Unit 1 5DVP Cohort: April 2019

Unit 5 – 5HRF
MANAGING AND COORDINATING
THE HUMAN RESOURCES
FUNCTION

Amanda Holmes
Cohort: April 2019
Wordcount: 4029

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Unit 5 - 5HRF Cohort: April 2019

Table of Contents

Activity 1 (2.2)………….....……………………………..……………………………………………………………2
Analyse how the HR function varies between organisations in different sectors and of different
sizes …………………………………………………………………………………………………………………….2
Activity 2 A (1.1).…………………………..………….……..……………………………………………………….4
Summarise the organisational objectives that the HR function is responsible for delivering and how these
are evolving in contemporary organisations………………………………………………………………………...4
Activity 2 B (2.1)………………………………………………………………………………………………………6
Explain the different ways in which HR objectives can be delivered in organisations…………………..……..6
Activity 3 (1.3)………………………………………………………………………………………….……..............8
Evaluate the business case for managing HR in a professional, ethical and just manner……………….........8
Activity 4 (1.2)……………………………………..……………………………………………………….….…….10
Explain the major theories of effective change management and how these are implemented and
evaluated………………………………………………………………………………………………………………10
Activity 5 (3.1)……………….…………………………………………………………………………….….……..13
Discuss the main criteria and methods used to evaluate the contribution of the HR function……………….13
Activity 6 A (4.1)...………………………………………………………………….….……………………………16
Identify and evaluate research evidence linking HR practices with positive organisational outcomes…......16
 Summary...........................................................................................................................................16
 Methodology......................................................................................................................................16
 Conclusion.........................................................................................................................................16
Activity 6b (4.2).....................................................................................................…………………………...18
Explain how high-performance working and investment in human capital can impact on organisational
practice………………………………………………………………………………………………………………...18
Reference List..............................................................................................................................................19
General Reading..........................................................................................................................................20

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Activity 1 (2.2)
Analyse how the HR function varies between organisations in different sectors and of different
sizes.

Private Sector
I work for a private SME Maritime Security company, supplying armed security teams or security escort
vessels (globally). There are currently 10 offices globally, 111 office staff and over 1800 self-employed
trained guards which requires operational effectiveness 365 days a year (Holmes, 2019).

Having no HR function previously, the company incorporated a standalone HR Manger position earlier this
year with sole responsibility for all HR activities, reporting to the managing Director. The main priorities
include (Holmes, 2019):
 Review of policies/procedures and staff handbook
 Talent Development/acquisition
 Organisational Culture
 Implementing employee and manager self-service system
 Employee Relations

HR delivery being aligned to the Ulrich model, using 2 legs, HR Business Partner and Shared Services,
enabled the HR Manager to focus on working more collaboratively with managers to carry out strategic
management, key objectives and specialisms such as recruitment and learning and development (Holmes,
2019).

Public Sector
The British Army is a large public organisation made up of 82,000 regular personnel, 30,000 reserve
personnel and 12,000 civilian personnel, requiring operational effectiveness 365 days a year
(Army.mod.uk, 2019).

The Staff and Personnel Support (SPS) administer every Unit of up to 700 strong within the Army, housing
a team of approximately 20 HR Specialists working closely with a heavy structured Chain of Command.
SPS are responsible for administration and financial support with specialist working in areas such as
Management information, Financial Management, Employee Relations and L&D with recruitment being
outsourced. The main focus for SPS is to ensure the Unit and everyone in it are operationally ready
(Army.mod.uk, 2019).

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HR delivery can be aligned to the Warwick model, given the nature of the organisation it enables the HR
function to adapt to external factors such as political, economic and social factors affecting the organisation
and HRM (VLC, 2019).

Comparison
Having worked in both sectors, HR delivery between a small business and a large organisation differ in the
sense of size, responsibilities, resources and recruitment.

Small private businesses effectively have a HR Manager working as a generalist with knowledge and
involvement in all areas of the HR function. Resource availability is limited in terms of development, training
and engagement adding more pressure to find different approaches to tackle the issue. Recruitment can be
time consuming and costly, usually sought through social media, internal job postings or employee referral
schemes, sifting of cv’s, reference checks and finally interviewing. This impacts the HR function as small
private businesses usually have a high turnover of staff and are profit driven, always looking for a return on
investment and wanting to see measures that HR have added value.

Whereas a large public organisation will have a department dedicated to HR with experts in areas such as
L&D, employee relations and pensions allowing for back up and assistance. Larger organisations have an
advantage when it comes to resources enabling them to boost morale through team building exercises or
being able to attract and retain employees by benefits and development opportunities. Recruitment can be
looked after by experts in house with dedicated time or can be outsourced due to funds being allocated.
This impacts the HR function as large public organisations can face budget cuts, will look at the
development of employees and operational effectiveness (VLC, 2019).

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Activity 2 A (1.1)
Summarise the organisational objectives that the HR function is responsible for delivering and how
these are evolving in contemporary organisations.

The HR function plays an integral part in any organisation and through effective management of people and
performance, HR can support the delivery of the organisation’s strategy and key objectives (VLC, 2019).
Here we will look at 3 organisational objectives that the HR function are responsible for and look at how
they have evolved:

Employee Engagement
HR plays a key role in driving and maintaining employee motivation which can be done with good people
management and learning and development (VLC, 2019).
 Communication - Communicating and helping employees understand their contribution to the
organisations vision that are lived by leaders, will enable employees to feel engaged in their role by
understanding their purpose and objectives to meet
 Coaching and mentoring – Help line managers understand the effect their management style may
have on employees, teach them to empower and delegate more responsibilities that could identify
staff development, succession planning
 Award incentives and reward systems – HR can develop and implement award incentives where
employees can submit ideas to senior management and if implemented, will be rewarded. Reward
systems can help to promote recognition for performance and going above and beyond their job
roles

Over the past two decades employee engagement has shifted from employee satisfaction to gaining
employee commitment and currently to employee engagement showing that the objectives are becoming
less operational and more strategic (Chetri, Y, 2019).

Improving Absence Rates

Excessive absenteeism can be the result of many different factors such as short- and long-term illnesses,
personal ongoing problems, a dysfunctional work environment or poor management with no clear direction.
There are a lot of ways HR can intervene to help drive down absence figures (VLC, 2019):
 Poor Management – Ensuring individuals with direct line responsibilities receive formal training and
support to enable them to deal with employees appropriately and professional
 Absence Policy and Procedures – Formalising the employers’ expectations of its employees and
defining what is deemed as excessive absenteeism. This should include the notifying process with
unplanned absences whilst also specifying the consequences for not meeting performance
standards. The policy can be used to measure good performance

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 Employee Support – Being able to look at the bigger picture and putting measurements in place to
support employees who might be going through a challenging time which is causing the absence

Absence has evolved dramatically over the years moving from manual processes recorded on a piece
of paper and filed away in their personnel files. Today we have programs that monitor performance and
providing data analyst. Organisations are now strategic with well-being strategies with a focus on
mental health.

Learning & Development

Whilst HR should still encourage employees to take responsibility for their own personal development, HR
or L&D Specialists are in a position to build organisational capability by planning and administering
programs or reaching out to specific providers to ensure the employee has the skills and knowledge
required to prevent skill fade and meet organisational objectives. (VLC, 2019).

Leaning and Development formally known as training has evolved from training departments delivering the
content face to face internally, providing manual processes and certificates being held in personnel/training
files. Technology has transformed the landscape but it’s not just the delivery that has transformed, it’s also
the design, learning departments and the expectations of learning with learning supporting performance
and productivity and meeting organisational goals and KPI’s. Employers now measure their return on
investment and the impact it has had on the organisation and the employee (VLC, 2019).

HR used to be service driven, seen as the admin function but the HR function has now become less
operational and more strategic with its functions being integrated and aligned with the business objectives
(VLC, 2019).

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Activity 2 B (2.1)
Explain the different ways in which HR objectives can be delivered in organisations.

There are many ways in which HR objectives can be delivered in organisations, the chosen method will be
dependent upon the organisation and will also differ from one organisation to another and should be
aligned with business needs (CIPD, 2018):

Shared Services
Provide common corporate services that are usually carried out by individual departments and are usually
found in larger organisations. Shared services organise activities within a wider operating model such as
the Ulrich Model, by centralising the area responsible for routine services such as administration, payroll
and IT. (VLC, 2019):
Advantages
 Focus on strategy – Given the HR function is becoming more strategic and embedding itself in the
delivery of organisational objectives, freeing HR from day to day activities or enquiries enabling
them to focus on structural flexibility and the development of learning
 Costs and duplication – By outsourcing and centralising routine services to specialists will avoid
duplicated efforts and will reduce headcount within the organisation with basic tasks being
automated using technology as well as achieving economies of scale. Another potential saving is
through technology as these won’t require maintenance or upgrades
Disadvantages
 De-Humanisation of HR – Shared services can become impersonal as problems or queries will be
handled via telephone or email and doesn’t allow for consistency in terms of dealing with a different
person each time
 Skill requirements – If HR activities are transferred, traditional HR will need to be replaced by the
need for project management knowledge, contracting skills and an aptitude for customer service to
enable skillset to align with organisational objectives (CIPD, 2018)

HR Business Partnering (HRBP)

David Ulrich created the HRBP model in the mid 1900’s. It was designed to help build organisational and
people capabilities with HRBP’s working closely with business leaders to drive HR strategy and the
implementation. HRBP is not about the what but about the how, understanding the context of the strategy,
the visions of the organisation and developing people strategies to align it with the delivery of organisational
aims (CIPD, 2019).

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Advantages
 Cost Effective – If the HR function is aligned and proactive by ensuring the right people are in the
right place at the right time, will essentially give HRBP’s the time to focus on other areas of the
business to increase efficiency and effectively reducing costs
 Strategic HR - If the HRBP and the leadership team have an effective and aligned working
relationship, it enables the HRBP influence, design and implement the right people solutions to
achieve organisational effectiveness
Disadvantages
 HR Credibility – Its HR’s responsibility to consult with leaders, line managers and any other key
stakeholders to ensure they understand the model and the value it will have on the organisation. If
stakeholders aren’t engaged with or fully understand the model, it can damage HR’s credibility and
the ability to effectively deliver effective partnering solutions
 Knowledge and Expertise – Having knowledge and expertise in both business and HR will create
effective Business Partnering but having responsibility for both functions which may have different
paths or aims can be challenging and can be prove difficult when recruiting or training

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Activity 3 (1.3)
Evaluate the business case for managing HR in a professional, ethical and just manner.

All HR professionals should act in a professional, ethical and fair manner at all times but also being a
member of a professional body such as CIPD, HR professionals must also commit to upholding and
maintaining the standards and behaviours that are set in the Code of Professional Conduct. These
obligations are underpinned by 4 principles including (CIPD, 2019):
 Professional Competence and behaviour
 Ethical Standards and integrity
 Representative of the Profession
 Stewardship

Professional
The HR profession is based around the knowledge and expertise that is required to carry out said role and
essentially use this to make informed choices about their actions. It is HR’s responsibility to set the
behaviours such as role modelling, setting the standards, having the courage to challenge and build
collaborative working, all of which can be underpinned using the behaviours set out in the CIPD Profession
Map (VLC, 2019).

Take confidentiality for example, if HR didn’t abide by the rules and regulations surrounding confidentiality
then trust would be broken between the HR function and the wider organisation. Also, if confidentiality was
due to a breach in GDPR, this could be damaging to the organisation imposing heavy fines and the HR
losing all credibility.

Ethical
Working in the HR profession you work closely with internal and external stakeholders daily, it is vital that
behaviour is seen positively to build relations based around making the right decisions in line with morale
guidance and aligning best practice in legislation. This is good for the organisation and wider society in
which the organisation operates in with the HR profession choosing the right paths to avoid any fines or
bad publicity for operating in an unethical behaviour (VLC, 2019).

If organisations are seen to be ethical in its practices this can help to promote employer branding making it
easier to recruit new employees and enabling the organisation to retain its top performers.

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Just Manner
It is also important that HR are seen to be treating people equally and in line with legislation and policies.
These can be underpinned by using the Equality Act 2010 to ensure the organisation is not behaving in an
unethical manner such as discrimination or favouring certain groups, which can result in employment
tribunals, imposed fines and again gaining bad publicity for the organisation (VLC, 2019).

Organisations could become biased if there was no HR function to provide a middle ground between
operation managers and employees especially when the focus is around targets and money. HR will
support the justification and the reasons behind the decision making ensuring it is looking after the best
interests of the organisation and its people.

HR can ensure the principles of ethics and professionalism are aligned with people policies and practices
by ensuring all employees are familiar with these and providing training to coach and mentor line managers
to deal with challenging and unacceptable behaviour at work.

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Activity 4 (1.2)
Explain the major theories of effective change management and how these are implemented and
evaluated.

Change management is a structured approach taken to prepare, guide and support the people and the
organisation to implement change successfully by using a set of tools (VLC, 2019).

Kotter’s Eight-Steps Model

This model focuses on the errors made by leaders with further complexity and given this model focuses
and the process rather than the change, it can be easy to implement providing the eight overlapping steps
to help an organisation improve its ability to implement change but it can be costly and time consuming
(Webster, 2019):
Creating the Climate for Change
 Creating urgency
 Forming coalitions
 Creating a vision for change
Engaging and Enabling
 Communicating the vision
 Empower action and remove obstacles
 Generate quick wins
Implementation and Sustainable Change
 Consolidate change
 Make it stick

Image 1 – Kotter’s Eight Step Model (VLC, 2019)

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Kurt Lewin’s Three Step Model

Lewin developed the change management model in the 1950’s by referring to a block of ice for the change
management process consisting of 3 stages (VLC, 2019):
Step 1 - Unfreezing
Prepare the organisation to accept that change is happening and demonstrate why the change is needed
by challenging current beliefs, values, attitudes and behaviours. Provide evidence, data or examples for the
suggested change and although there may be some form of resistance, it’s important to obtain buy in from
them. This can be achieved through clear communication of the vision, involving employees in the process
where necessary and addressing individual concerns

Step 2 - Transition
Looking at new methods and establishing new norms and ways of working. Communicating and
demonstrating how the change will benefit both the organisation and the people, ensuring those leading the
change have a clear pathway are trained and able to answer questions if required. This can be achieved by
having a plan including planned measures and the effect it will have on the people

Step 3 - Refreeze
Takes place when the new methods of working have been applied. This will happen once proposed
changes have being embedded in the organisation and everyday activities. Employees will need to be
reminded about the change to enable them to adapt to the changes and the change needs to be
sustainable. This can be achieved by reviewing the model, feedback and celebrating its success

Implementing the change through Lewin’s Three-Step Model

The company recently underwent a restructure to implement specialist teams, the company approached
this by addressing the three-steps within the Kurt Lewin’s model:

Step 1 – The Managing Director held an ‘All-hands’ meeting to announce the restructure and
implementation of specialist teams to streamline working practices. By highlighting the vision of the
structure and the benefits not only to the organisation but the employees, it allowed staff members to view
their concerns and for the. project team to iron them out immediately

Step 2 – Whilst establishing new methods, daily activities and structure the company-initiated newsletters,
highlighting achievements or current stages in which the company had reached in their plan and the next
steps. This kept the change current, motivated and engaged

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Step 3 – Once the restructure had been finalised and the working methods had been applied to everyday
activities. Regular meetings took place to establish how people had found the change as well developing a
survey to engage feedback. All staff members were rewarded with an all paid day out to celebrate the
success

This model was easily implemented and the good thing about the Lewin model is that it can be used again
if unsuccessful. The disadvantages with this model are that its quite simplistic so if we reached a complex
issue, the company may not have known how to address it and it is fairly limited. Overall the model worked
well, and the restructure was implemented within 3 months with all teams functioning and back to normality
by the fifth month.

Kotter’s Eight-stepped model is modern and more complex taking longer to implement, whereas Lewin is
quite traditional brief and can be fairly quick and easy to implement. 2675 altogether

Image 2 – Kurt Lewin’s Three-Step model (VLC, 2019)

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Activity 5 (3.1)
Discuss the main criteria and methods used to evaluate the contribution of the HR function.

Just like any other function, HR needs to demonstrate that it is adding value to the organisation but HR
faces challenges when it comes to measuring as outputs and values are intangible making it difficult to
measure. To successfully measure HR’s contribution and added value, the following three measurements
are important (VLC, 2019):
Efficiency – Measures HR’s activities to see if they are suitable in minimising the use of resources
Effectiveness – Measures the extent to which objectives are achieved and problems solved
Impact – Measures strategic alignment between HR and the organisation through results of achieving
strategic priorities

Quantitative and qualitative reports can be used to track performance of individuals or the whole workforce.
By gathering such data, will help to identify issues that can impact the organisation, allowing HR to be
reactive to the issue and increase efficiency:

Recruitment and Selection can be measured by:

 Cost of recruitment
 Attrition rates
 Performance and productivity

Learning and Development can be measured by:

 Cost of training
 Analysing benefits and impacts of training
 Number of participants on course

There are a number of tools that can be used to help measure value and success such as questionnaires,
KPI’s, dashboards, benchmarking, SLA’s and balanced scorecards (VLC, 2019).

Dashboards

Dashboards measure and track information systematically by displaying visual expectations to measure
criteria allowing management to develop and align HR strategy with other departmental strategies across
the organisation. Enabling the integration of personal objectives and management whilst improving
accountability (VLC, 2019). Here are ten essentials criteria by Phillips et al (2014):
 Simplicity

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 Economically viable
 Credible methodologies and techniques
 Theoretically sound principles
 Factors that influence variables
 Flexibility
 Process applicability
 Costs of solution
 ROI5 formula
 Success rate

Dashboards are linked to databases which provide key reports presenting visual measures as well as
positive and negative trends that link in with business intelligence to align with organisational goals. Here
are 4 types broken down according to their role (VLC, 2019):
 Strategic – Provides a quick overview to support managers in decision making, focusing on high-
level measures such as performance and forecasts
 Analytical – Provides context, comparisons and history, supporting data interactions productivity
 Operational – Providing oversight into activities that require a quick response such as production
 Informational – Provides information across the organisation by linking into other dashboards

HR can add value by ensuring there is a link between HR and the strategic objectives, demonstrating its
contributions.

Key Performance indicators (KPI’s)

Key performance indicators are used to help organisations and employees define and achieve their goals
as well as effectively measuring the success of an organisation achieving its objectives. Effective KPI’s
should (VLC, 2019):
 Give an indication as to whether strategy is working
 Provide a comparison in performance change over time
 Ensure employees are aware of key objectives to succeed
 Give a clear focus for communication and links with business intelligence in business trends to
device an action plan

HR’s main role is to help organisations in assessing their progress and using KPI’s will measure the
success and value of HR in the following areas (VLC, 2019):
 Employee turnover

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 Customer Service
 Customer satisfaction
 Performance management

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Activity 6 A (4.1)
Identify and evaluate research evidence linking HR practices with positive organisational outcomes.

Summary
Reading the ‘Strategic HR functions and firm performance’ article produced by Hyondong Kim and Kang
Sung-Choon (2011), it is clear that they have identified and evaluated their research, evidencing the link
between HR practices with positive outcomes.

The authors have carried out a lot of research into the impact of HR practices and policies on overall
business performance, but the research still leaves unanswered questions in relation to high performance.
For example, the research does not answer if organisations perform better because of these practices or if
high performing organisations need to implement more HR practices. However, the research does link
between HR practices and organisational outcomes, specifically the value of strategic HR and business
performance.

The results have shown that the involvement of a strategic HR has impacted on career development and
found they have the ability to positively influence high-performing work practices. Having said that, the
report has also indicated that a weak relationship between HR and an organisation may contribute to the
gap but overall high-performance working bridges the gap between HR and organisational performance.

The research is conclusive that HR must put in place practices and policies that foster employee
involvement and engagement in order to ensure organisational success, however, the validity and reliability
of this research is limited to the sample demographic.

Methodology
The research is valid for the sample demographic but is not applicable or persuasive wider than temporary
workers and unionised Korean firms established in or before 1997. The research is not generalisable to
other demographics i.e. Britain. The article persuasively draws on the link between HR policies and positive
organisational outcomes however it is only useful and persuasive within the demographic of the sample.
The research appears to have been poorly translated, resulting in gaps in context and the ambiguous
applicability of data presented (data in some tables not being referenced in prose). The authors. Are surely
experts in the field of HR and use credible sources throughout the article such as Ulrich and Purcell to back
their research. However, the content of the article and the data produced is confusing, full of jargon and
lacking clarity, again, possibly due to translation.

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The researchers based their studies around 4 high performance working practices and discussing the
moderate relation between HR practices and organisational performance, particularly pay for performance
strategies.

The research was detailed using both primary and secondary methods of data collection but there were
limitations identified by the researchers with there not being enough business data, limited data measures
and response in surveys. The hypothesis was tested along with existing measures or reviewed literature to
ensure validity and reliability.

Conclusion
Given that the research focuses on unionised and temporary workers In Korean organisations, it makes it
difficult to agree with the findings. It would have helped if it had been generalised as its not valid or
representative in the UK as there is a decline in unions with an approach to incorporate HR models. The
reduction in sample size also made it difficult to draw out persuasive points.

The results of the research show links between strategic HR and organisational performance and positive
outcomes. In conclusion this research shows strategic HR will not be successful without HR practices
which focus on employee engagement, particularly in relation to training.

The article could have been more structured with a contents table allowing the reader to draw out points,
making it easier to comprehend what the author had written. It could have also been condensed as the
article seemed very long with repetitive information.

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Activity 6 B (4.2)
Explain how high-performance working and investment in human capital can impact on
organisational practice.

High Performance Working

High performance working (HPW) is a general approach to managing organisations with aims to stimulate
effective employee involvement and commitment to achieve high levels of performance. (VLC, 2019).
Whereas, Buzzacott 2018, talks about creating an environment based on trust, transparency and
communication, creating a flatter structure where employees feel happy, engaged, motivated and ultimately
work towards achieving the same organisational goals. HPW is based around processes, policies and
practices that when integrated generate improved performance in employees. High-performing working
practices include (Buzzacott, 2019):
 Increased employee involvement such as self-directed teams,
 Increased rewards such as flexible working
 HR practices such as mentoring schemes (VLC, 2019)

Human Capital
Human Capital is about knowledge, skills and abilities possessed by individuals within organisation. This
provides employers with a competitive advantage with people management stating if employers view
employees as assets and invest in HR and human capital it will result in a successful outcome for the
organisation (VLC, 2019).

Following the conclusion of the research conducted by Hyondong Kim and Kang Sung-Choon (2011),
results have shown that there are many impacts that high-performance working and investment in human
capital can have on an organisation.

Firstly, they concluded that although there is a weak link between a strategic HR function and its effect on
the organisational performance, high working performance practices moderate the relationship. They also
discussed how the HR function is enhanced by the use of career development programmes and reinforcing
temporary workers dedication and cooperation by providing benefit programs which all support the
organisations success through investing in human capital and high-performance working practice. The
researchers also concluded that strategic HR will not be successful in the absence of practices that foster
employee involvement.

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Reference List

Amanda Holmes, submitted July 14th, 2019, Business Issues and the Contexts of Human Resources
(5CHR)

Army Be the Best, Army on One Page (figures), available at:

https://www.army.mod.uk/what-we-do/facts-and-figures/ (accessed November 19th, 2019)

Army Be the Best, Staff and Personnel Support, available at: https://www.army.mod.uk/who-we-are/corps-
regiments-and-units/adjutant-generals-corps/staff-and-personnel-support/ (accessed November 19th, 2019)

Buzzacott, 2019, What is High Performance Working, available at:

https://www.buzzacott.co.uk/insights/what-is-high-performance-working (accessed December 1st, 2019)

Chitre, Y, 2017, 6 Ways the Definition of Employee Engagement has Evolved, available at:
https://blog.hubengage.com/6-ways-definition-employee-engagement-evolved (accessed November 19th,
2019)

Code of Professional Conduct, CIPD, 2019, available at:

https://www.cipd.co.uk/about/what-we-do/professional-standards/code (accessed November 20th, 2019)

George, S, HR Shared Services, CIPD Factsheets, 2018, available at:

https://www.cipd.co.uk/knowledge/fundamentals/people/hr/shared-services-factsheet (accessed November
19th, 2019)

Kim, H & Sung-Choon, K, Strategic HR functions and firm performance (2011), available at:
https://campus.avadolearning.com/course/view.php?id=3201 (accessed November 1st – December 15th,
2019)

O’Halloran, G and Haden, S, HR Business Partnering, CIPD Factsheets, 2019, available at:
https://www.cipd.co.uk/knowledge/fundamentals/people/hr/business-partnering-factsheet (accessed
November 19th, 2019)

VLC, 2019, available at: https://campus.avadolearning.com/course/view.php?id=3201#section-1

(accessed between October 21st and December 15th, 2019)

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Webster, V & Webster, M, Successful change Management – Kotter’s 8 Step Change model, 2019, available
at: https://www.leadershipthoughts.com/kotters-8-step-change-model/ (accessed November 21st, 2019)

General reading

Stephen Taylor and Carol Woodhams (2016) Studying Human Resource Management, 2nd edn. CIPD
Kogan Page.

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