C/HR/350. Principles of management: case study of Car-Parts of Westborough

The paper offers a case study of Car-Parts of Westborough based on a critical evaluation of the situation in the Car-Parts budgetary control section related to the dismissal of Miss Bird. It is analysed how the firm should have handled the problem. Actions are suggested that can help to reverse the situation.

C/HR/332. Contemporary approaches to HRM at Selfridge's Traffic Park Store

The paper examines theoretical approaches to human resource (HR) management providing a review of literature on the HR evolution within recent decades. The function of modern HR is described in the context of its traditional understanding, corporate culture, employee commitment, work motivation, etc. References are made to HRM practices at Selfridge's Traffic Park Store.

C/HR/328. Supplying and Recruiting Doctors in the UK

The paper investigates the issues of supplying and recruiting doctors in the UK identifying the factors which are likely to affect the external supply of human resource. Solutions to the problem of physicians' recruitment are recommended.

C/HR/329. HR Practices and Organizational Performance

The paper examines the link between HR practices and organizational performance exploring the human resource practices of empowerment, talent management, psychological contract, training and development, etc. The benefits of the HR incentives for the organization are shown.

S/M/404. Organizational learning process

The paper examines the issues of knowledge management in organizations reporting on the reasons behind the recent increased interest in organizational learning (OL), the stages of OL, the problems of performance management, employment ethics, human relation approach, etc. Recommendations are suggested about the strategy of employee relations.

S/HR/231. Strategic Human Resource Management: Best Fit and Best Practice

The paper examines the concept of Strategic Human Resource Management (SHRM) discussing its relation to organizational (corporate) strategy and the contribution of value-based HRM strategy to organizational business strategy. The so-called 'contingency' school of strategic HRM is described showing how competitive strategies can be linked to strategic HRM. Recommendations about HRM strategies are suggested.

C/HR/326. Human Resources Management in Canada

The paper looks at the human resources management (HRM) in Canada considering the impact of cultures and traditions on HRM practices, i.e. recruitment, selection, compensation, training and development. The PESTL model is applied to evaluate each of these practices.

S/HR/230. Analyze how and why the Psychological Contract in the UK is changing, and the implications this has for employment and society

The paper examines the concept of psychological contract outlining the recent changes in the quality of working conditions including the improvement of work-life balance, equal opportunities, employment rights, flexible working hours, etc. The relations between employers and employees are discussed highlighting mutual trust between the parties, commitments to the organization, etc.

S/HR/222. What is the role of the line manager in an organization that is practicing HRM? What are the development needs associated with such a role and how can these needs be met?

The paper examines the role of line managers in HRM considering the development requirements associated with their role and indicating the implications and problems faced by line managers in performing HR functions.

C/HR/288. Learning and Development at the Royal Mail

The paper examines the learning and development (L&D) policies and practices at the Royal Mail presenting a review of L&D literature, analysing the strategic alignment of Royal Mail's L&D policies, and outlining the strengths and weaknesses of the company’s L&D policies and practices.

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