Human Resource Guest Model At Harrods assignment essay

Question: Explainthe adoption of human resource guest model at Harrods. Answer: The sight of the Guests model classifies the personal management from human resource management. As a result the human resource management is referred to as the commitment based job, rather than a compliance based job. It can be said that the human resource management exceeding the recruitment and training of the employees (Mone and London 2014). This process includes recognizing the employees as strong suits and strengths to the organization, and utilizing them with different management strategies. Thos process highlights on the distinctive needs rather than collective workforce (Lucas 2016). At the businesses like Harrods, the human resource management department mainly adopts the idea and it includes the development of the strategies, which would help the business to increase the trust, facilities and employee engagement, etc. Therefore, in order to achieve the desired responsibilities in order to explore the best talent to entice at Harrods. Developing of the employees would be initiated with the learning and suitable training processes. This would enable the employees to execute their respective roles to confer their best abilities. The management of the working processes of the employees would benefit the organization, and also enhance the management skills (Thomas 2016). The job efficiency of the employees would be the company to develop and reach a successful position. The managing authorities also altered the organizational structure, by splitting the high hierarchy with excessive layers (Mone and London 2014). In respect to this, placing more responsibilities in the hands of the employees would efficiently increase the prospect of the business. The process also involved improved and modified communication using different proposals, such as Yours Harrods, which is an magazine for internal employees; Morning briefing; Quarterly employee forum; Intranet; and other format of employee voice (Pollack et al. 2016). Contrast of the differences of the ideas: According to Storey, the strategic plans and the logical formulations of human resource management may be defined as the management formats of any organization, which involves the contribution of the strengths of the company, the employees (Mone and London 2014). The employees collectively contribute to the achievements of the objectives provided by the company. A distinction between the hard and the soft forms of the human resource management was also included in the distinctive study by Storey (Sampaio et al. 2012). The hard human resource management highlights the requirement of the people in different processes which would acquire additional values to achieve the competitive values of the company. Therefore, it congregates on quantitative and measurable criteria. This also involves the control over the performance of management. The soft human resource management includes the treatment of the employees as the strong suits, a vital source of the competitive advantages. The commitm ent and the flexibility and high efficiency is involved in the process. The requirement to commitment and trust of the employees includes the interests of managing the employees. The management of the employees must concur, integrate, and must involve team work (Pollack et al. 2016.). According to Storey, Personnel management is a process of managing the workforce or the employees to adhere the rule, which are required to maintain the values of the company by the owners. The process majorly concentrates on the recruitment factors, pay roll and the laws of employment. As a result, he could visualize PM as the management process, which bureaucratizes the rules and the procedures to split the functions from the general management. Storey had focus on 27 key factors which initiated the differentiation between the PM and the IR as well as the human resource management (Den Hartog et al. 2013). The valuable factors include: (Waheed et al. 2016) Dimensions IR and the Personnel Human resource management Factors: Legal contracts Efficient portrayal in the form of written contracts Focus to exceed the contract Formulations Effectiveness and significance in formulating new rules Formation and outlook of the rules Management guide and actions Process Need for the business Referent to the behaviors Rule and regulations Aim of the process Management of the labors Measurement and managing Support Characteristics of relations Philosophy of the theory Exploration Squabble Pronunciation Less influencing factors Factors including the strategies: Important relations Management of the labors customer Starting plans Gradual process Integration of the management Corporate aspects Margin management Central management skills Rate of the resolution Decreased process Increased process Line management: Role of the management Transactions Leadership in a transformational way Main managers Specialists in IR General management Communication and interpretation Collateral Straight Calibration High level of issues Low level of issues Management strategies (prized) Negotiating the process Facilities of the process Main levels: Assortment Separate the task in the marginal way Key factors of the task and the integrated way. Payment Evaluation of the job Related to the performance of the organization. Here, we have mentioned about the human resource management at Harrods (Kulkarni et al. 2014). Therefore the model of Storey influences the reorganization of the key psychological requirements of human beings. As a result, the strategies helped the employees to undergo a promotion, which influence them to provide support and develop to the organization (Jiang et al. 2012). Assessment and implementation: The process involves several implementations for both the line managers as well as the employees. The line managers have to involve such plans which would enhance the factors like leadership style, policies of business, culture of the organization (Hall 2014). The entire plan strategies are for the development of the business skills and the productivity of the business like Harrods. The human resource management includes hierarchical plans which avoid proposals which will conflict with the business operations. The implementation plans for the employees includes factors like fluctuations and remuneration and bonuses which would increase the efficiency of the employees and increase their performance levels. The factors influence the values of a brand like Harrods. The performances and the contribution of the team work of the assets of the company would help the organization to reach to a successful level (Foster 2014). Understanding the methods for establishing flexibility in the organization: Application of a models of flexibility: In the era of 21st century, flexibility has become a key element in almost all the organizations. The term flexibility in human resource management is defined as the decision of the employees as well as the managers for making changes regarding where, when and how a person will work for mitigating the individual as well as the business needs (Shields et al. 2015). This clearly depicts that, there is a number of flexibility models that can be applied within a workplace. These models are part-time working, job sharing, working via telephone, mobile working, flexi working and compressed hours etc. In the case of mobile working model, the employer permits and provides support to an employee to perform all or a part of their working span at a location, which is far from their workplace. In practice, this model can be applied whenever an employee agrees to discharge the duty from a place where he or she will be involved in merchandizing for the organization. This will in turn help the orga nization to reach those customers who stay far away from their place of work of the employees with the products and services of the concerned organization (Paill et al. 2014). In the case of Harrods by determining various intrinsic needs of the human beings the human resource management department of the organization is offering a number of flexible job opportunities in order to mitigate the individual needs of the employees for obtaining maximum engagement towards the organization and thereby obtaining maximum possible benefits of Harrods. The mobile working model of Harrods, is available in the form of mobile working at the Airports. This model is dependent on the advantage that are provided by the broadband service providers so that the employees can access the internet as well as intranet to work at airport at a reduced cost for them as well as completing their entire part of working hour (Purce 2014). This model also benefits Harrods as well, this model actually reduces the cos t to the company and improves the life quality of the employees as well, so that they can perform to their best. However, different from Knightsbridge address, Harrods assures that its Airport employees are a crucial part of the company and therefore communication is given optimum priority benefits are exactly same and the standard of the products are also same as those available at the flagship stores. Explaining the different types of flexibility that can be implimented within an organization: There are a number of types of flexibility, which Harrods can apply in its organizational structure. However, the application of these strategies will depend on the strategic framework that has been designed by the company for fully engaging the employees in order to obtain increased efficiency and productivity. The organization can implement part time working model in order to provide opportunity of working to the mothers who are facing issues regarding childcare but wants to develop her career and become an effective member of the team (Storey 2014). Presently, it is mentioned in the website of Harrods that according to their human resource management practices the organization recruits part time workers during the period of winter and summer sales. The model of job sharing can also be developed within Harrods as they already have a model which is similar to this, job rotation is another model that can be implemented so that the employees can develop new skills as they work with th e others. Another model is flexi model that can also be used in the organization (Birken et al. 2012). It will provide opportunity to the undergraduate and graduate student recruited by the organization at the time when they are not in schools. According to Den Hartog et al. (2013), term time model of working will also help the students as this will enable them to take unpaid leaves during their exam. Assessing the use of flexible working practices from the viewpoint of the employee as well as the employer: Recruiters generally uses flexible model of working in order to accrue number of benefits for the employee as well as the employers. According to Foster (2014), working practices, which are flexible, are appropriately aligned with the equality and diversity legislative framework and human rights in order to ensure legitimate working practices and at the same time will enable Harrods to achieve their objectives effectively and efficiently (Anitha 2014). In contrast, term time arrangements for working will also be beneficial to those students who as a permanent staff perform up to their best level for the organization during the holidays and they will be able to take unpaid leaves at the time of their school terms (Armstrong 2014). The key advantage of this arrangement is that, by implementing this model the organization remains at an advantageous position as it does not lose money. On the other hand, according to Bakker and Demerouti (2014), the employees can also avail unpaid leaves during the holiday even after being a permanently employed staff. Harrods get benefitted as they perform the entire work of the shift by using the other staffs and thereby saves salary of those employees who could have been on their shifts if they were not provided with the holiday. Impact of changes that the labor market had experienced because of flexible working practices of Harrods: It is quite evident that during the recent times there have been wide changes in the global market structure and these changes have also impacted over the flexible working practices at Harrods in different manners (Bamberger et al. 2014). These changes occurred mainly because of a number of factors such as the rapid evolution of technology, rise in the recruitment of undergraduate and postgraduate recruitment, changes in the demographic structure, such as migration. It seemed to be a beneficial factor for Harrods. This is because Harrods is currently depicting a trend of support and acquisition of best available multiple talents in contrast to the trends of prior specialization (Beadles et al. 2015). Understanding the effects of establishing equal prospects within the organization Outline of the discriminations that may take place within the workplace: Discrimination in a number of forms may occur in the workplace environments and it is quite evident that Harrods is not free from these types of discriminations. The major discrimination that happens quite frequently in many organizations is gender discrimination (Bennett et al. 2014). This is due to certain legal framework imposed over the male or lady employees, against their will for the benefit of the organization. In the case of Harrods, the female employees are compelled to use make up for all the time performing on the shop floor, this has had certain adverse effects on some of the female employees (Chang et al. 2014). The Two-page ladies dress code specifies that, Full make up at all the time: base, blusher, full eyes, lipstick, lip liner and lip gloss are to worn at all the time and are needed to be maintained sincerely. It is also mentioned that the store uses lighting, which is subject to give a washing out effect, therefore these employees should maintain their makeup acc ordingly. According to a female employee, she battled with the Knightsbridge store and due that she got upset, exhausted and stressed. After all these, she was compelled to quit her job. Another employee at Harrods admitted that she was driven out of the organization because she refused to follow the guidelines regarding make up. Gender unfairness is another type of discrimination that may happen at Harrods (Cullen et al. 2014). This is well aligned with the structural framework of the global labor market. Presently more of the young graduates and postgraduates are being recruited in Harrods. This is because the company wishes to recruit the best and energetic talents in the company, in order to sustain it as the best departmental store in the world (Cummings and Worley 2014). The type of image as well as impression that Harrods wish to in the minds of its customers, for this there is possibility that discrimination may take place between those with a disability in any form in either ways, when they are on job or undergoing the recruitment process (Delahaye 2015). There are incidents that an employee at Harrods was compelled to leave the job floor when the management of the organization recognized she is subject to a disability. Another incident happened with Riam Dean; she was a 22-year-old girl and was removed from the top position forcefully when the organization came know about her disability. Dean was born without her left forearm and she used to wear a prosthetic limb, she was also sued for discriminating the disability ethics after she left the organization (Demerouti et al. 2014). Description of the implication of establishing equal prospects legislation in Harrods: There are various implications of such legislations as practiced in Harrods in two ways, positive as well as negative (Goetsch and Davis 2014). In order to give example, the organization needs to review its human resource management policies and guidelines so that it can establish the fact that discrimination is completely unacceptable. On an added notion, the organization should also source a number of expert personnel who will review and supervise all the operational activities undertaken by the company and procedures to ensure that Harrods is not subject to the violation of equality act and other similar legal practices prevalent in the United Kingdom (Gupta and Shaw 2014). This will in turn involve financial costs, as the company will have to hire these experts from outside the organization and pay them for conducting the task. In other words, in order to live up to the standard of equal opportunity organization that does not support discrimination Harrods will have to demonstrat e publicly that they do not support discrimination with the help of their policies and procedures (Hall and Ko 2014). This can also be demonstrated with the help of their composition of staffs. This clearly depicts that it will affect the recruitment process largely, the organization will provide equal opportunity to every eligible candidate regardless of his or her gender, religious belief and age (Imran et al.2014). Another important of this on Harrods is that, the company will be subject to legal jurisdiction if it fails to comply with the equality legislation or a situation whenever the employees will feel they are being discriminated. Comparison between equal opportunity approach and managing diversity approach: Diversity and equality at the workplace can be managed by using a number of more or less similar approaches because these two work hand in hand (Jackson et al. 2014). Hence, in Harrods the approaches for effective management of workplace diversity and equal opportunity work simultaneously. In order to provide suitable example it can be said that, in the context of recruitment process the human resource management personnel source talented applicants from all over the world by making use of different media for the purpose of advertisement and maintaining alignment with the legal framework of equality and employment (Jiang et al. 2012). Another suitable approach used in the Harrods is establishment of the equality and gender among their higher management team and line managers (Kehoe and Wright 2013). There is no gender disparity between male and female candidates while hiring for these posts because the management will recruit the person if he or she possess the right skills to lead the company further. In the field of open communication, Harrods uses another approach that empowers its employees to express their views and ideas and look after those ideas so that these can be addressed and the concerns of the employees are addressed in order to promote their wellbeing as the key asset of the company (Klingner et al. 2015). As per Knowles et al. (2014), betterment of equality was established, such as in the case of holiday allocation and employee discount. Again one of the manager from the top management of the organization expressed that, the most important issue that was addressed is the dichotomy between customers experience and the experience of the employees (Kossek and Thompson 2016). For this reason, the focus of the company was to reproduce the quality and effort of the aims and objectives specified for the well-being of the employees. The flexible working arrangement in Harrods such as part-time, term-time as well as full time employment along with the employees hired as the temporary workers during winter sales are arranged in such a manner so that they will always contribute in accommodating the needs of the employees while they are working in their respective positions helping the company (Lzroiu 2015). All of these above stated approaches are depicts that Harrods can clearly be classified as an organization with equal opportunity as well as promoter of diversity. It also ensures that the individuals at Harrods get equal opportunity rather than depending on the factors such as gender, age or culture (Miner 2015). Developing understanding of the approaches of human resource practices in Harrods: Comparison between different methods of performance management: The term performance management clearly signifies that it will involve scrutinizing and monitoring of the performance of the employees to evaluate the performance of the employees. Performance management is also aimed at determining the areas where the employees are outperforming along with the areas that needs further attention for development (Mone and London 2014). In the context of Harrods, the performance management policies mainly focus on the group of employees and teams, line of production, various departments and other branches of the company. As a whole it can be stated that all the performance management policies in Harrods are similar in nature because all them are aimed helping the human resource management department to effectively evaluate the performance of the employees (Noe et al. 2014). For example, Harrods use talent spotting method, by using this method the company becomes able tom find out efficient employees who will be able to make significant contribution to the organization. According to a current employee Laura Gorse, the company by this process spotted her and provided her with the opportunity to take higher responsibility and perform at her best (Nyberg et al. 2014). Again another method of performance management in Harrods is that it is a bit flatter in terms of the organizational structure (Paill et al. 2014). Therefore, it provides various opportunities for those employees for taking more responsibilities. This would not have been possible if there were hierarchical structure. By implementing this process, the organization has increased the job satisfaction of the employees. According to an official of Harrods, this is an efficient process for providing opportunity to the employees so that they can maximize their potential without any obstruction on the part of the bureaucratic structure. More over another unique method of performance management as adopted by Harrods is called Harrods Rewards for Excellence: they follow a very good reward structure for the employees. such as the top sales associates are recognized by the Harrods 100 programme or the Harrods Reward for Excellence programme this involves a gala evening of an Oscar style ceremony where people gets nominated irrespective of the job type. In every year there are 16 winners of this event (Riley 2014). It has been a proven fact that people always response positively to rewards. Hence it can easily be concluded that the organization is very encouraging as well as motivational towards the employees so that they put their best efforts in the organization with the knowledge that their hard work will be recognized and rewarded. Assessment of different approaches employee welfare management of Harrods: Employee welfare management in Harrods is definitely a part of the human resource management roles. The employee relations team is an important constituent of the human resource management team of Harrods, this team is responsible for ensuring the well-being of the employees (Tyson 2014). The team also ensures that the certain issues like grievances, policies and procedures do not affect commitment and performance of the employees negatively. From the research carried out on Harrods it is concluded that the employee relations team also implemented the pension scheme, which is quite effective in mitigating the welfare of the employees. Since 1970, the company has implemented the pension scheme and the pension scheme team acts as just a part of the extensive benefits offerings of the company. This also acts as the bridge between employees and the providers. From the case study, it is quite evident that there is a difference between employee knowledge and customer at Harrods and it was the outcome of the employee survey. This issues was treated with extreme priority and that gave restructuring of the staff restaurant, provides an invitation eating space with increased quality. It is needless to be mentioned that the employees became so happy with this advancements in their welfare package (Vogus 2015). Implications of establishing health and safety legislation on human resource practices: The legislation associated with health and safety issues have important implication on the human resource practices at Harrods. This is because the organization is obliged to abide by the legislative framework not only to establish health and safety requirements of the employees as well as the employers but also for the public. The expenditure of the company may increase due to this. For example in accordance with the health legislation such as the Health and Safety Act of 1974, states that the employees of an organization will have to conduct relevant programmes which will determine the acceptability of health condition of the employees during the process of recruitment as well as during the working life. Health and Safety legislative framework always holds the company responsible for the health and safety condition of the employees while they are at the workplace (Waheed and Waheed 2016). It also charges stiff penalties to the concerned company for violation of any such framework. Apart from this the human resource managers will obviously have to make it sure that these requirements are compliant with the environment of the company as well as the employees. Therefore, it will again involve extra cost to the company, as the company will have to train the employees regarding the health and safety issues (Wang et al. 2014). The normal human resource management practices are affected by the health and safety legislation as it plays an important role in their policies and practices. In order to help Harrods human resource management regarding their health and safety legislation practices the organization have structured a number of safety and security units; such as, the fire unit, health and safety team, security men etc (Wilton 2016). The fire team looks after the fire related matters, health and safety tea, looks after measuring the risks, evaluating the precautions regarding fire, conduction of a number of training for ensuring the health and safety measures of the employees. Evaluation of the effects of one topical issue over human resource management: A number of topical issues are there that affects the human resource practices of the business organizations. One of the most important factor that has affected the human resource practices at Harrods is the culture of the organization. The culture of Harrods acts as the main shaping agent that determines how the human resource management will conduct the recruitment and selection process of the employees (Miner 2015). The impact of this process can be stated as when the human resource team of Harrods conduct the recruitment and selection procedure they conduct a series of interview sessions. This includes generating application, screening the CVs, telephonic round of interview, assessment of the applicants, resourcing the interviews, line management interview, papered task and at last the final round of interview, therefore total 8 rounds of interview. This is to ensure that the applicants selected are capable enough to adopt the culture of the organization (Mone and London 2014). Bibliography: Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management. Armstrong, P., 2014. Limits and possibilities for HRM in an age of management accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-166. Bakker, A.B. and Demerouti, E., 2014. Job demandsresources theory. Wellbeing. Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge. Beadles, I.I., Aston, N., Lowery, C.M. and Johns, K., 2015. The impact of human resource information systems: An exploratory study in the public sector. Communications of the IIMA, 5(4), p.6. Bennett, W., Lance, C.E. and Woehr, D.J., 2014. Performance measurement: Current perspectives and future challenges. Psychology Press. Birken, S.A., Lee, S.Y. and Weiner, B.J., 2012. Uncovering middle managers role in healthcare innovation implementation.Implement Sci,7(1), p.28. Chang, S., Jia, L., Takeuchi, R. and Cai, Y., 2014. Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity. Journal of Applied Psychology, 99(4), p.665. Cullen, K.L., Edwards, B.D., Casper, W.C. and Gue, K.R., 2014. Employees adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), pp.269-280. Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning. Delahaye, B., 2015. Human resource development. Tilde Publishing. Demerouti, E., Bakker, A.B. and Leiter, M., 2014. Burnout and job performance: the moderating role of selection, optimization, and compensation strategies. Journal of occupational health psychology, 19(1), p.96. Den Hartog, D.N., Boon, C., Verburg, R.M. and Croon, M.A., 2013. HRM, Communication, Satisfaction, and Perceived Performance A Cross-Level Test.Journal of Management,39(6), pp.1637-1665. Foster, E.C., 2014. Human resource management. InSoftware Engineering(pp. 253-269). Apress. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. pearson. Gupta, N. and Shaw, J.D., 2014. Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), pp.1-4. Hall, O.P. and Ko, K., 2014. Learning assurance using business simulations applications to executive management education.Developments in Business Simulation and Experiential Learning,33. Imran, H., Arif, I., Cheema, S. and Azeem, M., 2014. Relationship between job satisfaction, job performance, attitude towards work, and organizational commitment. Entrepreneurship and innovation management journal, 2(2), pp.135-144. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), pp.1-56. Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms.Academy of management Journal,55(6), pp.1264-1294. Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C., 2012. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms.Academy of management Journal,55(6), pp.1264-1294. Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees attitudes and behaviors.Journal of Management,39(2), pp.366-391. Klingner, D., Nalbandian, J. and Llorens, J.J., 2015. Public personnel management. Routledge. Knowles, M.S., Holton III, E.F. and Swanson, R.A., 2014. The adult learner: The definitive classic in adult education and human resource development. Routledge. Kossek, E.E. and Thompson, R.J., 2016. Workplace Flexibility: Integrating Employer and Employee Perspectives to Close the ResearchPractice Implementation Gap.The Oxford Handbook of Work and Family, p.255. 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. Kulkarni, M. and Gopakumar, K.V., 2014. Career management strategies of people with disabilities.Human Resource Management,53(3), pp.445-466. Lzroiu, G., 2015. Employee Motivation and Job Performance. Linguistic and Philosophical Investigations, (14), pp.97-102. Lucas, C., 2016. Capturing the Magic of the Customer Experience at Harrods: An Exploration into Theatrical Performance in Modern Luxury Retail.Journal of Promotional Communications,3(3). Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge. Mone, E.M. and London, M., 2014. Employee engagement through effective performance management: A practical guide for managers. Routledge. Noe, R.A., Wilk, S.L., Mullen, E.J. and Wanek, J.E., 2014. Employee Development: Issues in Construct Definition and Investigation ofAntecedents. Improving Training Effectiveness in WorkOrganizations, ed. JK Ford, SWJ Kozlowski, K. Kraiger, E. Salas, and MS Teachout (Mahwah, NJ: Lawrence Erlbaum, 1997), pp.153-189. Nyberg, A.J., Moliterno, T.P., Hale, D. and Lepak, D.P., 2014. Resource-based perspectives on unit-level human capital a review and integration. Journal of Management, 40(1), pp.316-346. Paill, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466. Pollack, J. and Adler, D., 2016. Skills that improve profitability: The relationship between project management, IT skills, and small to medium enterprise profitability.International Journal of Project Management,34(5), pp.831-838. Purce, J., 2014. The impact of corporate strategy on human resource management.New Perspectives on Human Resource Management (Routledge Revivals),67. Riley, M., 2014. Human resource management in the hospitality and tourism industry. Routledge. Sampaio, A.R., Thomas, R. and Font, X., 2012. Small business management and environmental engagement.Journal of Sustainable Tourism,20(2), pp.179-193. Schaufeli, W.B. and Taris, T.W., 2014. A critical review of the Job Demands-Resources Model: Implications for improving work and health. In Bridging occupational, organizational and public health (pp. 43-68). Springer Netherlands. Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns, R., Robinson, J., O'Leary, P. and Plimmer, G., 2015. Managing Employee Performance Reward: Concepts, Practices, Strategies. Cambridge University Press. Sikora, D.M. and Ferris, G.R., 2014. Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3), pp.271-281. Storey, J. ed., 2016. Leadership in Organizations: Current Issues and Key Trends. Routledge. Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Theodosiou, M., Kehagias, J. and Katsikea, E., 2012. Strategic orientations, marketing capabilities and firm performance: An empirical investigation in the context of frontline managers in service organizations.Industrial Marketing Management,41(7), pp.1058-1070. Thomas, M., 2016. Enhanced company performance through the development of network alliance management skills: a four-point framework.Development and Learning in Organizations: An International Journal,30(2), pp.11-14. Townley, B., 2014. Selection and appraisal: reconstituting. New Perspectives on Human Resource Management (Routledge Revivals), p.92. Tyson, S., 2014. Essentials of human resource management. Routledge. Vogus, T.J., 2015. What is it about relationships? A behavioral theory of social capital and performance. Members-only Library. Waheed, Z. and Waheed, Z., 2016. Understanding Project Management: Skills and Insights for Successful Project Delivery.Facilities,34(7/8), pp.493-494. Wang, H., Sui, Y., Luthans, F., Wang, D. and Wu, Y., 2014. Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes. Journal of Organizational Behavior, 35(1), pp.5-21. Wilton, N., 2016. An introduction to human resource management. Sage.