Developing Professional Knowledge and Practices of Human Resource Management - Coursework Example

Developing professional knowledge and practices of human resource management

• Introduction

The economists, Robbins and Decenzo (1990) have demonstrated that human resource management is acknowledged with the human beings in different dimensions involving literature, science, management and ethics inside or outside the organisation (DeCenzo, Robbins and Verhulst, 2015). Every single organisation consists of human beings, their cooperation and performances, their techniques of implanting ideas and skills, motivating good performances and ensuring their commitments and contributions in real life practices. All these aspects are very necessary for human resource management and its practitioner in an organisation to attain the objectives (Du Plessis and Fourie, 2015). This report will describe the foundation of professional knowledge and practices of human resource management, evaluate the role of continuous professional development planning, corporate social responsibility and ethics, business environment in various contexts, and HRM as a profession.

• Discussion
  • Foundations of professional knowledge and practice in HRM
    • Thinking Performer

The concept of thinking performer is coming from the UK’s famous professional organization, the Chartered Institute of Personnel and Development. Thinking performer is referred as a significant skill in human resource expert, the one whose performance is proficient enough plus to constantly challenge the method of motivation and implementation as well as benefits the organization they are dedicatedly employment with (CIPD, 2015). The thinking performer of is also known as the “strategic campaigner” who adjoins value to the organization through continuous contributions and self requisite development of target such as HR officers (Sondari et. al., 2016).

Figure 1: the matrix of thinking performer

(Source: Singh, 2014)

The concept of thinking performer in HR function is explained in this matrix. The “thinking performer” quadrant refers to the HR who is strategically able and wishes to change the conventional way of organizational functions by challenging current scenarios and demand more efficiency. For example, the HR and his management team of Amazon always look for strategic advancing technology to expand their business all over the world through the online supermarket concept (Nolan and Garavan, 2016).

The “wish-list dreamer” quadrant indicates the lack of effectiveness highly and this may be due to creation of proper communications with others like the Arcelik Company from Turkey is popular in Europe but not in emerging market of Asia because of linguistic problem which is creating obstacles in communications.

The quadrant “lifetime liability” indicates the lack of effectiveness and efficiency both highly such as competency. E.g. the Arcelik Company management team has lack of efficiency and effectiveness to go beyond their borders because they do not have proper business model for international marketing outside the Europe.

The last quadrant “automated bureaucrat” indicates the lack of efficiency highly in terms of accuracy and speed. For example, the organization Ocado from UK is not established enough in the international marketing due to lack of accuracy and speed in case of delivery in their business model.

• • • Continuing Professional Development

Continuing Professional Development (CPD) refers to the process of maintaining and updating employee’s profile in terms of professional advancement with this fast changing world. Continuing professional development also refers to the development and advancement of skills, talent, competency and knowledge both personally and professionally in context of improving the performance at the workplace. For example, a discussion was made amongst David D’Souza, Head of the CIPD, London; Simon Collins, Talent manager at Caterpillar and Rebecca Normand, International Business Manager of CIPD, which conveyed the message that CIPD is a way of updating knowledge and experiences according to changing conditions inside the professional bodies and maintaining a standard professionalism in which people’s learning and training are involved (CIPD, 2015). The professional Institute of the UK, the Chartered Institute of Personnel and Development defines the significance of continuing professional development as the commitment and engagement to the professionalism which considers different responsibilities as well as knowledge and skills required for meeting the challenges and opportunity. This CPD benefits the organization as well as the individuals to create updated professional profile with all requirements (Alfes et. al., 2013).

CPD is typically not a fixed mechanism and it basically depends upon certain basic questionnaires and techniques. It is a set of questions which help the particular person such as HR for growth, development and attainment of objectives related to the past and future of organization. The procedure is a link between the past observations and future recommendations. Though it is time consuming process but it creates balance between professional development and personal development addressing two types of effects, one is staffs the HR does or staffs the HR have as workforces (Nolan and Garavan, 2016). For example, in case of changes in the employment laws, HR has to be aware of organisational requirements as well as employee requirements (CIPD, 2015).

The benefits of continuing professional development in the training session of HR function refer to the best investment and practices of knowledge and skills in this particular domain which helps the HR to rectify several disputes. This is a procedure of developing a plan for professional advancement on a regular basis. The process of CPD also enhances the confidence and strength in career development and motivates individuals to tackle upcoming challenges and opportunities. CPD in human resource practices is more important because it help HR to upgrade himself as well as the whole team under the guidance (Singh, 2015).

The learning reflection of my professional practices in human resource function will be described in the following table:

Table 1: Reflective learning of HR functions

Time

Functions

Reasons

Learning outcomes

Usage/ Actions

Month 1

Organizational culture-

The innovation and involvement in this segment was benefited by the diverse culture of the organization because every employees and employers has engaged and motivated by each other’s work and culture. I have found it is successful enough for growing with various cultural experiences.

As an HR, I had to meet with numerous kinds of people inside or outside the organization. Thus, in training session, my senior HR consultants had described me the importance of HR functions in organizational culture. The seminars on employee culture have helped me to find out the best practices of HR functions with other employers and staffs.

These thought-provoking determinants helped me to identify distinct culture inside the organization and their involvement as a whole.

I have learned the importance of employee empowerment and engagement for the maximization of company profile.

These cultural practices have influenced me on all aspects of human resource functions.

As an HR, I had to share my past experiences and knowledge with other employees, regularly interact with managers and employees

Month 2

Project initiatives-

Participation in the project initiative section also had been recorded during my training session. The projects of the particular organization are evaluated and estimated regarding its equipments and financial occurrences before execution.

I had to identify and determine the quantitative and qualitative measurements of any project before initiation because it has several measurements and actions to be done in a synchronized manner to fulfil the consumer’s needs.

Establishment of interaction with outside people means clienteles and consumers. Proper checking of all the necessary technical equipments and documents.

As a HR, I have to retain the perception about minimum quantity or quality of the desired products and its maintenance.

Month 3

Soft skills

I was trained for personal profile development and worked with subordinates to understand the team based working culture and behaviour.

I was given a personal questionnaire and was requested to create the personal development plan in a regular basis.

Also having a personality development driver, I had to work with different departments and colleagues.

In this soft skills, I have learned about the behavioural aspects, self-awareness and understanding of alignments by getting feedback from seniors and colleagues.

This action has a great usage in my career or professional development on how to work with colleagues from distinct branches legally and personally both.

Month 4

Leadership skills

Though I am a HR of a new organization; thus, I had to concern about the new projects and its effects before my subordinates as it would define my leadership skill which is a very important in HR functions.

I was assigned with a new inter-project inside the organization to tackle a team of 7 members who had to draw a project on GIS system development. Here I had to collect information and plan for future development of the particular system in a specific area.

Getting feedback from others, I was selected as “best learner and team leader” at this section which helped me to stand out with another large project. Beside this, I also recognized my learning outcome’s effect has met the objectives I have taken.

As it is an everyday responsibility, I have to deal with consumer’s needs and expectations to meet the satisfaction level.

(Source: Singh, 2015)

Personal development plan is also necessary and has been mentioned in the above table to enhance the soft skills such as behaviour, language, interactions etc. As an HR, creating a personal development plan under the continuing professional development is a beneficial task to improve the personal skills of audit and measurements, setting of goals, selection of opportunities, performance and evolution of activities and performing valuation (Rees and Edwards, 2009). Thorough continuous professional development, an organisation is responsible for developing a HR practitioner professionally and personally worth enough for the organisation. CPD is a productivity driver which enhances the business benefits as well and also enriches different role of HR as a professional (CIPD, 2015).

• • Ethics, corporate social responsibility and HRM

In human resource management functions, HR has to support commercial relevancies such as business cases in an organization and on the other hand, the person is also responsible for serving organizational requirements in case of societal legitimacy. HRM ethics can be defined as a set of principles acting as a code of conduct (Chowhan, 2016). Such as in Vodafone organization, the HR has shared the list of “code of conduct” services to the technicians to create a plan for proving best solutions. In human resource functions, some ethics such as behavioural ethics, legislative ethics etc. are acting like guidelines to direct the staff in a good way. An example can be cited from the literature of Das (2016) that there are some regulations which are generally used to maintain the organizational rules in case of recording of attendance and performances.

In human resource management function, corporate social responsibility plays a crucial role to sustain the development of an organization because it comprises of the legal, economic, philanthropic and ethical prospect positioned on establishments by societal people at a certain time (Schultz et. al., 2015). It involves the business strategy putting shareholder’s outlook and the opinion of constant development and modernization for the sake of organization. Corporate social responsibility also indicates the integration of environmental and social responsibilities inside the organizational operations. For example, in the work of Chowhan (2016), the author mentioned about the annual summit Vodafone organization in the operating countries such as in London or India where they informed about their corporation’s social responsibility for diverse cultures, interactions and activities.

Since the HR should be aware of all ethics and corporate social responsibility of an organization, the person is considered as a leader of the management team. For example, the function of HR is usually accountable for drafting in addition to executing worker’s codes of conduct included in the organizational staff-handbook. Ideally, this is performed for recording an organization’s obligation to environmentally and socially responsible performances amongst its personnel (Ozuem, Lancaster and Sharma, 2016).

The ideology of ethics and CSR benefits the organization vastly and the subjects of HR include these two aspects significantly. Failing to assure and achieve the functional success, the organization is accountable for compliance issues. Therefore, it is necessary to maintain the legal statement and social responsibility towards the corporate and community with the aid of HR. For example, international HR functions with different cultures and the person has to maintain legal and social interaction with employees, consumers and board of directors.

For instance, according to Sarkar (2016) in Nokia’s factory in Shenzen, China, several issues have been identified regarding the corporate social responsibility and ethical structure whose resolutions have been determined after assessing the problems. The issues have been found in the area of safety & wellbeing, compensation, working duration and living conditions. The resolutions here have been made by the appointed HR by the measurement of the chemicals and its harmful effects on workers, performance allowance has to be provided by the organization in a form of bonus annually to motivate and empower the worker’s ability, reduction of working hours so that the workers can spend family time and incorporation of safety measurements.

• • HRM and the business environment in different contexts
    • PEST analysis of Vodafone

The strategic tool, PEST analysis is used to evaluate the external parameters affecting the internal and external environments of business which is directly related to human resource management. The term refers to the political, economical, socio-cultural and technological parameters and all of these parameters are measured and evaluated by the HR. Every organization depends on the internal and external environment of business for inputs and to make output. For this reason, impacts of internal and external business environmental analysis are taken into consideration to rectify the changes according to the organizational, consumer and shareholder’s needs. Here, the PEST analysis has been performed with Vodafone organization in the UK to identify the factors affecting its business environments (Christofi et. al., 2013).

Political factors

Vodafone has faced problems in dealing with policies and strategies set up by the UK government in Berkshire. Political factors had created obstacles during the privatization of British Telecom with Vodafone, UK. Licensing of phone and income tax policies of Vodafone were also in problem due to allegation of regional politics (Nwachukwu and Nwosu, 2016).

Economical factors

After overcoming the crisis, Vodafone still now economically instable in UK because of high labor charges, high price of manufacturing plus maintenance of network and existence of competitive industries like Virgin.

Socio-cultural factors

The manufacturing industry of Vodafone has also faced awareness of health and social wellbeing problems in the UK, mainly in its production sites and surroundings in south London.

Technological factors

Incorporation of advanced technological equipments such as digital telecommunications or using of 3G and 4G services were not highly available to provide additional services for consumers with online chatting or messaging applications in the United Kingdom.

• • • Implications of business environment on HR functions

The functions of HR are affirmatively influenced by the organizational status in several methods. Inside of an organization, the functional support of HRM joins with management and other activities to persuade organizational reputation. For instance, HRM should collaborate with business communications closely to help the employees communicably advanced plus provide information to the organization and outsiders with the help of consistent PR activities. Researchers highlighted the significance of other actions particularly in case of controlling organizational reputation (Bhaskar, 2016). The HRM has to share the conversation made up with external shareholders with personnel during training for idealizing the concepts of an incorporated communication method.

Three most essential parts where functions of HRM influence social responsibility of business environment, they are ethics, community involvement and employment practices (Ehnert et. al., 2016). Collaborating with management and HR functions, strategies and processes are prepared so that workers can act ethically with customers, suppliers and external shareholders. Employment practices involve resourceful practices of staffing, compensation and training. While in community involvement, this includes fostering of an open culture within the organization for conducting business swiftly.

• • HRM as a profession

According to group headed by Dennis (Nickson, et. al., 2008), the role and functions of HR are changing depending upon the conditions whether an HR is suitable for being a business partner or an employee champion. The insight, experience and expectations of the HR are also changing and as a result the outcomes vary. The basic role of HR is to perform several functions to control the human resource inside the organisation so that it benefits the business. There is constant change in the HR practitioner’s perception and experiences during his or her education and employment (Nickson, et. al., 2008).

• • • Role of an HR

The main roles of HR in the organizational management include the controlling of human beings inside the organization, mainly the employees or employers. The basic role of HR manager is to tackle with the employee’s and public’s issues which are directly related with the organization. Under this category, some other roles of HR also comprise of recruitment head, training head, project manager or the head of the social welfare designations. All of these roles are functionally appointed for the HR to look upon different matters inside the organization to ensure the organizational reputation, increasing the awareness about the existing and newfangled regulations (Savvas, 2016). For example, Dennis and his friends had conducted a survey where mixed types of reflections and experiences were found about the role of HR. Some of the students reflected that HR was adopted as both business partner and employee champion whereas some reflected that HR was suitable for either of the above mentioned roles (Nickson, 2008).

Apart from these, another important five main roles of HR function are executive role where HR have to look after the people management; auditory role where HR have to check the organizational economic system; facilitator role where HR have to look after the employee’s empowerment and engagement matters while incorporating certain policies or stratagems; consultant role where HR generally helps subordinates in their controlling processes regarding the professions and the last one is service role where HR himself have to involve with the organizational functions like information collection from outside (Nwachukwu and Nwosu, 2016). All of these roles of HR are functionally described in the following.

• • • Functions of HR

The major functions of human resource manager include planning, developing, plus administering the strategies and policies to design the program or business model to produce organizational productivity and profitability. The objectives of HR are to make effective use of human resources, to produce desirable enterprising relationship with amongst all the staffs within the organization and to create maximum development (Ozuem, Lancaster and Sharma, 2016):

Resource planning which is necessary with the help of research and development team before executing a task that involves several objectives of the organization such as quantity of raw materials or numbers of workers etc. This whole plan is completely made by the HR after gathering all the necessary information about the project and also the particular forecast of the desired outcomes.

Staffing or recruitment includes the involvement of HR who usually selects the best process to recruit the skilled and talented candidates for the organization significantly as it is related with the organizational standard. Staffing is performed to fill up the vacancies within the organization with the qualified candidates (Ozuem, Lancaster and Sharma, 2016). During recruitment, HR is generally appointed as interviewer to develop the professional and personal administering facilities for selecting applicants.

Employee development is a crucial parameter according to the organizational requirements as well as the area of developing personal attributes. Training is the primary phase where the whole HRM team gives proper knowledge of theoretical and practical skills on the job in which the trainee has to involve (van den Brink et. al., 2016). Regardless of experienced or inexperienced, the HR creates different development programs to work out routinely such as soft skill development, leadership development, professional development etc. to maximize the organizational as well as candidate’s productivity and efficiency. As organisational culture is an important part of the business development, therefore, the HR practitioner as business developer is responsible for cultural changes inside the organisation. For example, according to the article published in The Telegraph (2001), the automobile company Land Rover’s Solihull plant was purchased by the Ford from the BMW, the staffs inside the company had faced cultural changes as around 1300 workers were transferred to that Solihull plant under voluntary redundancy scheme. In order to improve the worker-employer relationship in a new working environment, the HR, Mr.Burela made all the efforts including inviting the workers for refreshment.

Employee maintenance includes performance appraisal, compensation and rewards programs which is necessary to keep the track records of each and every employee’s performance. Rewarding the performance is a way of reducing the employee retention which is important for any organization (Ozuem, Lancaster and Sharma, 2016). Also these activities help in creating assessment report of the employees that is required to be prepared by the HR.

• • • Challenges faced as HR

During executing these above-mentioned roles and functions of HR, I have faced various challenges because the role of HR is opinion based and it is a challenging task moreover. I have selected HR as a profession and thus during my tasks, certain obstacles have been made; such as, in recruitment panel, I have faced problems with other recruiters and some subordinates in case of designing the plan for candidate selection. When I was involved in training session of Land Rover Talent aqcuisition’2016 as a HR, I have identified my functions as a trainer was not considered properly because of a minor reason that I was just new in the organization and therefore, my knowledge and experience of training was not sufficient for candidates. Since the HR functions are organization-driven process, the effectiveness and productivity completely depends on the HR perceptions and its employability. As an HR, my function is also to develop the strategies and policies according to the organizational requirements which influence the organizational reputation and productivity. In this section, I was encountered with few arguments with the management and the employees as well, regarding incorporation or changing of new rules or strategies.

In this globalization period, the needs are changing depending upon several issues like economy, social or communal and as a consequences, the role and function of HR also are changing and modifying. Therefore, as a HR I have to develop some new ideas and inclusions in the HRM functions such as employee development or employee maintenance to fill the gap. However, to determine certain issues in these divisions, I had arranged a survey with PricewaterhouseCoopers and I identified that employees were always comfortable with old rules rather than new incorporations. Apart from these, some non-compliance issues of employees regarding the projects have created during my training as HR. Though the organization offers enough openness to the employees but the human resource management team and I are encountered with various issues and arguments.

As an HR, the role, functions and challenges are varied. The feedback report of employees is very important for HR to direct the team and manage the subordinates properly. Being a HR practitioner, it is a challenging job as well while it includes not only employees from inside but also all the related people from outside the organization and the HR usually is accountable for all kind of internal responsibilities. The consequences of HR functions will be accomplished while the HR practitioner will be able to perform the tasks according to the organisational requirements.

• • Skills of the HR professional

The skills are found from the modules are described in the following (Ozuem, Lancaster and Sharma, 2016):

Pay and Performance- The basic skill outlined from this module are managing of performance and making of pay structure. The performance of the employees inside the organization is recorded and set according to the salary scale for the particular job. Here in this module, performance is appraised and recorded to maintain the employability. According to the organizational policies, employees are paid and rewarded depending upon the position they hold and work for. The skills I have developed from this module are soft skill and leadership skill which helps me in the future development.

Though the communication with subordinates during the training period was good but my choice of vocabulary was poor. For this reason, I have taken a decision to improve my vocabulary and learn terminology by spending time in reading newspapers and articles.

Employee development- From this module, organizational culture development is recognized as skill for advancing both the employees personality and professionalism. During training session, the development plan is made including all the necessary parameters such as employee’s qualification, family background, culture etc. to augment the development. This module is basically studied to acquire the knowledge and techniques of surviving amongst the diversified cultural organization properly through the development support and maintenance facilities. In this session, I have developed the abovementioned skill which would help me in the forthcoming days within the organization when I will be designated as an HR.

Though I was good at adapting with the changing environment but sometimes lack of patience felt me in conflicts while emergency conditions took place and as a result I was consistently failed at my expectations. As a HR of an organization, I will have to be concerned about changing circumstances inside the organization and simultaneously I have to control my anger during emergency.

International HRM- This module basically indicates the functions and strategies of international HRM that means the skill developed from this module is leadership skill. The knowledge and skills of international HR practitioners should be more potential and powerful enough in terms of dealing with diverse cultures and communal societies all around the world. International HRM is also a part of expatriation and the practitioner has to fulfil all the criteria significantly, specially the managing employees.

From this module, I have developed knowledge on the leadership skill and experienced with my ability as an international HRM. However, I have found myself with lack of information about laws and acts of different countries. For improvement purpose, I have taken the decision to learn and acquire the information about the foreign country’s laws and acts which will help me during my expatriation as an international HR.

Discrimination- From this module, the skill developed is soft skill growth which is very important to stop discrimination from the organization as it creates a huge gap between the management and employees. Discriminations are identified in various regions such as race, gender, class, education etc. Removing discrimination from the organization is a crucial and challenging task for every human resource practitioner. For example, we often find discrimination inside the organization amongst employees about gender. Since most of the organizations are male dominated, but these days female empowerment are happened to motivate the female domicile in the particular job in the position of CEO, manager or HR, which is not sometimes entertained by the male employees or employers.

I have developed the motivational and management skill from this module of HRM. I was appreciated while making decision about women empowerment and engagement in the higher levels. However, the organisational structure of the company created communication gaps for better implementation of women empowerment. The improvement decision in this context I have taken to create a new improved organisational structure for increasing the women empowerment opportunities through the continuing professional development plan.

Equal opportunity- From this module, the skill developed is project initiation ability as an independent body. In an organization, employees from all levels should be treated equally and their perceptions should be fully judged and respected. They will be provided with all kind of opportunities and advantages depending upon their performances and ability.

As a HR practitioner of an organisation, I have developed the skill from this module is leadership ability that is project initiation. With equal attention and concerns, I have to manage with all subordinates. It is my duty as human resource practitioner to hear and attend all levels of employee’s concerns and requirements and offer them the best solutions. For example, I experienced from my training that I am selected as best trainee after rectifying my lack of communication skills.

Although, I was capable of creating an open field for all subordinates to share their ideas equally in terms of project initiation but I had tough time choosing the suitable ideas for making the organisation further efficient as some of the ideas could be conflicting with the organisational policies. The decision I have taken to improve this condition by creating good relationship with the employees by sharing each other experiences and accomplishing their abilities and talent to take the project as an initiative.

Beside all these strategies, I have been also focusing on the theoretical approaches of business application which is HR function related such as corporate responsibility, impacts on society and culture, competitive advantage from employee’s efficiency and effectiveness etc. As a HR practitioner, I have found that the role and functions of human resource manager would always be judged by the subordinates and seniors inside the organization and categorized those judgments into strengths and weaknesses (Momin and Mishra, 2015). The whole organization is looking for the expected objectives to be met by the human resource management team under the guidance of HR practitioner. Thus, as a leader in form of HR, the “open door policy” is best for attaining the success and getting benefits.

• Conclusion

It is stated that the established relationship between human resource management and its effect on organizational value, are completely based on the structure of the association. The major strategic objectives of HRM are considered as principle protocols of commercial organizations which are unconventional, financial presentation and development prosperities for the organization. The importance of human resource management strategy as well as the organizational effectiveness lies in the advancement of the organizational structure to manufacture the agendas that provide additional benefits on functioning assessment significantly.

Reference List

Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), pp.839-859.

Bhaskar, A., 2016. Hrm Practices on Organizational Commitment of Employees and its Impactimpact. Indian Journal of Applied Research, 6(1).

Chowhan, J., 2016. Unpacking the black box: understanding the relationship between strategy, HRM practices, innovation and organizational performance. Human Resource Management Journal, 26(2), pp.112-133.

Christofi, M., Kaufmann, H.R., Vrontis, D. and Leonidou, E., 2013. Cause-related marketing and strategic agility: an integrated framework for gaining the competitive advantage. World Review of Entrepreneurship, Management and Sustainable Development, 9(4), pp.518-542.

CIPD, 2015. CIPD Podcast 101 - CPD for HR. [Online] Available at: <http://www.cipd.co.uk/hr-resources/podcasts/101-CPD-HR.aspx> [Accessed 18 May 2016].

Das, V.T., 2016. Human Resource Management Practices Impact on Employee Job Satisfaction in The Public Sector Undertakings–An Empirical Study. PARIPEX-Indian Journal of Research, 5(4).

DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L., 2015. Fundamentals of human resource management. Wiley Global Education.

Ehnert, I., Parsa, S., Roper, I., Wagner, M. and Muller-Camen, M., 2016. Reporting on sustainability and HRM: A comparative study of sustainability reporting practices by the world's largest companies. The International Journal of Human Resource Management, 27(1), pp.88-108.

Momin, W.Y.M. and Mishra, K., 2015. HR Analytics as a Strategic Workforce Planning. IJAR, 1(4), pp.258-260.

Nolan, C.T. and Garavan, T.N., 2016. Human Resource Development in SMEs: A Systematic Review of the Literature. International Journal of Management Reviews, 18(1), pp.85-107.

Nwachukwu, B.I. and Nwosu, I.M., 2016. International Journal of Current Research and Academic Review. Int. J. Curr. Res. Aca. Rev, 4(1), pp.171-177.

Nickson, D., Hurrell, S., Warhurst, C., Newsome, K., Scholarios, D., Commander, J. and Preston, A., 2008. ‘Employee champion’or ‘business partner’? The views of aspirant HR professionals. In CIPD Centres’ Conference.

Ozuem, W., Lancaster, G. and Sharma, H., 2016. In Search of Balance between Talent Management and Employee Engagement in Human Resource Management. Strategic Labor Relations Management in Modern Organizations, p.49.

Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Rees, C. and Edwards, T., 2009. Management strategy and HR in international mergers: choice, constraint and pragmatism. Human Resource Management Journal, 19(1), pp.24-39.

Sarkar, S., 2016. Corporate Social Responsibility: A Way Towards Women Empowerment (Doctoral dissertation, Indian School of Mines, Dhanbad).

Savvas, M., 2016. Managerial Imagination. SAGE Open, 6(1), p.2158244016629186.

Schultz, E.B., Bennett, N. and Ketchen Jr, D.J., 2015. An Examination of the Relationship Between Strategy and Human Resource Management Practices among Small Businesses. Journal of Small Business Strategy,8(1), pp.35-48.

Singh, A.P., 2014. Hierarchical and sectoral differences in HR competencies.International Journal of Education and Management Studies, 4(1), p.52.

Singh, I., 2015. Role of Public Administration in the Development of a Country. Role of Public Administration in Developing Human Resource and Management Skills, p.80.

Sondari, M.C., Tjakraatmadja, J.H. and Bangun, Y.R., 2016. Modeling Research Competency of Faculty Member: A Preliminary Data. Sains Humanika, 8(1-2).

• The Telegraph, 2001. Land Rover gets into gear for a new era. [Online] Available at: <http://www.telegraph.co.uk/finance/2719790/Land-Rover-gets-into-gear-for-a-new-era.html> [Accessed 18 May 2016].

van den Brink, M., Holgersson, C., Linghag, S. and Deé, S., 2016. Inflating and down playing strengths and weaknesses—Practicing gender in the evaluation of potential managers and partners. Scandinavian Journal of Management, 32(1), pp.20-32.