Culture Organizations Management Strategies -Myassignmenthelp.Com

Question: Discuss About The Culture Organizations Management Strategies? Answer: Introducation The concept of human resource management is based on the philosophy of business and management oriented and formulation of strategies of human resources is related with the culture of organization. Culture of organization has great impact on human resource development program as they intend to provide a broad structure and opportunities for the development of technical and behavioral skills of human resources in organization. An organization embedding ethical values in its culture would be able to guide the conduct of its employees. One of the sources of competitive advantage of organization is cultural traits that cause variations in organizational excellence and human resource strategies. If an organization has flatter structure, then more number of employees are incorporated in decision making process and in case of taller structure, decision making is done by higher authority and decisions are cascaded faster. Employees of organization can be acclimatized towards objective of org anization by organizational means (Bahramiet al. 2013). Organizational culture is associated with beliefs and values that are shared by personnel and employees. Culture of organization influences the strategy of methods of human resource development such as training, selection and recruitment. If the organization has decentralized structure, then it emphasizes on empowerment and power of employees. Strategies in such culture are developed in a way that leads to increased responsiveness to flexibility and market forces. In some organizations, decisions taken tend to be centralized that is people in upper level of management are entitled to take decisions. Some other organization might place importance on goal setting, career development with the objective of maximizing customer services and performance of employees (Jackson et al. 2014). When an organization has centralized organizational structure, implementation of strategy is done consistently, and policies related to human resour ce is easier. Management is able to control and govern their employees in easier way. However, it is certainly possible that the culture of proposed human resource management will have conflict with the traditional managerial attitude and behavior and the established corporate culture. The importance of financial resources in the creation of a human resource management strategy. The effectiveness of strategies of human resources is dependent upon financial performances of organization. Human resources of organization are intimately tied to the success of human resource strategy of any organization. Need of financial resources for the development of strategy of human resources is dealt with ensuring wellbeing of employees, profitability and long-term financial stability of organization. Managing financial resources is one of the key internal functions of any organization and it assists them in shaping the strategies of dealing with human resources (Marler and Fisher 2013). Financial resources helps in the implementation of sustainable and substantial cost containment strategies that leads to a considerable increase in optimum utilization and development of human resources along with human resources planning. There are several factors that impacts formation of human resource strategies such as minimum wages, remuneration packages and nature of contracts. Nature of contracts with workforce helps in shaping the strategy and employees working on contract are regarded as temporary employees who will be provided with separate policies as compared to primary policies. It is said that management and productivity are not separable, and motivation helps in enhancing productivity. Climate of enhanced productivity can be transformed by management to long lasting culture if they are able to improve areas of decision making, clarity and development of human resource. Realistic compensation structure can be developed with the help of available financial resources as it helps in development of budget for assisting organization in maintaining worker tracks and retaining them. Financial resources help in purchasing of various inputs essential for human resource development and management of human resources. Such resources help in the development of designs and policies of human resources that helps in defining the relationship between internal busine ss process, growth and learning growth and performance management system (Kramar 2014). The factors affecting human resource management in a named organization Several numbers of factors affect human resource management of EasiClean plc that is a manufacturing organization. Some of the most important factors inflecting the development of human resource management include international business strategies, nature of subsidiary and administrative heritage. Government legislation- An organization is required to align their human resource strategies with that of government strategies. The way companies conduct staffing is regulated by regulations at state, federal and local levels. These are regarded as sensitive areas of legal concerns that need to be taken into account while framing human resource policies. An organization is required to comply with regulations framed by government in order to perform seamlessly. Adherence to regulations enables them to acquire human resources in competitive way and gaining access to talented people for the organization as a whole. Current situation of organization- The human resource strategies of the organization is influenced by the ongoing scenario. Analyzing the current situation of organization and taking into accounts its several aspects such as people, system and processes will help in strategy formulation that aligns with the current system. The different subsidiaries and divisions of Al Marai is maintained and handled by effective divisions of workers. Such personnel have extensive experience in human resources and administration. Organization has been able to successfully manage the bottom line despite of difficult operating conditions of company. Some of strategic issues of organization such as need of human resources and financial environment in which it operates are required to be taken into consideration while framing human resource strategies. Administrative heritage- The policies of HRM is strongly shaped by the administrative heritage that is not visible. Several factors help in shaping the heritage of multinational manufacturing organization such as internationalization history and culture of organization. Policies of HRM are influenced largely by competence of organization over others (Riley 2014). The administrative heritage of company involves chief executive officer, assistant to chief executive officer, executive for handling environmental corporate strategy, general manger handling bakery department, general manager handling corporate affairs, farming, general manager of support services and corporate human resources, corporate marketing executives, dairy, bakery and juice, general manager handling manufacturing and sustainability, general manager of poultry and new businesses. There should appropriate corporate hierarchical structure and management hierarchy enables proper functioning of business. The impact of government legislation on human resource management strategies. The practices of human resources management in an organization is impacted largely by the legislation of government of country in which they are carrying out their operations. Management of human resources department of any organization needs to comply with various policies, laws and regulations of governing entities. There are differing employment law regulations for different countries or state that affects topics on management of human resources such as labor relations, Employee retention, checking records of employee criminals and sexual harassment of employees and their exploitation. Department of human resource of any organization is constantly pressurized to adhere with the government regulations leading to new workplace compliance standards (Walsh 2015). Such types of regulations influence every process of organizations human resource department and this includes hiring, selection, training, recruiting, compensation and termination. An organization might be penalized extensively if they do not adhere to government regulations for formulation human resource strategies. In context of competitiveness, employers and employees influence the industrial relation system. Trade unions of organization are also impacted by regulations of government. Government decisions might enforce transformational change in any organization. Employment laws of any organization are impacted largely by the regulations of government. Privacy policies such as data protection laws, terms and conditions of employment, trade unions and laws on employee discrimination are dependent upon regulations imposed by government. Laws of human and labor in organization is related with the practices imposed by government agencies (Coetzer and Sitlington 2014). The ground work for creating an inclusive workplace and supporting a creating diversity at workplace is done by organization by aligning itself to legislation of organization. Improved job opportunities within organization are supported by adhering to some employment acts initiated by government. Organization adhering to laws ensures that there is appropriate classification of employees to their job duties. It enables HR professionals within organization to become well verse in changing area of law of employment for minimizing liability of organization in all aspects of operations of human resource management (Snell et al. 2015). The way a multinational manufacturing organization conducts staffing of its human resources is regulated by practices and laws at state, federal and local levels. Some of the practices that are required to be incorporated in the formulation of strategies of human resource management of an organization so that employees are equally treated and with due respect. Practices of providing equal opportunities to employees, sexual harassment and affirmative action is included in the strategies formulation. Some other laws and regulations that impacts the strategies of human resources management involves national labor regulations act, occupation and safety act, age discrimination employment act, mandatory retirement act, family and medical leave act and worker adjustment and retraining notification act. Privacy policies suggested by regulations provide organization with legal rights for accessing to information about performance of job and employees in certain jurisdictions. All the instance s of the laws and regulation of government influence every aspect of employees ranging from their privacy to performance. Equal employment opportunity actor employment equity Act- This particular act helps in improving job opportunities for employees in specific groups such as aboriginal people, women, people with disabilities and visible minoritys members. This particular legislation helps Sainsbury in ensuring strict prohibition and discouraging of several discriminations at workplace. Moreover, it is required by organization to follow the guidelines for mandating equal treatment of employees. Vocational rehabilitation Act- It is the federal law that enables authorization of supporting employment, vocational rehabilitation programs, client assistance and independent living. Human rights Act- This act provides employees within organization with equal opportunities without regard to ethnic or national origin, without regard to race or religion, family, sex and marital status. The medical leave and federal family Act- As per this act, eligible employees are provided with the ability to take unpaid leave for variety of circumstances such as serious conditions of spouse, senior employees and qualification of exigency concerning active military services. It is of utmost important on part of manufacturing and multinational companies to make efforts to stay abreast of regulatory and legislative developments in the area of human resource management. Organizations are required to keep track of development at state and federal level concerning regulations on human resources. The different models of strategic human resource management. Some of the models of strategic human resource management are as follows: Guest HRM model- Under this model, one of the vital outcomes of human resource management is employee commitment that is basically concerned with obtaining behavior consequence in terms of cooperation, increased efforts and involvement of employees that is regarded as organizational citizenship. As per the model, an organization can experience increased performance outcome and improved behavior when three outcome of human resource management are met. These outcomes comprise of commitment, quality and flexibility. It is argued by guest that an organization can achieve related outcome and higher productivity as per standard of industry, when a coherent strategy is adopted that integrates with business strategy and are sponsored by line management. Performance outcome is measured in terms of greater productivity, innovation, quality, reduced absenteeism, and reduced conflict lower labor turnover. Relation between strategy of organization and practices of HRM is provided by implementatio n of this model (Marler and Fisher 2013). Sainsbury Company operating in UK employs guest HRM model for maintaining commitment of employees for goal seeking through strategic management. This helps in improving productivity and overall performance of organization. Contingency model or best fit model- The strategy adopted by organization concerning human resources becomes more efficient when it is tailored according to environment and context of business. Internal and external elements are two fit that are linked to strategy of human resource. Best practice- This model is based on universalism and makes the assumption that set of practice is aimed at delivering high performance that will provide benefits to organization in all aspects. Organization under this model seeks to employ best practices that will help in compounding the performance of employees. Some of the elements of best practices include team working, sophisticated selection, employment security, communication and empowerment of employees (Stredwick 2013). HRM and personnel management- Human resource management is regarded as superior to personnel management as it provides strategic in two senses. Strategies of human resources are closely related with overall corporate and business strategies. The function of human resources is conceived in strategic ways rather than reactive ways. Patterson model- The factors that determine high and good performance is depicted in the Patterson model. An organization can improve their performance by implementing this model by adoption of several practices. These practices involve increasing abilities and skills of employees, enhancing motivation and positive attitude promotion and enabling employees to make full utilization of their abilities and skills by giving them with expanded responsibilities (Schippmann 2013). How human resource management contributes to the achievement of the organizations strategic plans. Strategy of organization is supported by various activities of Human resources management. Strategic human capital function operating within the complex and dynamic environment is reflected in the human resource department. Some of the activities that enable strategic planning of organization are listed below: Human resources leverage all the areas of organization and it is required to be ensured that strategy determination is aligned effectively with human resources. A new perspective of human resource development is required to capitalize on leverage. Human resource management helps in creating alignment between strategic planning and human resources activities. An organization is able to succeed when performance of organization is strategically linked to human resource department. For the enlargement of human capital within organization, it is required to develop every element of human resource management such as selection, training, compensation and hiring. The strategic plans of organization can be achieved through alignment of strategic human resource management plans and organizational strategy. Human capital understanding enables employees to work towards organizational goals. Strategies of business can be altered according to changing circumstances such as reduction in business, i ncreasing use of technology for enhancing production (Bamberger et al. 2014). Some of planning models that can be used for achieving strategic plans of organization are people maturity model, 5P model and human capital strategy. People maturity model- This model provides a maturity framework that focuses on continuously and improving the management of human assets or any information system within organization. There is involuntary improvement in the path from performance practice that are not consistent. Five levels of maturity are incorporated in the model for improving the practice of people management. Key process levels are involved in the maturity levels. Organization has an improvement program when they achieve each maturity levels. The 5 model of strategic human resource management incorporates five different activities of human resources. This involves philosophies, policies, program, processes and practices. Philosophy defines culture and values of business and provides strategy of managing people. Policies are guidelines and shared values for taking action concerning HR programs and HR related business issues and helps in facilitation of change. Processes define how activities are defined for its implementation and formulation. Practice intends to motivate needs role behaviors such as operational role and leadership managerial for managing human resources (Nel et al. 2014). Relationship between strategic plans and HRM: The plan of each resource within organization is ensured by management when it intends to develop strategic plans. Issues of personnel are required to be incorporated within formulation of strategic planning. Management of human resources entails organization to strategically apply the policies and formulates them accordingly and it should addressed needs of employees. The implementation of strategic planning within organization is supported by expansion of administrative function of human resources department (Fratri?ov and Rudy 2015). Credibility of department can be increased by increasing the competencies of personnel of Human resources and integrating it into their strategic plan. The bottom line of business is impacted by having a clear understanding of how the human resource management affects the strategic plan. Business seeking growth and harnessing of its potential and values make use of human resource activities such as training and selection. Employees are able to contribute to organizational development in accordance with strategies of business by way of strategic training and development (Min 2015). Therefore, it can be said that human resources department plays an important role in strategically planning of organization. Extension activities: Evaluation of the different models of preparing strategic human resource management plans for an organization such as EasiClean. EasiClean is a multinational manufacturing company that needs to have proper human resource management plan to handle their personnels and employees. The preparation of strategic human resource management of organization can be developed by evaluating several models that are discussed below: Guest HRM model- According to this model, it is difficult to establish relationship between high performance and commitment. A flow approach is employed under this model that leads to underpinning of strategic practices and creating desired outcomes. This model involves six dimensions of analysis that can be incorporated by EasiClean plc such as outcome, practices, strategy of human resource management. Financial, behavioral and financial outcomes are also considered under this model (Khalil et al. 2013). Harvard model- Implementation of Harvard model by EasiClean requires line managers to accept responsibility for aligning personnel policies and competitive strategies. Human resources policies are set for making the activities of personnel mutually reinforcing. The context of human resource management would be widened by including employee influence and associated question of supervisory style. Model would give emphasis on the adoption of strategic choices that is not driven by environmental and situational determinism. Choice of management of human resource strategies is impacted by broad range of contextual influences and the model makes the acknowledgement of such influencing factors (Kramar 2014). It helps in achieving the objectives of business by recognizing importance of trade of between employer, employees and other group of interests. As per the framework of this model, significant stakeholders in an organization are employees who have their own concerns and need. Four policies of are outlined by the framework of Harvard model and this involves human resource flows, employee influence, work system and reward systems. Employees get influenced due to enhanced power, responsibility and delegated authority levels. Human resource flows involve selection, recruitment, appraisal, termination and promotion. Motivation and pay system are included in reward system. Alignment of people and work designs are included in work systems. Harvard model is employed by organization on belief that human resource provides them with competitive advantage and employees should be treated as assets rather than cost. While employment of guest model helps in maintaining strategic fit between business strategy and HR strategy. As per Harvard model, creation of human resource strategies requires incorporation of interest of various groups of stakeholders that will help in formulation of business strategies. Guest models illustrates that effectiveness of organization incorporates crucial components such as strategic integration, high commitment, flexibility and quality (Campbell 2014). Former model imbibes hard soft approach to human resource management while latter involves both hard and soft approach to management of human resources. The factors to be considered when preparing human resource management strategies. The formation of strategies of human resource is a complex process and the strategy is highly influenced by business strategies and a set of factors influence them. Human resource practices pursued by employers at organizational level is dependent on number of factors such as production and their own business strategies, cooperative labor relations and support for HR practices. A contingent approach is required to be adopted by multinational organization in formulation of appropriate strategic choices. Critical needs of business should be identified, and strategy formulation should incorporate collective and experience judgment about the requirements of organization (Al Adresi and Darun 2016). Organizational culture- Culture of organization has a considerable influence on the way human resources strategies are planned and executed. It is required by operating enterprise to have sufficient assessment of cultural factors as the attainment of goals is supported y cultural background of organization. Technological advancement- Technology plays a very important role in formulation of human resource strategies as organization is entering into new generation and they are required to hire employees in different ways in growing competitive environment. Internal and external factors- Strategies of human resource in an organization is significantly affected by internal factors such as availability of skills of workforce and profiles of workforce. Some external factors involve competition in labor market, forecasting, outsourcing and gap analysis. Government policies and legislations- Legislations and policies framed by government have a considerable impact on the formation of strategies of human resources. Strategies of organization should be well aligned with the policies of government. Workforce demographics- The current workforce demographic requires management of human resource requires more than just hiring and terminating. For attracting and retaining younger talent, organization is requiring having different types of compensation packages and rewarding system. Implementation factor- Implementation problems should also be considered while developing strategies. Operations of organization should not be disrupted with the human resource strategies formulation (Schippmann 2013). To continue the operations of business seamlessly, strategy development requires employees to train in appropriate way. The key elements of a human resource management strategy. Some of the key elements of human resource management strategies are as follows: Training- Training can be defined as the process that enables a systematic and planned modification in behavior of employees through programmers, learning events and instruction provided. It helps employees to carrying out their duties efficiently by achieving particular levels of competence, skills and knowledge required. Learning- Learning is a process that leads to permanent change in behavior of employees resulting from their daily practices and experiences gained. One of the major processes of human adaption is process of learning that helps in formulating the strategies of human resource management. Education- In all aspects of life, it is required by individual to carry out development of values, knowledge and understanding. For carrying out developed and Development- Development is the realization or growth in the ability of individual employees that is achieved through the provision of educational and learning experiences. Talent management- It is one of the strategy for engraining employees and it is linked to transition and promotion of employees into new roles. Employees are engaged to provide organization with better ideas for helping making customers feel and provide them with better experience. Performance management- Sainsbury employs a mix method of performance management that involves improvement and continuous management. Employees are rewarded and recognized using different method of performance evaluations. Performance of employees is tracked by employment of process of performance Recruitment and selection- Sainsbury employs two process of recruiting people that is accessing application to make decisions and short listing candidates. Organization employees retention program for increasing employee retention and providing employees with every possible opportunities (Fratri?ov and Rudy 2015). Extension activities: How internal and external factors impact on the elements of human resources management strategies. Elements of management of human resource strategies are impacted by internal as well as external factors. Internal factors are related to the factors within the organizational and external factors are the factors outside the organization that might be related to eternal environment of organization. External Factors: Some of the external factors are as follows- Technological change- An organization can have improved human resources such as selection, training, performance appraisal, wages and salaries determination, recruitment and training with the help of implementation of latest technology. Practice of human resources would be able to done in a more effective way (Ugheokeet al. 2015). The recruitment programs at Sainsbury has been changed and advanced due to incorporation of technology in the process. Development and training strategy of organization have been improved due to incorporation of technology and enabling them to improve their knowledge and skills that enable them to effectively perform their duties. Change in culture of nation- Strategies of human resources is affected by changing the way in which management responses to local sensitivities. National characteristic influence the strategies of organization that is related with behavioral attitude of managers. Change in international economy- The strategies of human resource of multinational company is changed in affirmative way due to change in international economy. EasiClean would be provided with the scope of enlarging their manufacturing activities resulting from increased employment proportion if there is n positive change in economy (Jannatian 2016). Internal Factors: Some of the internal factors are as follows- Structure of organization- Effectiveness of strategies of human resources is dependent upon the structure of organization. The ways policies are framed and adopted are related with organizational structure. Formulation of strategy at Sainsbury is done according to their structure and there is a fundamental reassessment of positions and structures. Skill level of employees- An increase in skill level of current employees of organization also forms the basis of framing and modification of strategies of human resources. Compliance- An organization is required to frame its elements of human resources by adhering to the standards and legislations of country in which they are operating so that they are fulfilling all legal requirements. Evaluate the model used by an organization in the development of its HR strategy. For answering this particular question, an organization named Sainsbury has been employing Harvard model for encouraging the commitment of its employees through human resource flow, employee influence, and work and reward system. It is recommended by Harvard model that it is ensured by managers that reward system is consistent with the goals of organization. Rewards are given to employees by way of monetary and non-monetary benefits. One of the parts of this model is the system of human resources and formulation of strategies is done by taking into consideration interest of stakeholders, long-term impacts of decisions and outcomes of human resources (Khalil Darwish et al. 2013). Sainsbury also employs Guest HRM model for gaining knowledge and learning in the flied of strategic management of human resources. This helps in empowering and motivating employees working within organization in terms of professional growth and decision making. Selection of workers is done only if they are incumbent and are aligned with goals of organization. Employment of this model helps employees to be a part of decision making process and enhancement of performance. Developing a strategic human resource management strategy for Walco Plc. The strategic human resource management strategy is developed by Walco Plc that is a large chain of super market for improving performance of organization. An organization is able to achieve its objective if it incorporates strategic concept in the development of HR strategies. Some of the strategic aspects that will be included for the development involve setting up a corporate plan, initiatives, key relations and speed of decision. Planning of organization is done in such a way that there is alignment between organizational competencies and goals for setting HR strategy. For ensuring that business strategies are achieved, managers of organization need to appoint right people in right place. Policies of Walco should be integrated with business policies for providing a supporting platform to all personnels. Strategically, managing the human resource department of organization takes into consideration facts such as human resource system, their organizational structure and organizational objectives and goals (Ugheokeet al. 2015). Strategies of human resource management employ development of following strategies: Recruitment and job analysis- HRM at Walco plc has the responsibility of recruiting employee for filling up several positions in organization. Analysis of industry trends, job applications and future employment anticipation are done by the management for determining experience and skills in adequately filling the positions. Utilization and maintenance- The workforce of company is maintained by organization. Organizational framework is designed in such a way that maximum usage of human resources are done. Management of worker relations is involved in maintenance task of human resource. It also involves development of communication system and grievance handling relating to employees. Performance management- Under this particular strategy, assessment of performance of employees is done along with providing feedback to management regarding both negative and positive performance of employees. Promotion and increment of salary of employees are done by the method of performance appraisals (Lengnick et al. 2013). Employee development and training- Identification of training need for employees is the responsibility of human resource department of Walco plc. Training programs by organization ranges from employment of ambitious education programs for making then acquainted with say new software system to orientation program for acclimating new hire of company. Reward system- Reward system is an important part of management of human resources at Walco plc. This particular strategy provides organization with a mechanism for managing rewards of employees for their performance and providing them incentives. How the proposed human resources management strategy will support achievement of the business objectives for Walco plc. The business objective of Walco plc is to have a clear focus in developing new opportunities and running core business operations. Achievement of this strategic business objective requires integration with strategic human resource development. Employees are required to be encouraged for achieving the set objective of organization. Development of human resource should have set performance objectives where strategies are developed for enabling staffs to increase their productivities and meeting the set goals (Belcourt and McBey 2016). Achievement of objectives would be done by pool of developed resources available to managers. For ensuring efficient running of business of Walco Plc, the proposed business strategies will help in achievements of business objectives. Teams and employees of organization will be able to gain an in depth understanding of organization with the help of effective performance management. Walco capability leading o higher performance in their operational areas requires integration of system of performance management that will lead to achievement of objectives. Training and development of employees focuses on activities for employees development and helps in creating learning organization and ensures effective performance of employees through value addition and will enable them to effectively perform jobs and helps organization in gaining competitive advantage. Training employees will help in addressing weakness of employees, increasing productivity and ensuring satisfaction of workers. The optimal fulfillment of efficient carrying out business operations can be promoted by reward program. It also helps in alignment of business objectives of Walco and successful performance of job. Set goals of organization can be met with encouraging employees and rewarding them and ultimately helps in achieving business objectives. Extension activities: The potential barriers to the implementation of a human resource management strategy. The successful implementation of strategies of human resources can be impacted by several factors and some of the barriers are listed below: Inadequate assessment of cultural and environmental factors that would have effect strategies content and failure on part of management to understand business strategic needs. One of the challenges to the implementation of human resource management strategy is diversity in culture. Organization such as Walco Plc for implementing strategies requires modification of control management style so that they fit into local cultures. In large organization such as Walco Plc, there is tendency on part of employees to misunderstand some complex initiates take by management that might create obstacle in strategy implementation. Employees are reluctant to adopt to new business practices and in this regard, it is required by organization to customize the established protocols for effective communication and overall acceptance. Existence of inconsistencies between values and corporate strategies and bureaucratic culture of organization. Resistance to change- An organization can face barrier regarding the prospered new model due to resistance on part of employees to change. Global growth of company like Walco Plc requires integration of human resource into workforce. The complexities of bringing workforce in an organization are required to be assessed by organization by bringing together employees from different corporate and societal culture. Availability of skills- It is certainly possible in organization that there might not be enough skills for adopting the new advanced model. They might not have sufficient knowledge and require updating and training on same. This might act as barrier to implementation of prospered human resource strategy. Organization such as Sainsbury might face employees that are not updated and knowledge about skills required to handle new technological facets. Assessment of skills are required to be done through creation of training program that will assist in filling gaps after hiring of employees and development of skills across divergent talent that has been sourced. References: Al Adresi, A.S. and Darun, R., 2016. Enhancing Employees Trust and Commitment through Strategic Human Resource Management: A Literature Review. International Journal of Academic Research in Business and Social Sciences, 6(5), pp.413-426. Ardito, L. and Petruzzelli, A.M., 2017. Breadth of external knowledge sourcing and product innovation: The moderating role of strategic human resource practices. European Management Journal, 35(2), pp.261-272 Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge. Belcourt, M. and McBey, K.J., 2016. Strategic human resources planning. Nelson Education. Campbell, J., 2014. Health human resource as strategic business partner (Doctoral dissertation, University of Phoenix). Coetzer, A. and Sitlington, H., 2014. Using research informed approaches to strategic human resource management teaching. The International Journal of Management Education, 12(3), pp.223-234. Fratri?ov, J. and Rudy, J., 2015. Get Strategic Human Resource Management Really Strategic: Strategic HRM in Practice. International Journal of Management Cases, 17(4). Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. Academy of Management Annals, 8(1), pp.1-56. Jannatian, M., 2016. Study of the Relationship between Strategic Human Resource Management and Firm Performance (Case Study: Iran Khodro Company). Modern Applied Science, 11(3), p.38. Khalil Darwish, T. and Singh, S., 2013. Does strategic human resource involvement and devolvement enhance organisational performance? Evidence from Jordan. International Journal of Manpower, 34(6), pp.674-692. Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), pp.1069-1089. Lengnick-Hall, M.L., Lengnick-Hall, C.A. and Rigsbee, C.M., 2013. Strategic human resource management and supply chain orientation. Human Resource Management Review, 23(4), pp.366-377. Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management at work. Kogan Page Publishers. Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human resource management. Human Resource Management Review, 23(1), pp.18-36. Nel, P.S., Werner, A., Botha, C., Du Plessies, A., Mey, M., Ngalo, O., Poisat, P. and Van Hoek, L., 2014. Human resources management. Oxford University Press Southern Africa. Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge. Schippmann, J.S., 2013. Strategic job modeling: Working at the core of integrated human resources. Psychology Press. Shaemi, A., Allameh, S.M. and Hoveyda, H.R., 2014. Analyze the Impact of Strategic Human Resource Management Functions on Productivity of Human Resources. Arthprabandh: A Journal of Economics and Management, 3(8), pp.80-96. Snell, S.A., Morris, S. and Bohlander, G.W., 2015. Managing human resources. Nelson Education. Ugheoke, S.O., Isa, M.F.M. and Noor, W.S.W.M., 2015. Antecedents of Strategic Human Resource Management Practices on Intangible Firm Performance: Analytical Investigation of SMEs. Asian Social Science, 11(13), p.33. Walsh, D.J., 2015. Employment law for human resource practice. Nelson Education.