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Thera Trust

S/HR/119. Dissertation. Sustainable Competitive Advantage: The Impact of Strategic Human Resource Management (SHRM) on a Not-For-Profit Organisation in a Competitive Environment

WORDS:: 13000
DATE:: 2007
PRICE:: 139.99 GBP

The dissertation investigates the factors that ensure a sustainable competitive advantage under globalisation examining the role of strategic human resource management (SHRM) in Thera Trust. Research methodology is based on the analysis of primary data obtained through participation and observation, and secondary sources. The review of literature touches on the definitions of strategy, competitive advantage, HRM, non-for-profit organisation, etc. HR policies in Thera Trust are reviewed with the focus on SHRM. Conclusions are made about the benefits and challenges of moving from simple HRM to SHRM. This dissertation has a suitable proposal S/HR/118.

KEYWORDS: Proposal, strategic human resource management, Tetra Trust, competitive advantage,

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S/HR/118. Proposal. Competitive Advantage: The Impact of (SHRM) on a Not-For-Profit Organisation in a Competitive Environment

WORDS:: 2500
DATE:: 2006
PRICE:: 29.99 GBP

The paper offers a research proposal into the concept of strategic human resource management (SHRM) examining its application in Tetra Trust. An overview of SHRM history and development is provided discussing it from the perspective of competitive advantage for a non-for-profit organisation. Research objectives and methodology are described, the time schedule is defined, the barriers for the study are identified. This proposal has a suitable dissertation S/HR/119.

KEYWORDS: Dissertation, competitive advantage, strategic human resource management, HRM, Thera,

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S/M/224. Implementing Organisational Change Strategies at Thera Trust

WORDS:: 3000
DATE:: 2005
PRICE:: 39.99 GBP

The paper examines the strategies used in organisational change reviewing academic definitions of change, describing the stages of organisational change, managerial objectives at each stage, etc. Factors relevant for organisational change are outlined and illustrated with the practices of Thera Trust. The difference between management and leadership is discussed from the perspective of control and creativity.

KEYWORDS: Organisational change, management, leadership, Thera Trust,

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