LEGEND Blue: AIMI Purple: WEI YI Green: HELENA Yellow: References Blue: Comments

DRAFT : MPIO Assignment

(Word Count: 6300 words)

To include later Abstract : providing overview and limitations of our research 1. INTRODUCTION (722 words) 1.1. THE NEED FOR HRM The idea of globalisation or an evolutionary discovery that the world is flat (Ref) has driven organisations to operate in an environment where we are forced to move forward or faced with perishability. It is unconditional and applies to organisations of all nature. Efficiency and effectiveness in delivering competitive advantage is no longer an added advantage but a necessity for survival. In most organisations these days, people and technology are the assets that work the hardest to achieve returns and optimise organisational performance. However, unlike technology, managing people are more complex due to the nature of human relations and the presence of behaviours and emotions, making it unique in varied situations and hence needs to be recognised. 1.2. DEFINING HRM The renewed interest in the social sciences and behavioural sciences associated with human relations in the 1980s gave birth to Human Resource Management (HRM). What was traditionally known as Personnel Management changed to HRM which is concerned with a more systematic approach to personnel management whereby a coordinated and holistic approach is used to integrate the various personnel activities so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be inter-related. Policy-making and procedures in one of these areas will then have an impact on other areas (12_Dictionary of Human Resource Management, 2001, p.162). The idea of Strategic Human Resource Management (SHRM) later emerged, whereby an emphasis in managing HRM is closely related to the organisations corporate strategy. 1.3. OBJECTIVE OF STUDY Our area of interest in this study is to explore the effective alignment of current HRM Policies to the business strategies of selected organisations, and how they impact to the contribution of business performance. We will study three main principles underlying the current HRM Policies of two organisations (one a multinational corporation and the other a small local firm). The HRM Policies in focus are firstly the Recruitment and Selection Policy, followed by the Training and Development Policy and finally the Performance Management Policy. We have selected two organisations within the financial services industry as the subject of this review. Standard Chartered Bank Malaysia ("SCBMB" or "the Bank") had been chosen as it is a global organisation with offices and branches set up across the world. Standard Chartered PLC has operated for over 150 years in some of the world's most dynamic markets, leading the way in Asia, Africa and the Middle East. SCBMB is part of the Standard Chartered Group and has been established in the country since 1875. With such an extensive history operating in Malaysia, it is now one of the largest foreign banks in the country. SCBMB today employs more than 5,000 employees which covers more than 30 branches across the country and is focused on leading the way through product innovation, consistently strong growth performance and sustainability

initiatives. (Standard Chartered Website: http://www.standardchartered.com/aboutus/business-and-strategy/en/index.html). However, due to the large scale of the organisation, we have narrowed our focus for the purpose of this study and have selected the Finance Department to assess the relationship between its strategy and performance with the Banks overall HRM practices. The other organisation; a completely opposite of SCBMB (hence the subject of our study), is Singular Asset Management (Singular). A small Malaysian based company, offering fund management services. Singular has been established in Kuala Lumpur since 2002. The company has grown from three employees to nine employees to-date. The company runs on a flat and open management structure, where every staff has direct communication with the managers and even the CEO. Therefore it has an environment and culture where new ideas and innovation are constantly welcomed on board. With the difference in organisational size, we intend to examine the effects of these three musthave HRM policies in an organisation i.e. Recruitment and Selection, Training and Development and also Performance Management. Since they both operate within the same industry, we expect congruency in both perceptual indicators of organisational performance and HRM polices, thereby providing a comparable base between the empirical evidence to exhibit its link with both organisations business strategies and in turn their business performance. This study will cover on how their practices differ, why it is such and how each implementation of HRM policies by each organisation affects its business performances. 2. THEORITICAL REVIEW OF VARIOUS HRM MODELS (1890 words) 2.1. OVERVIEW Based on studies of various literatures that focused on impact of HRM Practices to organisational performance, there has been mixed results. The works of Huselid (1995); Huselid & Becker (1994); Ichniowski et al. (1994) and MacDuffie (1995) has provided for positive associations between various HRM practices perceptual measures of organisational performance. Whereas Levine & Tyson (1990) and Wagner (1994) has concluded otherwise and added that the empirical results may have been biased due to methodological issues (8_Delaney & Huselid, 1996). Various conceptual frameworks have been used to explain the links between strategic management and HRM practices which in turn will affect the organisational outcomes. In this study, we will look at two theoretical frameworks which are deemed fit to the two organisations of study. They are the traditional Best Fit Model and the other, the framework from Pfeffer & Cohan (1984) i.e. the Resource Based Model. A brief overview of each model is described below. 2.2. BEST FIT MODEL The Best Fit Model is mainly concerned with strategic integration (Beer et al 1984, cited in McKenna & Beach). It assesses the extent to which there is vertical integration between an organisations business strategy and its HRM policies and practices which develops the SHRM within the organisation (19_Beardwell et al (2004). Associated with the traditional school of thought, it assumes that the strategies formed during the decision making process is rational, and a number of approaches was identified in forming the best fit or matching model of SHRM. They are the Life Cycle approach (14_Baird & Meshoulam , 1988) & Competitive Advantage

approach (Schuler & Jackson, 2000). However, only the Life Cycle approach will be discussed here in relation to our study. 2.2.1. LIFE CYCLE APPROACH An application of this approach with regards to SHRM is concerned with matching the selection and management of appropriate HRM policies with each organisations development stage as this is what determines HRM effectiveness. It is based on the notion that as the organisation grows and develops, HRM policies and practise must change and develop to meet the needs for each stage. The stages occur in predictable and relatively discrete building blocks. McKenna & Beach described them as four stages of organisational development; they are the Start Up phase, followed by Growth, Maturity and Decline phase. Start Up The initial phase of a new organisation most likely has the characteristics of entrepreneurialism or management by the founder, informality with limited products or services in the market. Therefore the concerns of the management will be on basic HRM concerns, for instance hiring, salary administrations, keeping records of leave and maintaining individual files. As managers makes most decision, a high flexibility in the HRM policies and practices is required with the idea to spur growth of the organisation at the back of their mind. Growth As the organisation achieves line of technical specification, dynamic growth and expanded product line or markets, this is where it has entered the growth phase. The need will arise for the organisation to continuously produce more efficiently and effectively to meet rising demands. The managers whom used to multitask with basic HRM roles like recruitment, training and compensation, will need specialised personnel to perform these functions. . It starts with establishing a personnel department, with automated systems for payroll and recordkeeping of employees profiles. They are likely to work within a budget and the organisation by then will need to develop a formal HRM policies and procedures as a guide to harness a control system within an expanding organisation. The HRM policy in its staffing needs to attract best talents, and to do so, the reward systems needs to at least meet or exceed the labour market rates. For long term retention, it is necessary to define what the future skills required and to direct the training and development in fulfilling those needs which in turn will establish career ladders for its employees. Maturity As the market mature, the profit margin shrinks with the entrance of other competitors in the market. Certain products or performance of the organisation hits a plateau. This is when organisation needs to respond to the market in order to sustain their competitive advantage and retain their viability. Pressure for managing costs will result in diverting the managements focus towards productivity, cost effectiveness. Costs for newly added programs or specialisation must be justified and added only if a clear return on investment can be seen. Diversification may be inherent as well to spread the risks, respond and adapt to the external forces.

As such, staffing would require recruitments of adequate numbers and mix, which would encourage mobility and manage sufficient turnover to minimise layoffs. The reward system will have to be a form of established formal compensation structure by then, but simultaneously, need to adapt to managements cost concerns, therefore the system should at least meet external market with consideration of internal equity. Training and development should be focused on moulding effective management team through both developments of management and organisation as flexibility and newly added skills are required to manage an ageing workforce. It is visible that a form of strategic integration across its business function is taking place to promote team action, with highly developed monitoring capabilities and ability to adjust to the environment. Hence HRM is then recognised as everyones job or experiences what is termed horizontal integration. Managers realise the importance of human resource in positioning the organisation in the future. Human resource implications need be considered before a major business decision is made whether it be a new acquisition, introducing a new product or entering new markets (Pascarella 1985 as cited in Baird & Meshoulam) Decline The market forces the organisation to prepare for an exit and consequently faced with downsizing. Management focus will then be on making crucial decisions of its product line or market, which one needs to be cut or retained, in order to ensure their survival. HRM will be playing a crucial role in determining these decisions, as even the slightest error at this stage may place a significant impact on the organisations survival. For staffing, HRM need to plan and implement workforce reductions and reallocation where necessary to further manage costs. So is the reward system; main concern will also be of tighter cost control. Training and development will need to focus on a retention implementation of selected employees, whereby career consulting services will help manage the morale of the wanted employees from leaving the organisation. In concluding the fit model, Torington and Hall (cited in Beardwell et al.) identified that employees are the key to achieving business strategy, hence the HRM policies and practices are designed to fit the requirements of the organisations business strategy. The top down version of fit can be seen as it assumes a classical approach to strategy which assumes that business objectives are cascaded down from senior management through departments to individuals, and these are not without limitations, which will be discussed in later sections. 2.3. RESOURCE-BASED MODEL 2.3.1. OVERVIEW

The Resource Based Model or some referred to as the Resource Based View (RBV), to the contrary to the traditional model mentioned above, focuses on developing organisational competitive advantage from an internal aspect of the organisation in order to be well placed to respond to opportunities in the external environment (Barney, 1991). The internal resources i.e the human resources of the organisation is seen as key strategic assets. Therefore including the HR function as a key strategic player is a means to develop sustainable organisational competitive advantage, which focuses on developing its key strategic assets i.e. employees of the organisation; to derive organisations uniqueness, competitive advantage and subsequently enhanced organisational performance.

The interest in SHRM based on RBV has resulted in development of many unique bundles of ideologies in human and technical resources needed to achieve competitive advantage. The works of Barney (1991, 1995) and Barney and Wright (1998) contributed to two views. Firstly, the RBV provides an economic foundation for examining the role of HRM in gaining sustainable competitive advantage. Secondly, the development of the VRIO framework as a tool for analysis in determining an organisations competitive advantage (discussed below). 2.3.2. THE VRIO FRAMEWORK

The competitive advantage of an organisations workforce should be distinct in its own characteristics and at the same time differentiating itself from its competitors. In efforts of understanding these distinctive competencies of the workforce, it is necessary to analyse its capabilities, knowledge and skills at the disposal of the organisation. The VRIO framework serves as a useful tool in explaining this and it is made up of these components; Value (V), Rarity (R), Inimitability (I) and Organisation (O). Value The HR function is treated in an organisation in one of two ways, a means to reduce costs or of increasing revenue. Under the RBV, as a strategic partner, an organisations human resource must be able to create value by various means. As identified by Reicheld (1996), strategically they can enhance efficiency, customer selection, customer retention and meeting customer needs. For example, it can be managed through gaining the same output from fewer resources (rightsizing) or by achieving more output from given resources (leveraging) (Hamel & Prahalad, 1993) However, creating value in itself would not create a distinctive impact. This is because if other organisations posses the same value, then what is created is only competitive parity instead of sustainable competitive advantage. Therefore the next stage in this framework is considered: Rarity Rarity To produce distinctive performance, HR is expected to develop and exploit rare characteristics of its human resources to gain competitive advantage. Nurturing of rare characteristics can begin at attracting good entrants, development of employees and a well structured compensation system. Inimitability In the short term, value and rarity provides competitive advantage. However for as long as the competitors are able to imitate these elements, competitive advantage may be lost. Therefore, HR function should also able to develop specific company assets that can provide value but cannot easily be imitated. An example of this is a distinct organisational culture of fun, with an environment of good relationships and trusts, as quoted by Barney & Wright (1998) as the socially complex phenomena. The synergy from an organisations culture that displays social complexity are not transferrable across other organisations, provides value, are rare and are difficult for competitors to copy. In doing such, combined with reinforcement of an extensive selection process, the HR function has served as a source of sustainable competitive advantage to the organisation.

Organisation The final framework of VRIO recognises the aspects of organisation of the HR function in itself. Beardwell et al (2004) highlighted that appropriate HR systems and practices must be in place to develop competitive advantage. The HR functions should be horizontally integrated i.e. HRM systems must integrate and complement each other as oppose to having HRM individual systems that are contradictory and not well coordinated. An incoherent coordination across the board and the long tradition of adherence to personnel management has made it challenging in organisations in implementing this element of the VRIO framework. However, the ability to overcome these issues, and having an appropriate HR systems and practices in place, will in turn enable employees to reach their potential, adding value, rarity and inimitability and hence building a sustainable competitive advantage.

3. METHOD OF INVESTIGATION (404 words) 3.1. APPROACH Our overall approach towards this report is based on a broad framework of HRM effectiveness (Guest et al 2000b). This framework measures the effectiveness of HRM policies and linkages with business strategies and performance outcomes. It is held together by the HR practices such as job security, recruitment and selection, induction, appraisal, training and development and pay and rewards. This theory also includes a factor in assessing the effectiveness of these practices which is important as it will enable us to evaluate how well the practices are working.
HR Effectivness

Business Strategy

HR Practices

HR Strategy

HR Outcomes: Flexibility Value Creation Competence Professional Development

Organisational Performance

Figure 1: Theoretical framework of HRM effectiveness

We have also embarked upon a data gathering exercise from both organisations. The data collection included both qualitative and quantitative aspects. The qualitative aspects of the data collected involved a review of both organisations documentation of their HRM policies and more specifically in the 3 areas of interest. We also took into account the organisations internal business strategy documents, internal performance documents and also published annual reports. Due to the global nature of SCBMBs operations, documentation was readily available. For Singular, we faced limitations in this area as there were no proper documents in place for us to review. In light of the above, we also consulted with the relevant senior HR managers as subject matter experts and conducted interviews with key personnel within top management to obtain their views and expertise on the organisations business strategy and performance. 3.2. MEASURES Based on our extensive review of the literature and the organisations documents, we have decided upon a set of measures that have been used to firstly determine if the HRM policies used fit into the theoretical models and secondly the linkage between HRM policies with the organisations strategy and performance. The first set of measurements looks at the comparison between the two organisations and to analyse what are the differences in each organisations HRM policies within the 3 areas of review. We have analysed the differences between SCBMB and Singular to observe if there are any linkages to the literature. The results have enabled us to then evaluate if the HRM policies practiced are in line with the theoretical models described in the literature review. To measure effective HRM and the linkage with performance, we have compared both SCBMB and Singulars HR practices against Pfeffers (1998) recommended best practices to examine the

relationship to business performance. make sure measures mentioned here are same as what has been used. -----TOTAL WORD COUNT UP TO THIS POINT : 3016 words. (Balance: 6300 3016 = 3284 words)-----

4. ORGANISATIONAL ANALYSIS & FINDINGS (app. 2500 words) 4.1. OVERVIEW OF ANALYSIS Most researchers have suggested that effective HRM is universally beneficial for employers (Pfeffer, 1994; Huselid, 1995) and that strategic fit is crucial to business performance so that organisations align their HR practices with business strategies.
Assessment of HR practice
Recruitment & Selection Training & Development Performance Management Job Design Communication, Employee Engagement Employment Security 8 7 7 5 4 5

SCBMB Management HR
9 8 8 7 7 7

Singular Management
8 8 6 5 4 5

Scale: 1 - Least Effective 10 - Most Effective

Source: Survey answers with management & HR

Figure 2: Effectiveness of HRM practices

In our survey of top management and HR professionals in both organisations (Figure X), we have found that most positive responses were in the areas Recruitment and Selection, Training and Development and Performance Management. This shows that these areas are highly prioritised and should be practised effectively to increase the strength of the relationship between HRM and performance due to its impact on employee commitment (Guest et al 2000b), and hence is the focus areas of our study. Based on the HRM effectiveness framework, we first look at the overall Business Strategy for both organisations. SCBMBs Finance Department strives to be best finance team for the Bank and to be a strategic partner in driving the Banks performance. Singulars strategy is also clear and simple where they .. <TWY, what is Singulars strategy?> 4.2. RECRUITMENT & SELECTION Recruitment and retaining the right talent is an effective way to achieve sustained competitive advantage and is seen as central to best practice when the recruitment process seeks out key competencies such as trainability, flexibility, commitment, drive, persistence and initiative (Marchington & Wilkinson, 2005). <INSERT CHART recruitment channels> <input chart on recruitment techniques used> Our study of SCBMB and Singular has shown that there are clear differences in their recruitment methods. As a long established and well known multinational organisation, SCBMBs recruitment policy and process is clearly defined and followed. With its brand name and reputation as Employer of Choice, it is also easier to attract a bigger pool of talent (http://www.standardchartered.com.my/_documents/press-releases/20080221-mousigning.pdf).

Although there are various channels used to attract the right talent, the Finance department focuses on using head-hunters, internal movements and referrals as their primary sources. This is because the skills required within the department are more specialised, hence recruiting and selecting the right talent is even more important (ref interview with HR). These methods of recruitment have elements of the best-fit model which aims to make HR policies, in this case recruitment, more effective by linking the job elements and requirements with the department strategy (Beer et al 1984). Our analysis also shows that SCBMBs recruitment methods utilises the resource-based model (RBV) through the selection of talent from their current pool of available resources within the organisation (Barney, 1991). We do find, however, that the RBV may be contradictory to the best-fit model as it could be perceived as assuming that the employees may not be fully utilising their talents or that the their talents are being utilised in the wrong department (McGregors, 1960), hence the need to shift employees. In comparison to a small firm, Singular has limited resources, both in HR and costs. Therefore, its primary source of recruitment is through referrals (ref chart). The small structure of the organisation also encourages more flexibility in the recruitment and selection process as there is no clearly defined procedure in place to be followed. The hiring process is usually performed by the managing director (?) as the HR function in Singular is more focused in handling the day-today operations of the organisation. This flexibility is important in Singular as it allows management to recruit as and when necessary based on the organisations growing needs. This appears to be aligned with the best-fit HRM model where the organisations stage of development is an important indicator of its structure and HRM practices (Baird & Meshoulam, 1988). To measure if selective recruitment has an impact on business performance, we have used the turnover ratio over a period of 5 years as well as the reasons of resignation. <INSERT CHART ON turnover ratio> From our study, we can see Singular has had a high retention rate with less than 1% of their staff leaving the organisation over the past 5 years. This means that even though it is a small organisation at the start-up stage, it is truly treating its employees as strategic assets to drive the organisation forward. SCBMB as well, has had a fairly decent turnover ratio considering the size of the Finance Department. The recruitment process spends more time in ensuring that the person is a right fit in the Department from the beginning and that the individual will be motivated to be part of the Department and overall organisation. Because both these organisations do not have to spend time and money on retraining new staff as backfills, they have been able to focus on improving business performance. As part of value creation for both organisations, low turnover ratio would save recruitment costs in replacing and re-training new employees. Time spent on these efforts could also be diverted into other performance driving initiatives. Morale of the organisations would also be impacted if there is high turnover. This is reflective of the RBV. Although both organisations have characteristics of the best-fit model and RBV, SCBMB as a larger and more established organisation is more reflective in exemplifying the RBV through the VRIO framework. By having a diligent recruitment process, SCBMB is able to ensure that the individual will be able to contribute to the organisations performance and that he also has the core values of the organisastion. The recruitment techniques of SCBMB is also aligned with HRM best practices (Pfeffer, 1994) which states that the selection of the right candidate has to be hard enough for the individual to feel important when he is hired for the role.

Singular, being a start-up organisation, is more aligned with the lifecycle model via its recruitment channel using referrals. Its current employees are aware of its strategic direction and objectives and would refer potential candidates based on the values and skills that would fit with Singulars strategy. 4.3. TRAINING & DEVELOPMENT <INSERT CHART types of training available> From the review of SCBMB and Singulars documentation of their training and development policies, we find that both organisations treat their employees as valuable assets and place a high importance on training and developing their skills. As a small and service-based organisation, it is vital for Singular to value its employees as they are ultimately the resources. Although SCBMB is a large global organisation, we have also found that it is fairly concerned with its employees development. We have compared this aspect to the resource-based model where the theory states that employees are seen as strategic assets with the HR functioning as strategic partners in developing these assets (Barney, 1991). The approaches of both organisations in training and development are also relatively similar, given that they both view their employees as important resources. The biggest portion of an employees training and development comes from on-the-job learning (Figure XX). Both organisations view that this method is key as the employee would benefit the most to focus on opportunities within his current role. On-the-job learning also provides the employee with the ability to apply knowledge, skills and experiences in new situations and problems that may arise as part of his job scope. With this approach, we believe that it will help the employee in developing the required skills and capabilities for the job role as well as to build his performance that will be relevant in the future. From our analysis, we found that on-the-job learning for SCBMB also included a form of Learning from Others. Because of SCBMBs size and structure, it could afford to incorporate this into its training and development policy. This approach encourages the employee to actively seek learning opportunities from his peers and managers which included cross-departmental learning. Learning from managers could also be viewed as a form of mentoring as the junior employee would normally be learning from a more senior colleague or his / her manager. Although there are no formal mentors assigned, there is an unwritten understanding that all managers are expected to provide the necessary guidance and advise to his employees. As informal mentors, these managers are expected to provide advice on the employees career development, social support as well as to guide the employees to become more effective in their roles (McKenna, Beech, 2002). In our view, mentoring could also be seen as a way to help the junior employee fit within the department and ultimately the organisation as the mentor could act as a channel to share and fortify the department and organisation values. SCBMBs alignment with the RBV is also evident through its formal learning policy as HR would identify the key competencies of the Finance department and assist to align individual employees to those competences. This is important to continuously ensure that individual competences are relevant to the department and overall organisation (McKenna, Beech, 2002). This type of tangible focus on employee commitment has helped both organisations to produce a stable core of employees thus justifying the investments in training (Huselid, 1995). This is evidenced through the low turnover ratio. Both these organisations demonstrate that as

employers, they are willing to encourage and facilitate employee development as a long-term measure instead of just focusing on specific training to cover any short-term needs. They both place an importance in ensuring that their employees remain at the forefront of their fields, in terms of professional expertise as well as interpersonal relations. Employers should focus on synergising the contributions of talented and exceptional employees as part of organisational process advantage (Boxall, 1996). Individual and organisational learning is becoming more recognised as a source of sustainable competitive advantage through the introduction of skills training. 4.4. PERFORMANCE MANAGEMENT Performance management is an integral part in ensuring employees are performing to the best of their abilities and also as a way of ensuring human capital development. This aspect of HR should be linked to organisational performance with specific individual objectives tied to the organisations strategic plan. Performance management also provides an avenue for employees to be rewarded in line with their performance and contribution to the organisation. <Insert performance management process / reward scheme> The performance management process in both organisations is tied to incentives for the employee, which would increase employee motivation to perform. This type of reward system encourages the employee to align their interests with the organisations. The performance management process in SCBMB is fairly structured as an inclusive and collaborative process to ensure performance objectives remain visible and relevant to the overall strategic plan. This process encourages the employees to work towards organisational performance outcomes. Employees that achieve the organisational goals are then rewarded with favourable reviews and bonuses in line with their performance and contribution to the organisation. This provides a greater incentive for its employees to ensure that the overall organisation is performing in order for them to also receive a good reward reflective of their performance, thus adding more value to the organisation. The increase in wages or bonus payouts are not only aligned with the individual employees performance but also dependent on the overall organisations performance. This aligns with the RBV where SCBMB strives to nurture its employees as strategic assets and to ensure they excel, which in turn would translate into improved organisational performance. A good reward system also helps in making SCBMB stand out from its competitors in attracting the right talent, thus creating competitive advantage. This is in line with recommended best practice which focuses on the elements of performancerelated pay, recognition and fair treatment. This practice assumes that if people are responsible for improved levels of performance and profitability, they will be more motivated to share in the benefits (Pfeffer, 1994). Performance-related pay that is tagged to the financial performance of the organisation would also motivate greater work effort. Singular, as a small organisation, prefers to reward its employees via 5. CONCLUSION (app. 1000 800 words) Developing the learning points for you, the organisation and the more general study of the topic. Briefly review your learning. Eg. of questions:-

Having gone through this process, what is your current understanding of your chosen topic? What have you learnt from your study which could be of value to your organisation? What would you recommend to your organisation How the topic/your study could be developed further? (what are the newly developed questions which have arisen through your study)

----------------------------------------------------------------------------------------------DUE 1ST DRAFT: Sun, June 12th 1. REFERENCE LIST (Aimi) 1) Beardwell et al (2004) 2) McKennna & Beech 3) Guest D., Michie J., Sheehan M., Conway N. and Metochi M. Effective People Management, 2000 4) Mick Marchington and Adrian Wilkinson Human Resource Management at Work, 2005 5) Jeffrey Pfeffer Competitive Advantage through People: Unleashing the Power of the Workforce, 1994 6) Mark Huselid The impact of Human Resource Management practices on turnover, productivity and corporate financial performance, 1995 7) Barney J. Firm Resources and Sustained Competitive Advantage, 1991 8) Douglas McGregor The Human Side of Enterprise, 1960 9) Lloyd Baird and Ilan Meshoulam Managing two fits of strategic human resource management, 1988 10) Peter Boxall The Strategic HRM Debate and the Resource-Based View of the Firm, 1996a 2. BIBLIOGRAPHY (Aimi) 3. APPENDICES Need to put in: - Published financial results - Interview with HR mgmt - All the HR policies

Eg. of mentioned appendices: Company Reports Vision Statements Strategic Plans HR Plans Advertisements Job Descriptions HRM Policies Interviews Questionnaires Draft Editing & Compilation DUE: Thurs, June 16th -----------------------------------------------------------------------------------------PRINTING DUE: FRI, JUNE 17TH