for training and transfer-of-training issues. The key to

successful training is choosing a method that would best accomplish

the objectives of training.

PMS serve strategic, administrative, and developmental purposes, so

should be evaluated against the criteria of strategic congruence,

validity, reliability, acceptability, and specificity. Hence, comparative,

attribute, behavioral, results, and quality approaches have different

strengths and weaknesses. Managers should take action based on the

causes for poor performance (ability, motivation or both) and ensure

their PMS can meet legal scrutiny, especially if used to discipline or

fire poor performers.

Development methods: formal education, assessment, job experiences,

interpersonal relationships.

Relative to job experiences, a mentor can help employees better

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understand the company and gain exposure and visibility to key

persons in the organization and part of a manager's job responsibility

may be to coach employees. Regardless of development approaches,employees should have a development plan to identify the type of

development needed, development goals, the best approach for

development and whether goals have been reached. For development

plans to be effective, the employee and the company have

responsibilities that need to be completed.

Make labor costs more competitive while hedging off employee

relations problems and inequity perceptions via open communication

because management should realign pay structure and globalworkforce to support changes to strategy for competing in markets.

Pay structure decisions influence strategy execution success by

influencing costs, employee perceptions of equity and the way

different structures provide flexibility and incentives for employees to

learn and be productive. Equity theory states social comparisons are

an important influence on how employees evaluate their pay, making

external and internal comparisons. In the other hand, pay

benchmarking surveys and job evaluation are two administrative

tools widely used in managing the pay level and job structure

components of the pay structure, influence employee social

comparisons. The nature of pay structures is undergoing a

fundamental change in many organizations: move to fewer pay levels

to reduce labor costs and bureaucracy and some employers shifting

from paying employees for narrow jobs to giving them broader

responsibilities and paying them to learn the necessary skills.

Pay is an important influence on employee's standard of living and

has two important implications as it can be a powerful motivator and

its importance means employees care a great deal about the fairness

of the pay process. However, as organizations differ in business and

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HR strategies, also effective pay strategy may differ from one to

another.

The roles required of HRM function have changed as people startto recognize it as true source of competitive advantage, requiring a

transformation of HRM function from focusing solely on

transactional to an increasing focus in strategic activities. HRM today

play roles as an administrative expert, employee advocate, change

agent and strategic partner and the function must also deliver

transactional, traditional and transformational services and activities

to the firms, being efficient and effective.

http://www.shvoong.com/business-management/human-resources/2005925-

human-resource-management-gaining-competitive/

HR as strategic partner is gaining momentum as being one of the best

way yet in making human resources as the most important asset in

an organization.

The Importance of Making HR as Strategic Partner

"Being a strategic partner" is understood as a long-term relationship to

achieve defined objectives common to all partners.

In the context ofstrategic human resource management, the HR function

and activities are intended to ensure the organization's financial success.

As partners your HR people and employees in the various areas of the

organization's operations must not get in each other's way.

Partners do not hinder one another. They support each other to achieve

common objectives. This includes business objectives.

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It is said that the implementation of"HR strategic partnership is not easy."

HR people may hinder its implementation.

A strategic plan will ensure that your people will carry out their own

specific role in their assigned area of operation in partnership with other

employees.

This is part of your HR as strategic partner plan.

Why make HR as Organizational Strategic Partner...

Some of the reasons may sound familiar to you.

These include:

To increase productivity of the labor force and thus, profitability of

the organization

Competency and talent management Onset of information technology and the vast amount of knowledge

used in the course of the activities of organizations

The changing business environment

Effect of globalization on the business landscape

Provision of Human Resource Services

It is through effective delivery of human resource services that you can

make human resource as strategic partner.

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Use a simple approach, make effective use of technology, and either serve

most of your customers or serve a particular sector exceptionally well.

All of us are aware that customers include both internal and external

customers. Strive to serve both well.

In the case of internal customers, concentrate on employees at the

strategic and tactical levels.

Make sure HR is involved at both levels. If not, there is not much that HR

can contribute towards improving organizational performance.

But it does not mean we ignore employees at the operational level. Serve

well those involved in the day-to-day operations of the organization that

are closest to where the money is. These are the employees whose

activities generate revenue for your organization.

It is necessary that you identify these positions and the employees holding

those positions.

Translating Business Strategy Into Action

You make HR as strategic partner when and if HR spendmore time in the

organization's planning, design and development. Your organization does

this in order to achieve its mission and objectives.

HR must become part of the business team, involved in planning at the

highest level.

Changes in HR management are inevitable. HR Managers and HR

professionals are in the strategic position in providing the leadership in

change management.

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Enhance the position of HR as strategic partner by ensuring that

teamwork exists in your organization.

The Human Resource Manager is the key person in ensuring that people

play a strategic role in the organization.

In activities carried out by the HR department, working in cooperation

with each other and every member of the workforce is essential. This can

help your organization to succeed in achieving its plans.

Making HR as Strategic Partner

Make effective use of your Human Resource Information System

(HRIS) to handle daily administrative HR tasks. Employees can

make use of the self-service facility online. This saves time and

reduces costs.

Fully involve your human resource in HR system development that

is supportive of business strategy development and

implementation. This promotes ownership.

Appoint an HR Head who understands well the strategic

partnership relationship between organizational strategy and

human resource.

It is said that someone who is an expert in every aspect of the HR

function will 'fit the bill'. But, you may not easily find someone of

this caliber. You may have to identify someone from within your

organization and groom him or her for this important role.

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In a knowledge economy, HR has an opportunity to become a

strategic partner. Knowledge and information are required to

formulate, implement and review strategies. Decide to become aknowledge organization.

The Human Resource Function and Your Strategic Business Plan

It was shown in a survey that there is a correlation between being strategic

business partner and the effectiveness of the HR function.

You require strategic HR management to ensure that your HR function

can fully support the achievement of business objectives.

The administrative reactive approach in people management can no longer

support your organization in an increasingly competitive business

environment.

What about Decentralizing your HR Function?

Never allow full decentralization.

Line managers and supervisors resent it and will put the blame on HR

when problems arise.

And if you do so, it interferes with the effective use of line managers' and

supervisors' time in the day-to-day operations of the organization.

Give line managers and supervisors HR accountability, not responsibility.And give them undivided support in order to make them more proficient

in managing their subordinates in the performance of daily tasks.

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Strategy Development and Implementation

Full participation of HR people in strategy development and

implementation promotes HR as strategic partner.

Ensure that your HR Manager and HR professionals:

contribute to business decisions

develop business acumen to understand how a profitable business

is run

are customer-oriented

learn how to link HR practices to your organizational business

strategy

What are Required of HR as Strategic Partner

These are among the important ones.

Recruiting the right employees. Align corporate values to your

recruitment strategy.

Well-developed competencies of the workforce, and their relevance

to organizational core business.

Participative culture where HR initiatives fully support the overall

strategic plan.

Effective use of information technology.

Effective leadership through appointment of the right HR Head.

Identification of human resource practices that make HR as

strategic partner, namely, serving the business needs of your

organization. Discard ineffective HR practices that do not

contribute to the success of your organization.

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Continuous Improvement

HR management requires continuous improvement to ensure it retains its

relevance as strategic partner.

Capable and committed people are needed at every level in order for this

to happen.

Senior management support is crucial to ensure that human resource

becomes your organization's strategic partner.

It is said that nothing changes except change itself. Change is inevitable for

the continued success of your organization. Manage them well to avoid or

minimize disruption in your organization's activities.

Other Pre-Conditions

The effectiveness of your people as HR as strategic partner is also

dependent upon your existing corporate policies and practices, structures,

the types of activities you carry out, the location, effective communication,

and the business environment.

Review every aspect of HR in the process of implementing the necessary

changes and reorganization.

Having the right leadership is crucial to success. Provide the necessary

leadership and support to your employees at every level.

Motivate them and engage their full attention with the view to ensure HR

truly becomes strategic partner.

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And always remember, effective and on-going communication is crucial to

ensure that everything is understood by every employee at every level. And

that things keep moving in the right direction according to plan.

Q. 2 (a) What is meant by job analysis? Explain how you would conduct a job

analysis? And how can you make use of the information it provides? (10)

A job analysis is the process used to collect information about the duties,

responsibilities, necessary skills, outcomes, and work environment of a

particular job. You need as much data as possible to put together ajob

description, which is the frequent outcome of the job analysis. Additional

outcomes include recruiting plans, position postings and advertisements,

and performance development planning within your performancemanagement system.

The job analysis may include these activities:

reviewing the job responsibilities of current employees,

doing Internet research and viewing sample job descriptions online

or offline highlighting similar jobs,

analyzing the work duties, tasks, and responsibilities that need to be

accomplished by the employee filling the position,

researching and sharing with other companies that have similar

jobs, and

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articulation of the most important outcomes or contributions

needed from the position.

Purpose of Job Analysis

The purpose of Job Analysis is to establish and document the 'job

relatedness' of employment procedures such as training, selection,

compensation, and performance appraisal.

Determining Training Needs

Job Analysis can be used in training/"needs assessment" to identify or

develop:

training content

assessment tests to measure effectiveness of training

equipment to be used in delivering the training

methods of training (i.e., small group, computer-based, video,

classroom...)

CompensationJob Analysis can be used in compensation to identify or determine:

skill levels

compensable job factors

work environment (e.g., hazards; attention; physical effort)

responsibilities (e.g., fiscal; supervisory)

required level of education (indirectly related to salary level)

Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

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job duties that should be included in advertisements of vacant

positions;

appropriate salary level for the position to help determine whatsalary should be offered to a candidate;

minimum requirements (education and/or experience) for screening

applicants;

interview questions;

selection tests/instruments (e.g., written tests; oral tests; job

simulations);

applicant appraisal/evaluation forms;

orientation materials for applicants/new hires

Performance Review

Job Analysis can be used in performance review to identify or develop:

goals and objectives

performance standards

evaluation criteria

length of probationary periods

duties to be evaluated

Methods of Job Analysis

Several methods exist that may be used individually or in combination.

These include:

review of job classification systems

incumbent interviews

supervisor interviews

expert panels

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structured questionnaires

task inventories

check lists open-ended questionnaires

observation

incumbent work logs

A typical method of Job Analysis would be to give the incumbent a simple

questionnaire to identify job duties, responsibilities, equipment used, work

relationships, and work environment. The completed questionnaire would

then be used to assist the Job Analystwho would then conduct aninterview of the incumbent(s). A draft of the identified job duties,

responsibilities, equipment, relationships, and work environment would be

reviewed with the supervisor for accuracy. The Job Analyst would then

prepare a job description and/or job specifications.

The method that you may use in Job Analysis will depend on practical

concerns such as type of job, number of jobs, number of incumbents, and

location of jobs.

What Aspects of a Job Are Analyzed?

Job Analysis should collect information on the following areas:

Duties and Tasks The basic unit of a job is the performance of

specific tasks and duties. Information to be collected about these

items may include: frequency, duration, effort, skill, complexity,

equipment, standards, etc. Environment This may have a significant impact on the physical

requirements to be able to perform a job. The work environment

may include unpleasant conditions such as offensive odors and

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temperature extremes. There may also be definite risks to the

incumbent such as noxious fumes, radioactive substances, hostile

and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using

specific equipment and tools. Equipment may include protective

clothing. These items need to be specified in a Job Analysis.

Relationships Supervision given and received. Relationships with

internal or external people.

Requirements The knowledges, skills, and abilities (KSA's)

required to perform the job. While an incumbent may have higher

KSA's than those required for the job, a Job Analysis typically only

states the minimum requirements to perform the job.

(b) Describe the types of information typically found in job specifications. (10)

Q. 3 Do you think job rotation is a good method to use for developing managementtrainees? Why or why not? (20)

Absolutely! We use teams to share the work where I am and eachindividual brings certain skills to the table. Each also gets anopportunity to lead a project. In some other lines of work, it is good todo job rotation to break monotony of tedious job work, and to reducecomplacency and accidents. The more you know about why yourcompany does what it does, the better equipped your employees areto do the tasks at hand.

Q. 4 Describe the significance of on-the-job and off-the-job training methods in

organizations with examples. What major benefits each of these training methods

provide to employees and organization? (20)

Q. 5 If an organization is going in profits then why there is a need of performance

management. Discuss with arguments. (20)

GUIDELINES FOR ASSIGNMENT # 1

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The student should look upon the assignments as a test of knowledge, management skills,

and communication skills. When you write an assignment answer, you are indicating

your knowledge to the teacher:

Your level of understanding of the subject;

How clearly you think;

How well you can reflect on your knowledge & experience;

How well you can use your knowledge in solving problems, explaining

situations, and describing organizations and management;

How professional you are, and how much care and attention you give to what you do.

To answer a question effectively, address the question directly, bring important related

issues into the discussion, refer to sources, and indicate how principles from the course

materials apply. The student must also be able to identify important problems and

implications arising from the answer.

For citing references, writing bibliographies, and formatting the assignment, APA format

should be followed.

ASSIGNMENT No. 2(Units: 19)

This assignment is a research-oriented activity. You are required to obtain information

from a business/commercial organization and prepare a report of about 1000 words on

the topic allotted to you to be submitted to your teacher for evaluation.

You are required to select one of the following topics according to the last digit of your

roll number. For example, if your roll number is P-3427180 then you will select topic # 0

(the last digit): -

Topics:

1) Collective bargaining in an organization

2) Career planning

3) Performance management

4) Job evaluation

5) Labor market conditions

6) Training needs analysis

7) Designing training programs

8) Compensation strategy

9) Issues in labor management relations10) Employee recruitment and selection process

The report should follow the following format:

1) Title page

2) Acknowledgements

3) An abstract (one page summary of the paper)4) Table of contents5) Introduction to the topic (brief history & significance of topic assigned)

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6) Practical study of the organization (with respect to the topic)

7) Data collection methods

8) SWOT analysis (strengths, weaknesses, opportunities & threats) relevant to thetopic assigned

9) Conclusion (one page brief covering important aspects of your report)10) Recommendations (specific recommendations relevant to topic assigned)

11) References (as per APA format)

12) Annexes (if any)

GUIDELINES FOR ASSIGNMENT # 2:

1.5 line spacing

Use headers and subheads throughout all sections

Organization of ideas

Writing skills (spelling, grammar, punctuation)

Professionalism (readability and general appearance)

Do more than repeat the text

Express a point of view and defend it.

WORKSHOPS:

The workshop presentations provide students an opportunity to express their

communication skills, knowledge & understanding of concepts learned during practical

study assigned in assignment # 2.

You should use transparencies and any other material for effective presentation. The

transparencies are not the presentation, but only a tool; the presentation is the

combination of the transparencies and your speech. Workshop presentation

transparencies should only be in typed format.

The transparencies should follow the following format:1) Title page

2) An abstract (one page summary of the paper)3) Introduction to the topic (brief history & significance of topic assigned)

4) Practical study of the organization (with respect to the topic)

5) Data collection methods

6) SWOT analysis (strengths, weaknesses, opportunities & threats) relevant to the

topic assigned7) Conclusion (one page brief covering important aspects of your report)

8) Recommendations (specific recommendations relevant to topic assigned)

GUIDELINES FOR WORKSHOP PRESENTATION:

Make eye contact and react to the audience. Don't read from the transparencies orfrom report, and don't look too much at the transparencies (occasional glances are

acceptable to help in recalling the topic to cover).

A 15-minute presentation can be practiced several times in advance, so do that untilyou are confident enough. Some people also use a mirror when rehearsing as a

substitute for an audience.

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Unit # 4: Performance management and appraisal

Unit # 5: Managing careers

Unit # 6: Compensation

Unit # 7: Labor relations and collective bargaining

Unit # 8: Ethics, justice, and fair treatment in HR management and employeesafety and health

Unit # 9: Managing global human resources

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DETAILED COURSE OUTLINES

UNIT1INTRODUCTION HUMAN RESOURCE MANAGEMENTThe Strategic Role of Human Resource Management:

Importance of HR management Line and staff aspects of HRM The new HR manager proficiencies Need to know your employment law HR certification HR and technology

The Strategic Human Resource Management and the HR Scorecard: The strategic management process Types of strategic plans Achieving strategic fit HR and competitive advantage

The HR Scorecard Approach:- Creating an HR Scorecard- Using the HR Scorecard approach

UNIT-2RECRUITMENT AND PLACEMENTJob Analysis:

The nature of job analysis Methods of collecting job analysis information Writing job descriptions

Personnel Planning and Recruiting: Planning and forecasting Know your employment law Internal and external sources of candidates Recruiting a more diverse workforce

Employee Testing and Selection: Basic testing concepts Types of tests

Interviewing Candidates: Types of interviews Designing and conducting the effective interview

UNIT-3TRAINING AND DEVELOPMENTTraining and Developing Employees:

Orienting employees The training process:

- The strategic context of training- The five-step training and development process- Training, learning, and motivation

Training methods:- On-the-job training- Off-the-job training

Evaluating the training effort

UNIT-4PERFORMANCE MANAGEMENT AND APPRAISAL Basic Concepts in Performance Appraisal and Performance Management:

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- Bargaining items- Bargaining stages- Bargaining hints- Impasses, mediation, and strikes- The contract agreement

Grievances:- Sources of grievances- The grievance procedure- Guidelines for handling grievances

The union movement today and tomorrow

UNIT-8ETHICS, JUSTICE, FAIR TREATMENT IN HR MANAGEMENT ANDEMPLOYEE SAFETY AND HEALTH Ethics and Fair Treatment at Work:

- The meaning of ethics- Ethics and the law- Ethics, fair treatment, and justice

What Shapes Ethical Behavior at Work?-

Individual factors- Organizational factors- The Boss`s influence- Ethics policies and codes- The organization`s culture

The Role of HR Management in Fostering Ethics and Fair Treatment:- Why treat employees fairly?- HR ethics activities

Safety laws Management commitment and safety How to prevent accidents? Work-place health hazards problems and remedies

UNIT-9MANAGING GLOBAL HUMAN RESOURCES

HR and the Internationalization of Business:- The HR challenges of international business- How inter-country differences affect HRM?

Global differences and similarities in HR practices:- Personnel selection procedures- The purpose of the performance appraisal- Training and development practices

Staffing the global organization:- International staffing: home or local?- Off-shoring- Values and international staffing policy

RECOMMENDED BOOKS (LATEST EDITIONS) Human Resource Management by Gary Dessler; Pearson/Prentice-Hall

Pub. ISBN: 0-13-144097-7. Legge, Karen. Human Resource Management: Rhetoric and Realities,

Anniversary Edition, Basingstoke: Palgrave Macmillan. ISBN 1-403-93600-5. A Handbook of Human Resource Management Practice, Armstrong,

Michael, London: Kogan Page. ISBN 0-7494-4631-5. Managing Human Resources by Wayne F. Cascio (International Edition). Organizational Success through Effective Human Resources Management by

Ronald R. Sims, Publisher: QUORUM BOOKS, Westport, London

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Documents

THREE_5532-Human Resource Management-1