Managing and co-ordinating the HR function (HRF)

assessment template

Managing HR at BCB Finance – written briefing paper

Name: P
Word count: 3392

Organisational objectives
Human Resource Management is the effective use of people to achieve both the organization
and individual goals. It is actually effective recruitment, selection, development,
compensation, and utilization of human resource by organization.

Human Resource Planning and Development is the framework for helping employees to plan
and develop their personal and organizational skills, knowledge, and abilities. Human
Resource Development includes such opportunities as employee training, employee career
development, performance management and development, coaching, succession planning,
and organization development.HR managers have to be able to identify
and document project roles and responsibilities, and develop a plan describing the end-to-end
processes that will be required on a project (or series of projects) in order to determine
its human resource requirements.

The organisation we will look into is a construction medium sized family business, Kelleher
Group. In construction companies HRM is primarily concerned with ensuring that a project
has sufficient human resources, with the correct skill sets and experience, for the project to be
successfully completed. Some of the advantages for Kelleher Group to have the HR in-house
are the following:

 We can have more control over the employees.

 We can monitor the employee development and productivity during the training.
 Face-to-face conversation can be done almost every day with the employees and this
will improve engagement between employees. Team discussion is more effective
because each team member is present and able to express their ideas.
 Intellectual property such as design copyright might remain confidential as we can have
the employee to sign a non-compete contract.

The HR needs to support the delivery of organisation objectives. It is important for HR to

understand the organisation’s objectives. It should then create its activities to support those
objectives. Within Kelleher Group, the HR professionals are learning how to manage
effectively through planning, organizing, leading and controlling the human resource and
knowledge of emerging trends in training and employee development.

An objective for Kelleher Group is to develop knowledge and understanding of a particular

ERP system which all employees need to log into and work through it. HR is responsible to
train the employees how to use this system and help the employees who are not IT literate.

CIPD Level 5 HR HRF assessment template v1.0

 HR is responsible for Learning and Development within the organisation, so ensures that
workers have the knowledge, skills and experience to fulfil individual and organizational
needs and ambitions.

Another objective for Kelleher Group is to grow the business. HR needs to understand what
skills are required, and HR is responsible either develop those amongst existing staff or
recruit them externally. HR is responsible for the Organisation’s development and design,
using a systemic approach and application of behavioural science to drive the organisation
performance.

Kelleher Group is recruiting operatives due to an increase in projects. Clearly, the

organisation’s third objective is to meet the projects requirements that have been placed in a
timely manner. To support this objective the HR department the company will need to recruit
people quickly and efficiently. These people will need to have the right mix of skills and
experience so that they can quickly contribute to the increase in demand.
HR in Kelleher Group is responsible for Resourcing - HR identifies, attracts and assesses to
get the right people for the organisation.

Evolving Nature of HR in the contemporary environment:

Over the past three decades, the HR function has consistently, gone through an evolvement
from its first form of existence, which is the personnel management and custodian of
information of the employees. In affirming this CIPD, note that the HR function is engaged
consistently and currently identified as a service center and an essential factor that drives the
outcomes of talent development.(CIPD, 2020)
Further the evidence of the changing nature of the HR function is also evidenced in CIPD,
that note that from the time the CIPD Profession Map was developed in 2013, it has since
changed. Currently, there is the CIPD 2018 Profession Map which is in existence. This
includes establishing new specialisms, diversifying the way of working and prioritise the
existence of change. (CIPD, 2020)
An example in Kelleher Group is where they are using the Human Resources Management
System (HRMS), Human Resource Information System (HRIS), payroll software, managing
all benefits and a tool for engaging the employees.

There are two models which can be used from HR to deliver these objectives.

1. The Purcell Model (2003).

2. Dave Ulrich Model, the Three Legged Stool Theory (1997).

The Purcell Model provides the building blocks of good performance; AMO which means
Ability- assumes that people want to apply for jobs and have attributes recognized, willing to
learn new skills.

Motivation- assumes staff can be motivated to use their ability in a productive manner.

Opportunity – assumes employees will perform well, produce quality work and participate in
wider activities e.g problem solving, team initiatives.

AMO contributes to feelings of job satisfaction, commitment and motivation and encouraging
employees to deliver exceptional performance which in turn builds business capabilities.

(CIPD, Understanding the People and Performance Link: Unlocking the black box, 2003)

The three Legged Stool Theory suggests that in large organizations the HR function should
be divided into three segments, shared service activities should be concentrated in a call
centre with supporting intranet to provide admin and basic support functions, business
partners are individuals or small teams which work closely with business unit managers on
key initiatives and change management. At the end, specialists exist as repositories of key
technical knowledge on resourcing reward, employment relations and can develop policy
whilst providing support to business units and shared services. At the top of this model should

CIPD Level 5 HR HRF assessment template v1.0

 be a corporate HR team that is responsible for performance as a whole and provide strategic
direction. (Ulrich, 1997)

An example of a large organisation would be the McDonalds Corporation. McDonald’s

business model is depicted by the Dave Ulrich Three Legged Stool of owner / operators,
suppliers and company employees is its foundation. The balance of interest among the three
groups is essential to the company’s success. (Nielson, December 2013) Another large
private sector organisation is the John Lewis Partnership (JLP). JLP adopts the Dave Ulrich
Three Legged Stool approach. Marks and Spencer also follows the Dave Ulrich Model (Hills,
March 2010).The NHS, which operates are a large organisation in the public sector, using
shared services and outsourcing. Gerutha is a small organisation operating in the voluntary
sector, providing outsourced services to other charities across the UK. It provides HR, admin
and support services to charities on an out-sourced basis, at a competitive cost. Procom
Construction Consultants are a small organisation operating in the private sector and they
adopt the Purcell model, adopting AMO. They utilise out-sourced HR, marketing and payroll
services, allowing them to keep their overheads low.

The options for delivering the HR objectives are the following:

1. To use shared services, which is a way of organizing the activities within a wider HR
operating model. Often, HR Shared services involves a team of administrative HR services in
a centralized team, shared throughout an organization. It is thought that this idea evolved due
to being a more cost effective solution for larger organisations.

2. To self-deliver, using internal resource; self-delivery involves an organization employing its

own HR Generalist and/or Specialists.

3. To Implement Vendor Management which involves a third party undertaking specific tasks
for a business/ organisation. The services commonly sought are for payroll and recruitment.

4. To Do Partnership with other organisations. HR business partners are individuals within a

HR team who have expert knowledge in particular areas, such as learning and development
for example. The business partner must understand how the business operates and must
have the courage and confidence to challenge the business and its leadership to influence
effectively.

5. To provide Out-sourcing Services, which involves a third party taking on most, if not all, of
the HR functions.

We can easily find the following advantages and disadvantages between Ulrich’s
model and the Outsourcing strategy:
HR OBJECTIVES ULRICH MODEL OUTSOURCING
DELIVERY APPROACH

ADVANTAGES 1. Reducing the overall 1. Flexibility.

headcount. 2. Easier management
2. Reducing the of employee
duplication of efforts. performance and
3. Enabling more organizational
significant development.
economies of scale. 3. Cost-effective and
4. Improved efficiency increased efficiency.
and cost reduction.

DISADVANTAGES 1. Not flexible. 1. Knowledge deficits

2. High risk from with the HR knowing

CIPD Level 5 HR HRF assessment template v1.0

 competitors.
3. Loss of control as
less tailored services
are existence.
4. Reduced diversity for
staff within the
organisation.
little on their
operations.
2. Possibility of losing
sensitive data and
confidentiality.

Managing Change

The Lewin’s ‘Unfreeze-Change- Freeze’ Model of Change

Lewin’s Change Management Model is one of the most popular accepted, and effective
change management models. It helps companies better understand organizational and
structured change. This model consists of three main stages which are: unfreeze, change and
refreeze.
•Unfreeze- This is the preparation stage where employers must get prepared for change. The
crucial step here is to enhance open employee communication explaining why change is
necessary. The goal is to overcome employees’ resistance to change as much as possible.
•Change - This is the stage in which change gets implemented. Continuing on the first stage,
good leadership and effective employee communications are crucial here.
•Refreeze - This is the stage in which change is accepted and employees go back to their
routine. This stage should be considered as almost ever-going. Leaders should make sure
that changes are adopted and used even after the change management objectives have been
achieved.
Lewin’s change management model describes in a very simple way the main 3 stages that
every change management process has to go through: pre-change, during change and post-
change. (Lewins, 1947)

Advantages
1. The analysis that provides a visual
summary of all the various factors supporting and
opposing a particular idea, with all the data
that has been collected regarding a potential
decision consolidated into a single graph.
2. The analysis expands the evaluation beyond
the data itself to look at qualitative factors that
may have an impact on the success or failure of
the decision being analysed.
Disadvantages
1. Very limited, goal and plan driven model. The
plans do not take into account human feelings and
experiences can have negative consequences.
Employees can become so excited about the new
change, that they bypass the feelings,
attitudes, past input or experience of other
employees and can find themselves facing either
resistance or little enthusiasm.
2. The analysis requires the full participation of
everyone involved to provide the accurate
information required for an effective analysis. This
can be a disadvantage when full participation isn't
possible, resulting in an analysis that doesn't
provide a realistic picture of the supporting and
opposing forces.
3. The possibility that the analysis won't result in a
consensus among the group. In fact, a force field
analysis may actually cause a division in the group
between those who support the decision and those
who oppose it.

Kotter's 8-Step Model of Change

CIPD Level 5 HR HRF assessment template v1.0

 Kotter’s change management theory is one of the most popular and adopted ones in the
world. This model has eight stages and each of them focuses on employees’ response to
change.
•Increase urgency – Creating a sense of urgency among employees may be the best way to
motivate and engage them during the process.
•Build the team – Determine the right set of skills and personalities for the team that will be
responsible for driving change within the organization.
•Get the vision correct – Take into account not just the strategy, but also employees'
creativity, emotions and project's objectives.
•Communicate – Be transparent and frequently communicate with people about the changes
being implemented.
•Get things moving – Get support, remove the roadblocks and collect feedback in a
constructive way.
•Focus on short term goals – Don’t just focus on the end result. Set small goals and recognize
small achievements during the process to boost employee morale.
•Incorporate change – Reinforce and make change a part of the workplace culture. Help
employees adjust, and reward them for the new behaviors.
•Don’t give up – Changes don’t happen overnight, and obstacles are unavoidable. Be
persistent while the process of change management is going on, no matter how tough things
may seem. (Kotter, 2013)

Advantages
1. The process is an easy step-by-step
model.
2. Clear steps which can give a
guidance for the process
3. The focus is on preparing and
accepting change, not the actual
change.
4. Transition is easier with this model.
5. Focus on buy-in of employees as
focus for success
6. Fits well into the culture of classical
hierarchies
Disadvantages
1. Steps can’t be skipped.
2. The process takes a great deal of
time.
3. The model is clearly top-down, it
gives no room for collaboration
involving all levels of staff.
4. Can lead to frustrations among
employees if the stages of grief and
individual needs are not taken into
consideration.

The CIPD’s Code of Professional Conduct is a critical determinant of how the employees
need to play their roles professionally. The Code of Professional Conduct demonstrates that
the employees work in a professional way when they can work and behave in a manner that
their subordinates feel that they have a high level competency, increased reliability and
respecting others. (CIPD, Code of Professional Conduct, 2018)
In Kelleher Group, by working professionally, HR ensures that we harness our
competitiveness in Construction Sector. This is through accommodating interests of all their
stakeholders.
HR Ethical Practice is guided by the CIPD Ethics at Work Employer Guide, which are
identified as the existing values, moral principles and standards that are required to be
adhered to by the employers and employees in their active workplace roles. (CIPD, Ethics at
Work- An Employer's Guide, 2019)
In Kelleher Group, we are using a Staff Handbook, which demonstrates the rules and
regulations the employees need to follow. The organization is regarded as operating within
requirements of fair decisions.
In the CIPD Professional Map 2018, it entails on the different individual activities and
practices which need to be in a just a manner. (CIPD, Profession Map, 2018)
Acting in a just a manner, Kelleher Group entails making sure that there is no form of
discrimination and all employees are offered equal opportunities and management roles.
There are policies put in place for acting in just a manner, different regulations being put in
place, diversity and increased inclusivity.

Evaluating HR

CIPD Level 5 HR HRF assessment template v1.0

 KPIs are performance measures that can be used to help Kelleher Group to assess its level
of service performance, efficiency and effectiveness or to evaluate its progress towards
meetings objectives.
KPIs that we choose for Kelleher Group for the objectives we have set in the HR Department
are Recruitment, Learning and Development and Performance Management.

Recruitment

1. Recruitment timeline

For the available roles in Kelleher Group, another employee spends time filling up for the
position. This could affect team morale and employee engagement rates. HR needs to fill the
empty seat as fast as possible to prevent this from happening.HR needs to measure how long
it takes to fill the position from the job advert all the way to the new employee’s first day on
the job. We need to determine how fast the chosen candidates move through the entire
recruitment process. This KPI enables the team to spot any obstacles in the hiring process
and create solutions for them.

2. Number of interviews per candidate

The screening process involves picking the top CVs. It also involves initial assessments and
phone interviews before a member of the leadership team or senior management sits down
with the candidate. The HR needs to measure the number of interviews per candidate to keep
it consistent and limited. This helps us determine how much time is spent on a candidate. By
doing so, we can minimize the chances of wasting the company’s and the candidate’s time.

3. Job offer timeline

HR needs to ensure that the transition of candidates from one point to another during the
hiring process is smooth and fast. To do this, we can measure the number of days consumed
from a candidate’s application date to when the job offer is accepted or rejected. It’s important
not to confuse this with recruitment timeline that refers to the days spent from when the job
position is made vacant to filling it. Sometimes, job offers can take a while and the obstruction
comes from the hiring departments. This KPI helps us improve our timeline and prevents us
of losing a candidate because of the waiting time.

Learning and Development

1. Average training cost per employee

This KPI shows how much we invest in the training of each employee. Although, we don’t
have any information about the results that we expect.

2. % of budget spent on training

Using this KPI, we can monitor the cost of training. In case we spend 90% of the budget on
finding new candidates, then probably the training program is not suitable. Still, there is no
required % of budget that the company must spend on training. Excellent training might cost
just 1% of the budget but will result in high productivity growth.

3. % of employees trained

This KPI gives us the number of employees that were trained. It makes sense using this KPI
when we know the effectiveness of certain training. But we need to consider that might what
was excellent for employees of one department might not work for employees of another.

Performance Management

CIPD Level 5 HR HRF assessment template v1.0

 1. Average task completion rate

This KPI can be used to inform us about the overall efficiency of the team. It’s useful for
understanding how long different phases of a project usually take the employees, so we can
improve budget estimates and price fairly for the work.

2. Overtime per employee

The average overtime metric can be interpreted in different ways. We use it to understand the
health of their employees – both in terms of engagement and physical wellbeing. But it
shouldn’t be taken as an indicator of employee dedication, since “presenteeism” alone doesn’t
translate to “quality of work” or “enthusiasm”. If the employees are constantly performing
overtime, we might actually need to increase the workforce.

3. Revenue per employee

This is a basic indicator of what each employee brings in. It’s useful for ensuring our
workforce aren’t costing us more than they’re making us. We can also use it to measure the
profitability of company.

Using HR Scorecard (Becker, Huselid and Ulrich, 2021)which is based on Kaplan’s and
Norton’s Balanced Scorecard (Kaplan,Norton , 1992), HR is able to evaluate its performance
and identify top priorities by analysing a range of reliable valid indicators relating to what HR
delivers (HR deliverables) or what HR does (HR do-ables).
The Five “Right” of HR measurement:
1) Clear understanding.
2) Creating value, HR costs.
3) Work force success, capabilities, behaviours and performance.
4) Business strategy.
5) HR practices and alignments.

There are three main gist of best-practice theories should be mentioned. First of all, the
models enhance employee ability and knowledge through good recruitment and training. The
second one is motivating desired behaviour through strong incentives. The last one is
encouraging ideas and contribution from motivated and better trained workers, AMO Model
(Boxall, Purcell, 2003).
Pfeffer (Pfeffer, 1998) claims seven HRM practices that all firms could success if they apply
these seven. The first one is selective recruitment and selection. The ‘selective’ is a central
part of it and a sophisticated way to recruit and select the talents. The second one is
extensive training-employees get development through training programmes. The third one is
performance-related pay (PRP). PRP related to personal and team performance and the best-
performance employees in a department will get yearly bonuses. The forth one is teamwork.
Employees take responsibility to work design and planning for a group of employees. It is an
effective way to break through the hierarchical model and decentralize responsibility. The fifth
one is information sharing and communication through the Internet, newspaper, face-to-face
talks and, last but not least, top management presentations. The sixth one is reduction of
status differences, avoiding status symbols, such as special parking spaces for high
management. The last one is employment security. Pfeffer (Pfeffer, HRM Practices, 1994)
also lists 16 practices for ‘competitive advantage through people’.
The advantages of the best-practice models can be defined as, firstly, much agreement on
basic best practice. The second one is the recognition of ‘bad’ practice. The third one is
establishing rules of thumb for selection; training; appraisal methods. The last one is that no
need to re-invest.

CIPD Level 5 HR HRF assessment template v1.0

 Some evidences in reality can prove that there is a positive relationship between the best-
practice and organizational performance. Richardson and Thompson reported that: “there are
30 empirical studies that have sought to address the relationship between HR practices and
business performance. The published research generally reports positive statistical
relationships between the greater adoption of HR practices and business performance.”
(Richardson and Thomson, 1999)
According to another paper reported by West, Patterson, Lawthom, and Nickell (West,
Patterson, Lawthom, and Nickell , 1997) firms could gain a substantial and measurable
improvement to organizational performance if they invest in developing and maintaining
effective HRM policy and practice.
Some criticisms also should be mentioned. The first criticism of best-practice models is
diversity of best-practice. Lists of desirable practices vary significantly. (Becker and Gerhart
1996). Secondly, the collective issues of work organization and employee voice may be lost
(Grugulis, 2000).
Thirdly, Legge (Legge, 1978) argues that supporters of ‘best-practice’ try to fabricate the
question of interests and goals. There are some other criticisms that should be considered.
One is that it might be difficult when we go beyond these practices. Another one is that these
models may not be suitable for every situations or sections of same business.
“The Best-fit side argues that HRM is more effective when it is aligned with its internal and
external context.” (Boselie, 2010).
Hailey, Ferndale and Truss did one study to understand the connection between HR practices
and organisational outcomes. It sought to comprehend the HR’s department role in enhancing
the financial performance of companies.
Using a case study, the researchers noted that HR in most companies raises financial
performance, but it comes at the expense of employee morale and commitment
(Hailey, Farndale and Truss, 2005). Although the study provides valuable insights on the role
of HR in improving organisational performance, it has a severe limitation due to the case
study method. It could be that the findings are unique to the enterprise where the
study was conducted.

High performance Organisations (Pfeffer, 1998).

Pfeffer suggests that a high-performance organisation should have the following seven key
factors:
1. Employment security
2. Selective hiring
3. Self-managed teams and decentralization of decision making
4. High compensation contingent on organisational performance
5. Training
6. Reduction of status differences
7. Sharing information

There are many other impacts that affect an organisation. The external factors (such as the
impact of the recession) have had a very real impact on organisations.
Human capital is a potential factor that impacts the organisation. It is the knowledge, skills
and initiative of the workforce, including the education and training that is offered to develop
those particular skills. Looking at the organisation from the human capital perspective looks at
the organisation as a mass of knowledge, skills and initiative. It is essential to look at ways of
developing the human capital because that is the basis of the worth of the organisation. This
is particularly true when we look at organisations that rely heavily on the knowledge of its
workers.

High-performance practice refers to the way an organization plans the work in which its
employees participate in making decisions that impact the overall performance of the broader
organization. These practices enable the organization to achieve high-performance culture
with norms and values combined to create an environment that supports the achievement of
high levels of performance. High-performance work practices do empower employees thus
helping organizational efficiency and performance. High performance supports substantial
investment in human capital thus empowering employees by developing their knowledge,

CIPD Level 5 HR HRF assessment template v1.0

 skills, flexibility, and motivation (Van Buren, M.E. & Werner, J.M. , 1996). Through
empowerment, employees can adapt quickly to the rapidly changing market conditions thus
able to improve operational efficiency and performance of the organization. Higher
performance in the organization is characterized by the HR through; highly selective hiring
process, offering employment security, conducting comprehensive training and development,
promoting teamwork among employees, reduction of status differentials, and high
compensation to employees based on their performance.

According to (Combs, James & Liu, Yongmei & Hall, Angela & Ketchen, David, 2006), high-
performance work practices improve the social structure within organizations thus enabling
effective communication and collaboration with employees. Employees are free to express
their ideas on the functioning of the organization and line managers can listen and put into
consideration. This practice affects the overall performance of the organization it supports
employees to engage in voice.

An organization can therefore implement high-performance work practices to improve

organizational performance through increasing employee’s skills, knowledge, and abilities.
HR should empower the employees to utilize their knowledge, skills, and abilities for the
benefit of the organization and motivate them often to do so.

However, there are cons associated with high-performance work practices. First,
organizational and employees goals overlap and are diverse making it difficult for the
individual interests of employees to be considered in the high-performance work practices. In
HPWS, it imposes strict employee regulations for instance high-performance standards, and
increases demands made upon employees. To meet the set standards, employees are forced
to cope with work overload thus affecting negatively the ability of employees to accomplish
their life goals while working to achieve organizational goals. HPWP assumes that employees
are a homogeneous group of individuals with similar interests but in a real sense, employees
perceive and interpret the aims and results of HPWP differently since they boost unique
values and a diverse range of life pursuits.

Human capital measures the economic value that employees provide to an organization
through their knowledge, skills, and abilities. Rastogi (Rastogi, 2002), refers to human capital
as an important input for organizations especially employee’s continuous improvement mainly
on knowledge, abilities, and skills. Investing in human capital involves all those activities that
improve the quality or productivity of employees in an organization. Human capital focuses on
two components; individual employees and the organization. These attributes generate
additional to employees and organizational outcomes. Nordhaug (Nordhaug, 1998) findings
establish that human capital is associated with higher performance and sustainable
competitive advantage. An organization reaps most from employees by investing actively in
them.

First, investing in human capital increases employee satisfaction hence there are higher
chances of improved productivity of the organization from employee’s production. Employees
are more satisfied with their jobs once they notice that their workplace cares about their
development. Second, improves retention rates of employees as less-skilled workers will be
willing to leave the organization and seek alternative employment. It is estimated that the cost
of replacing an employee amounts to an average of six months’ salary thus a little investment
in employees can save the organization such as avoidable expenses. Third, developing
employee engagement by an organization to improve productivity and make employees more
loyal to the organization. Therefore, offering career advancement opportunities and investing
in them offers them a reason to be engaged at work thus enabling organizational productivity.
Last but not the least; improve ROI by spending a little more on employee development
through increased salary, benefits and perks are a useful investment in the organization’s
human capital. Maximizing return on human capital by offering opportunities to employees to
grow and learn ultimately improves the overall performance of the organization.

CIPD Level 5 HR HRF assessment template v1.0

 However, it is not easy to attract, develop, and retain skilled employees in a complicated and
tight labor market. Skilled employees tend to create a competitive advantage to be lured by
rival organizations thus making it difficult for organizations to keep talented employees. An
organization can easily lose an employee from being lured away to rival organizations or
leaving voluntarily after investing heavily in their employees to gain the necessary skills and
knowledge to boost their performance. Furthermore, the current marketplace is evolving
rapidly hence an organization needs to keep active its L&D programs to ensure employees
possess the knowledge, skills, and capabilities needed for the changing marketplace to
achieve the organizational results. This can be very costly thus reducing the organizational
performance especially if an organization fails to upgrade its L&D to meet the existing
marketplace standards.

According to the Entrepreneur, October 2014 found out those organizations with happy
employees tend to outperform their competitors by approximately 20 percent to earn 1.2 to
1.7 percent more in revenue. It is thus important to invest more in human capital for an
organization to get the most out of the employees thus fostering productivity.

References
Becker and Gerhart 1996. (199).
Becker, Huselid and Ulrich. (2021). Making HR a strategic asset.
Boselie. (2010).
Boxall, Purcell. (2003). Strategy and Human Resource Management.
CIPD. (2003). Understanding the People and Performance Link: Unlocking the black
box.
CIPD. (2018). Code of Professional Conduct. Retrieved from CIPD:
https://www.cipd.co.uk/Images/code-of-professional-conduct-april-
2020_tcm18-14510.pdf
CIPD. (2018). Profession Map. Retrieved from CIPD:
https://www.cipd.co.uk/learn/profession-map
CIPD. (2019). Ethics at Work- An Employer's Guide. Retrieved from CIPD:
https://www.cipd.co.uk/knowledge/culture/ethics/ethics-work-guide
CIPD. (2020).
Combs, James & Liu, Yongmei & Hall, Angela & Ketchen, David. (2006). How
Much Do High-Performance Work Practices Matter? A Meta-Analysis of
Their Effects on Organizational Performance. Personnel Psychology.
Grugulis, M. a. (2000).
Hailey, Farndale and Truss. (2005). Human Resource Management Journal. 64.
Hills, J. (March 2010). HR Zone.
Kaplan,Norton . (1992). The balanced Scorecard.
Kotter, J. (2013). Accelerate: Building Strategic Agility for a Faster-Moving World.
Legge. (1978).
Lewins, K. (1947). Frontiers in group dynamics: Concept, method and reality in
social science; equilibrium and social change. Human Relations .
Nielson, S. (December 2013). Market Realist.
Nordhaug, O. (1998). “Competencies specificities in organizations”. International
Studies of Management and Organization.
Pfeffer. (1994). HRM Practices.
Pfeffer. (1998). The Human Equation: Building Profits by Putting People.
Rastogi, P. (2002). Sustaining enterprise competitiveness –is human capital the
answer. Human System Management.

CIPD Level 5 HR HRF assessment template v1.0

 Richardson and Thomson. (1999). The Impact of People Management Practices on
Business Performance: A Literature Review.
Ulrich, D. (1997). Human resource champions: the next agenda for adding value and
delivering. .
Van Buren, M.E. & Werner, J.M. . (1996). High-performance work systems. Business
and Economic Review.
West, Patterson, Lawthom, and Nickell . (1997). Impact of people management
practices on business .

Bibliography
Becker and Gerhart 1996. (199).
Becker, Huselid and Ulrich. (2021). Making HR a strategic asset.
Boselie. (2010).
Boxall, Purcell. (2003). Strategy and Human Resource Management.
CIPD. (2003). Understanding the People and Performance Link: Unlocking the black
box.
CIPD. (2018). Code of Professional Conduct. Retrieved from CIPD:
https://www.cipd.co.uk/Images/code-of-professional-conduct-april-
2020_tcm18-14510.pdf
CIPD. (2018). Profession Map. Retrieved from CIPD:
https://www.cipd.co.uk/learn/profession-map
CIPD. (2019). Ethics at Work- An Employer's Guide. Retrieved from CIPD:
https://www.cipd.co.uk/knowledge/culture/ethics/ethics-work-guide
CIPD. (2020).
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