Assignment 1

Human Resource Management and Corporate Strategy

Title: Case of Multinational Company Manufacturing Sports Apparel

Version: 1.0

Name: Anthony Nsangu Simbeye

Date: 17/06/2014

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Table of Contents
Introduction.................................................................................................................................................5
Organization Strategy..................................................................................................................................5
Strategic Human Resource Management....................................................................................................5
Resource based Approach:......................................................................................................................5
High Commitment Management:............................................................................................................6
High Involvement Management:.............................................................................................................6
High Performance Management:............................................................................................................6
Strategic fit:.............................................................................................................................................6
Human Resource Management Strategies..................................................................................................7
Over reaching HR Strategies....................................................................................................................7
Specific Strategies:...................................................................................................................................7
Recruitment:........................................................................................................................................7
Talent Management:...........................................................................................................................7
Reward:...............................................................................................................................................7
Knowledge Management:...................................................................................................................7
Employee Relations:.............................................................................................................................7
Development of Human Resource Strategic Plan........................................................................................8
Building strategic partnerships with key players in the organization......................................................8
Regional Directors:..............................................................................................................................9
Training and Development:.................................................................................................................9
Remuneration and Compensation:......................................................................................................9
Employee Relations:.............................................................................................................................9
Development of a strategic work force model......................................................................................10
Develop appropriate job description:.................................................................................................10
Job evaluation:...................................................................................................................................10
Recruitment:......................................................................................................................................10
Restructuring the strategic curriculum and lastly use the strategic curriculum and strategic work force
model to drive the Human Resource in the organization......................................................................11
Performance management:...............................................................................................................11
Training:............................................................................................................................................12
Compensation:...................................................................................................................................12

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 Employee relations:...........................................................................................................................13
Evaluation of the challenges and opportunities....................................................................................13
Varying Labor Laws:..........................................................................................................................13
Social:................................................................................................................................................14
Reward:.............................................................................................................................................14
Technological:....................................................................................................................................14
e-HRM:...............................................................................................................................................14
Benchmarking:...................................................................................................................................14
Staff Retention and career development:..........................................................................................14
Knowledge Sharing:...........................................................................................................................14
Conclusion.................................................................................................................................................15
References.................................................................................................................................................16

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Abstract

This report is a brief to the board of directors of the organization on the strategic importance of Human
Resource Management in a growing multinational organization. This will help the board in
understanding the importance of incorporating strategic Human resource management in the
organizations overall strategy. The objectives of this report is to enable the organization prioritize use of
its people in the most effective manner whilst ensuring high levels of motivation, job satisfaction and
overall retention of the organizations best and most enterprising individuals. Additionally being a
multinational labor driven organization it is imperative to have a corporate strategy that ensures that all
the diversity is maintained and respected without compromising the organization overall goals and
values.

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Introduction
The role of Human Resource management is now a key cornerstone in any developing organization and
requires the right skill set to drive it. As the new HR Manager of this organization the first step is to
understand the goals and values including medium to long term strategic plans. Once this is understood
then the next step would be to develop a comprehensive strategy for the Human resource department
to fit into the organizations plans.

Organization Strategy
The review of the organizational strategy is the first step in understanding the boards’ vision for the
organization. The organization strategy can be defined as how an organization sets out to achieve its
long term goals. This is usually defined and outlined by the board of directors and entrusted to the
organization chief executive officer.

Strategic Human Resource Management

In order to achieve the organizations strategy, the organization must recognize the value of the role that
people play in attaining the strategy. There are three cardinal groups of people that are in involved in
the attainment of an organization’s strategy i.e. customers, shareholders and most importantly the
organizations employees.

The concept of strategic Human resource management therefore entails the development of the various
human resource strategies that are used in maximizing the organizations performance. Strategic human
resource management is and an end to end process and covers all facets of human resource i.e.
Remuneration, performance management, knowledge management, and future growth. When well
implemented strategic human resource management guarantees the organizations sustainability and
maintains a competitive edge over its peers. The concept of strategic human resource management
requires the human resource function to become a strategic partner to the business. A document on
transformation from Human resource to being a strategic business partner by the Singapore Human
Resource Institute states that organization like Xerox have developed their Human Resources functions
to the point where they actually offer strategic human resource based business services e.g.
performance management , employee satisfaction, labor management whilst organizations like DuPont
have followed suit and offer business service in the areas of safety, health and environmental
management.

There several methods of approach to achieving strategic human resource management these are:

Resource based Approach: As the name suggests this approach is centered on the resources in
an organization, this is based on the theory that the organization will have a competitive advantage in
the market by investing in resource development, particularly human capital development. The resource
based approach will review the capabilities of its staff and draw up specific development plans. It also
strives to address the issues of knowledge management and staff retention. This approach identifies

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various opportunities in the market and develops strategies on how to capitalize on them through
appropriate deployment of resources.

High Commitment Management: High commitment management method is built on a

foundation of mutual trust between the organization and its staff. This methodology establishes
commitment of staff to the organization and vice versa using clearly defined career plans with emphasis
on climbing the corporate ladder. There is a lot of flexibility in terms of job descriptions to enhance
lateral movements and skill sharing. The goals are usually collective rather than individual thus there is a
lot of reliance on team work. Organizations founded on this methodology usually have profit sharing
incentives to drive commitment. The management methods do not rely on rules and sanctions to govern
the behavior of its employees but rather their overall commitment. The fundamental principal of this
method is to bring in highly talented individuals, who can easily adapt and work in various functions and
hopefully see out their entire career with the organization.

High Involvement Management: This is a form of management that is built on having the
employee being involved in all key decisions of the organization. With this method employees are
viewed as shareholders in the organization and their opinion is sort on all key decisions. Organizations
that are founded on this principal ensure that there are strong structures of communication and
involvement. The method entails continuous consolation between management and its employee.
Managers are expected to communicate the organizations vision and goals with to staff whilst also
capturing the input. Remuneration and other incentives are usually modeled on the concept of profit
sharing and equality.

High Performance Management: High performance management method seeks to drive the
performance of the organization i.e. profitability, customer service, ethics, and overall increased
shareholder value through high performance driven human resource systems. High performance
strategies require the organization’s human resource strategy to be designed with an emphasis on
performance above everything else. This is very a common approach used in many American
organizations e.g. like Microsoft, Google, City Bank, Nike etc. Performance in these organizations is
driven through vigorous recruitment of the highest performers in the market, intensive training and
development systems. This is then coupled with high incentive, wage and bonus structures and finally
retention systems.

Strategic fit: This approach is modeled on the on the hypothesis that the overall human resource
strategy should be made part of the overall business strategy. In order for this approach to be
successful it entails that human resource strategy should be involved in the overall planning and
development of the main business strategy. The main advantage of this is that there is no misalignment
between the organization’s strategy and the human resource strategy; furthermore it ensures that the
right level attention and resource is given to the “people issues” of an organization.

Despite the distinctions of all the approaches it is normal for most organizations to combine two or
three different methods to achieve the best possible results.

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Human Resource Management Strategies
Development of strategy is key in establishing the human resource policy that must support the
organization’s vision. Development of strategy basically comprises of the following basic steps. Firstly its
important to define the mission, then develop the objectives that assist in accomplishing the mission.
The fourth step is evaluate the environment, this can be done by using SWOT (Strengths Weaknesses,
Threats and Opportunities) analysis to establish how the organization is performing in it’s the current
operating environment against its peers. This would then be followed by analysis the organization in
terms of its current state vs its potential, which would be done through a detailed gap analysis.
Information to ascertain the current state can be determined through reading the relevant strategic
plans and various key policy documents, one to one question and answer sessions with key members of
management and review of major projects that have or currently been undertaken. Once the two
exercises have been fully completed it is important to now begin to contextualize and develop an
appropriate understanding of what the gaps are with a specific actions to get the organization to the
desired future state. The action plans must endeavor to add value to all facets of the business i.e.
Product development, environmental management, shareholders and most importantly staff.

The outcomes of the series of activities above lead up to the formulations of two main types of strategy
i.e. Overreaching HR strategies and Specific Human Resource strategies

Over reaching HR Strategies: These types of strategy stipulate in very broad terms how they
expect the HR functions to operate. The systems are set up to attract the best talent and then develop
them to level that deliver the maximum value for an organization.

Specific Strategies: Unlike the Overreaching strategies, specific strategies are basically outlining
how the organization will manage key component of the Human Resource Function i.e.

Recruitment: this is the how the organization goes about recruiting the best talent for the organization.

Talent Management: this how all recruited talent will be managed once they are part of the
organization to ensure that the attain their full potential

Reward: this looks at issues remuneration in the organization

Knowledge Management: this outlines how the organization will retain acquire, develop and maintain
knowledge to ensure that it upholds its competitive edge

Employee Relations: this is an outline of how the organization interacts with employees and other
stake holders. Interaction with employees done through established trade unions.

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Development of Human Resource Strategic Plan
Development of the appropriate Human resource strategy starts with the development of clear
objectives that are concurrent with the overall organizational strategy. In article the on strategic Human
resource management and firm performance by Subrabhi Loshali and Venkat R Krishnan they stipulate
that there are four main factors in developing a strategy namely 1. Building strategic partnerships with
key players in the organization 2. Development of a strategic work force model 3. Restructuring the
strategic curriculum and lastly use the strategic curriculum and strategic work force model to drive the
Human Resource department

Building strategic partnerships with key players in the organization

Development of appropriate HR structure with: The first step in becoming a strategic partner in the
organization is to develop a structure that meets the demands of the organization as a whole. The
structure must reflect and take into account that the organization is labor driven and multinational. This
can be derived from the strategy of the organization and the gap analysis. Below is diagram of the
proposed structure for the organization.

Figure 1: Proposed Human Resource Structure

With globalization and the advent of superior communication systems multinational organizations now
have very lean structures that enable shared resources across the various operating companies in the
different countries. Based on this structure the HR function should be headed by a senior member of

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staff i.e. Human Resource Development director who will report directly to the board through the CEO.
This will be the conduit by which the board drives its vision for the organization. The Director will also
advise the board on all HR related issues and do this with the assistance of four key functional directors:

Regional Directors: In order to drive the Human resource strategy through the organization the Vice
president will be assisted by regional Directors who will manage the specific Human Resource strategies
in the various regional groupings. As the organization is multinational this helps ensure that the HR
strategies are not diluted and are localized to ensure that they stay relevant and effective in the various
operating companies globally.

Training and Development: This function shall be responsible for capacity building in the
organization, this will be done by recruitment of suitable qualified individuals to fill vacant positions
throughout the organization It will also advice and develop country/regional recruitment policies and
shall be responsible for ensuring that all staff are provided with the relevant skills to conduct their
duties. Career development shall also be driven through identification of the most talented individuals
using an effective performance management system.

The training function musts also institute a change management program that will help the organization
define a culture that ensures strong employee brand loyalty at the same time driving high performance
in line with the organizations values and objectives. The change management program should be cross
functional and ensure that it includes individuals from all facets of the organizations; this allows change
transformation to happen faster as it takes place in simultaneously in each business unit.

Remuneration and Compensation: This function will develop appropriate remuneration systems for
the organization and ensure that there is synergy in the type of work that one is doing and what the
organization pays. This Remuneration and Compensation unit will do this through periodic job
evaluations for all positions in the organization and ensure that there is sufficient job enrichment and
adequate compensation for each job. Job enrichment can be defined as increasing levels of employee
responsibility thus in turn increasing levels of job satisfaction. This has to done with input of training and
development. The unit will from time to time also conduct salary survey and ensure that the
organization stays competitive in the local market and against other global organizations in the sports
apparel industry.

This function must also be experts on issues of pensions/gratuity and provide guidance on pension
management to the various operating companies within the organization whilst ensuring that the
legislation regarding pension for each country is observed and that interest of both employers and
employee are well managed.

Employee Relations: This arm of Human resource strategy will focus on all governance related issues;
these will include guidance on formation of trade unions in countries with head counts of over
approximately 50 people or more. This unit shall also be responsible for the development of polices that
ensure that diversity is protected and respected with the organization. These policies must ensure that
and there is no discrimination on gender, racial, religious lines etc. It shall also be responsible for

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ensuring that the company develops and adhere to a well-defined Health and Safety policy that is in line
with the core business and adequately protects the interests of the organization.

HR Strategic Partners: Each individual operating company should have its own HR strategic partner, as
this individual will be responsible for guidance on all local Human resource issues. This function is
operational and reports directly to the regional role whilst having a dotted line to all the functional
experts globally.

Development of a strategic work force model

Develop appropriate job description: the first part to developing a strategic work force model is to
ensure that all employees in the organization have a very clear understanding of what their role in the
organization is. This comes from having clear defined job description with all synergies and stakeholders
clearly stipulated. A good job description should also clearly outline the level of responsibility and the
accountability that goes with each individual position.

Job evaluation: Each individual job should be reviewed to justify its relevance and ensure that it has
the right amount of remuneration is attached to it. Additionally it is very important for a multinational
company because technology is for ever changing and as result the staff compliment needs to keep
being reviewed constantly to avoid under or overstaffing. Job evaluation also helps the organization to
establish if the right tools and work environment are being provided for that particular job an example
would be that as a manufacturer of sports apparel what kind of safety regulations the organization
should have in its factory to ensure that there are no accidents. This exercise allows the organization to
determine the level of autonomy that the each particular job should have and the level of
interdependence with other business units. Job evaluation also should help the organization in ensuing
that jobs designed take into account the all the legal requirements of a particular country and ensure
that there is no discrimination on the part of the organization unless the role requires a Bona fide
Occupational qualification.

Recruitment: Recruitment is a cardinal part of the Human Resource strategy as it ensures that the right
people are recruited for the right jobs. In addition in today’s highly competitive environment all
organization are trying to ensure that they recruit and retain the best talent. There are several methods
which can be used to recruit talent depending on the level of the position that requires filling examples
are:

 Head Hunting: This method is usually for being high level positions, under this method the
organization identifies suitably qualified individuals and the and tries to coarse them into
coming on board
 Open interview: Under this method the vacancy is made public via the media and allows any
suitably qualified individuals to apply. Once they are short listed they are interviewed and
granted the job based on the performance in the interview.

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  Promotions/lateral Movements: This is the most preferable option as it can be argued that
it’s proof that the performance management system in the organization is working. It also
allows maintenance of the work culture in the particular situation and reduces the period in the
learning curve. The disadvantage of this is it does not foster the development of new
innovations as staff are already indoctrinated on doing this in a specific manner and are not
open to new opportunities.

However as the organization recruits and expands it is also worth noting that ultimately individuals will
leave the organization through various ways i.e. retirement, redundancy, new external interests
externally, disciplinary issues and adversity. There is need develop procedures in line with the legal
framework of each country for each way of exiting the organization, below are some sample guidelines
of how each exist can be managed:

 Retirement: This is a normal process of retirement which should be managed through the
organizations pension scheme. Management can opt to have a policy to further reward staff in
addition to the pension for all individuals that make it to retirement. The retirement is usually
stipulated in labor laws of each particular country and as such varies from country to country.
 Redundancy: These are staff that is declared excess to the needs of the organization. As it’s the
employers who usually determine this, it is therefore mandatory that the organization extends
appropriate fair compensation in line with company policy and the labor laws in that particular
country.
 New External interests: Staff may choose to leave for personal reasons, this is a normal
process and the organization is obligated to pay them their dues up to that point. The employee
may also be required to relinquish any property that belongs to the organization. In addition it is
advisable to do a formal handover with supervisor or line manager.
 Disciplinary: Employees that break the stipulated disciplinary code will be sanctioned and
depending on gravity dismissed. Depending on the labor laws of the country there may be
further repercussions e.g. under Zambian Employment Act Cap 268 a dismissed individual
forfeits any terminal benefits due to him/her and may subject to prosecution if the offence is
criminal in nature
 Adversity: Separation can also happen through adversity examples can be death, injury,
disability etc. The organization must therefore develop an appropriate policy of compensation in
line with the laws and customs of that particular country.

Restructuring the strategic curriculum and use of strategic work force model
to drive the Human Resource in the organization

The last part is entirely operational however can be one the most difficult and complex set of activities
especially for a developing organization. Below are some of the activities that need to ensure that the
strategic work force model drives the organization.

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Performance management: How to determine and establish the true performance in an organization
is cardinal, there are several approaches to do this however for this organization we recommended both
performance to be managed at the group as well as individual level. Performance at group level fosters
interdependence among the business units as well collective responsibility of attaining the
organization’s common goals. On annual basis the organizations should ascertain specific goals that it
should strive to accomplish. The goals must be SMART (Specific, Measurable, Achievable, Relevant and
Time bound). These goals are then broken down into a business unit level and further down into an
individual level, key performance indicators (KPIs) must also be established to allow supervisors to
measure performance of individual staff members in line with their individual responsibilities.

Establishment of the concept of the 360 degree appraisals system which is very useful tool in measuring
the performance of individuals, this concepts allows appraisal of staff by firstly the individual
themselves as well as supervisor, peers and in certain cases both internal and external customers. Using
this appraisal system staff are also given the opportunity to give vital feedback to their supervisor who in
turn use for their own personal development as well. This model is very effective in guaranteeing that
there is always continuous improvement in the organization as it allows the supervisor too stay in
touch with what is happening on the ground, it also creates an opportunity for staff at all levels to
manage their own careers.

The concept of career planning and clearly defined career paths where possible is key outcome of the
360 degree appraisal system. This helps to identify individuals who exhibit high potential to be elevated
to higher positions in the organization depending on opening that may arise. Training and mentoring
programs are then developed in line with specific career paths.

Training: In order for an emerging organization such as this one to maintain its competitive edge it
needs to invest in training its members of staff. Training of staff is important for the following reasons

 Ensuring that staff are kept abreast of latest developments in the industry these could be
technological, legal etc.
 Ensure that all staff understand the polices a of the organization work culture of the
organization
 Helps management avoid legal issues as staff use the knowledge acquired to protect the
organization from liability.
 It also motivates staff as its sign the organization believes in them and hence has invested in the
training in the first place.
 Group training is also a key source of team building and creates a sense on oneness

The organization must ensure that it allocates specific resources i.e. funding to enable good quality
training for all levels of staff. The amount of resources allocated varies depending on the needs of the
organization and the type of industry. This function will endeavor to constantly review and evaluate the
training needs of the organization; training must generally be tailored to the overall goals of the
organization and should address any performance gaps that have been identified.

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Compensation: The issue of remuneration is a cardinal and sensitive part of any organization. The first
step that the unit has to undertake is to develop remuneration plan this can be derived from the
objectives of the organization. The second step it to asses if the current remuneration policy supports
the organizations objectives. The last step is to develop remuneration strategy that closes the gaps
identified in step two. The fundamental concept is to ensure that the correct remuneration is provided
for the right jobs. There is need however to have a decentralized system with country specific
remuneration packages that adhere to the legal and labor requirements of each particular country
whilst also ensuring that there is adherence to global strategy. Additionally the organization must
ensure that it maintains the competitive edge and therefore it will be important for the organization to
benchmark itself with similar organizations in each country using a well-designed salary survey which
will focuses on the entire remuneration strategy i.e. Salaries, benefits, pension and an appropriate
bonus/award policy.

Failure to adhere to the strategy will result in high turnover, loss of business knowledge, low morale and
eventually low productivity which affects the bottom line.

Employee relations: The last function is employee relations, this is can be defined as the management
of the inter-relationship between the organization and its employees. In order for this to happen in
orderly manner the Employment act/charter for most counties encourages the formation of trade
unions in the various service and production industries of each country. Trade unions provide a
collective outlet for staff to enable them address issues with management. The shape and size of each
union may differ from country to country depending on legislature however generally all unions have
the same mandate and that to protect employee interests with management.

In addition to this employee relations are responsible for ensuring that correct governance frame work
is in place to protect both staff and management form being disadvantaged. This is done through the
development of specific policies to manage key issues examples of these polices include a Health and
Safety policy (safe guard employee safety in the work place ), organizational code of conduct (rules that
govern the personal behavior of staff in the work place), the disciplinary code (provides the frame work
under which staff shall be disciplined).

Evaluation of the challenges and opportunities

Being a medium sized company operation in different countries creates its own unique challenges as
each country will have its own unique Human resource needs. The Human resource management
strategy must therefore strive to identify and be diverse enough to cater for each of these unique needs.
The role of the HR partner (refer to figure 1) at local level becomes a critical one as it their responsibility
to ensure that they guide the organization. As each country has both common and unique requirements
the HR partner must continue to assess the environment periodically to ensure compliance. Using SWOT
analysis it is imperative take note of all threats and weakness and ensure adequate mitigation for them
whilst striving to increase the organization competitive strategy based on its strengths and
opportunities. Some of the issues that will arise by being mutational are as follows:

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Varying Labor Laws: The labor laws vary significantly from country to country based on the PESTLE
(Political, Economic, Social, Technological, Legal, and Environmental) factors. Certain countries for
example have retirement age of 65 whilst in country like Zambia it is currently at the 55, this means that
the HR polices should take this in to accounts in the areas of talent management, reward, training and
career development.

Social: The social factors are also a challenge in the formulation if strategies across countries as all
countries have unique cultural differences. Certain issues may be acceptable in some cultures whilst
may not be acceptable in others. Common social/cultural differences include issues of religion,
ethnicity, sexual orientation etc. Care must be taken in the formulation of strategy to ensure that there
is consistency in addressing the issues and that policy discourage segregation of any sort based on social
lines. The strategy must strive to protect the staff and organization example of these polices include
code of conduct, sexual harassment policy, safety policies etc.

Reward: Based on the fact that all countries have varying economic out looks it is not possible to
create exact reward structure as each country will be influenced by different economy and social
variables . Much as there will be common fundamentals in terms of what reward strategies are used
globally, a certain amount of localization must be done to ensure relevance in each country.

Technological: Technological advances also tend to be a challenge as they ultimately influence the
organizational structure. Developed countries tend to be more mechanized than emerging market i.e.
Africa and Asia and as such this will also be evidenced in the organizational structures. An example
would be in Bangladesh whose economy is driven by garment manufacturing and employs allot of
people to do the same work whereas top apparel manufacture in Germany will use more technology
and hire less people.

e-HRM: this is a concept that allows the two parties ( management and employees)to use technology to
perform certain tasks independently of the HR department. This generally assists in freeing up the HR
departments thus allowing them to focus on other tasks. The main challenge with this is that level of the
technological system that may be available in a particular country may not be able to facilitate this. In
addition some systems tend to be quite expensive as licenses and other related cost might be quite high.

There are several opportunities that come with being a multinational and operating in several different
countries, below are just few;

Benchmarking: The fact that the organization is operating in different countries allows the prospect of
bench marking between countries, for example salary and reward surveys can be conducted against
companies of a similar size and operating in similar environments.

Staff Retention and career development: The fact the organization is operating in different countries
creates opportunities for staff to able develop their careers to the extent that they can wok
internationally. This help to retain he top talent as career advancement opportunists are available to
them both locally and internationally.

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Knowledge Sharing: There in a lot of sharing of knowledge and best practices between sisters
companies in a group this helps assist in the overall knowledge retention of an organization. This
structure also facilitates the development of internal experts in areas of remuneration, pensions medical
etc., these can be used as shared resources thus eliminating the need to hire local experts which in turn
reduces costs.

Conclusion
Inn conclusion managing the multinational company can be both a challenging and rewarding. The
concept of partnership guarantees a higher level of strategic Human resource management that will
assist the board in making decisions that benefits the organization whilst at the same time ensuring that
there organization has well motivated and talented work force.

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References
E-Books

Armstrong, M. Strategic Human Resource Management, Guide to action. 3rd Edition. University of
Nicosia, Available on http://vle.universityofnicosia-online.com/course/

Articles

Surabhi Losahli (Hewitt Associates New York United States) & Venkat R Krishnan ( great Lakes Institute
of Management, Chenai India), Strategic Human Resource management and Firm Performance:
Mediating Role of Transformational Leadership. p 10,11,12

David Wan PH.D, Victor Kok & Chin Huat Ong , National University of Singapore (2002), Strategic Human
Resource Management and Organizational Performance in Singapore p 3 -10

Oracle Human Capital Management (2013), Modern HR in the cloud p6-7

John Bratton, Human Resource Management, chapter 2, p38, p45, p49

Jayantee(Mukherjee) Sahi, Research center Singapore Human Resource Institute, From HR to Strategic
Business Partner, p 1-3

Websites

About.com, Human Resources – 360 degree feedback available at

http://humanresources.about.com/od/360feedback/a/360feedback.htm

About .com, Human Resources - Strategic planning available at

http://humanresources.about.com/cs/strategicplanning1/a/strategicplan_2.htm

Zambian Employments Cap 268 p 25,-27 act available

http://www.zambialii.org/zm/legislation/consolidated-act/268

Free mind Consulting, World Press.com, Total Remuneration available at

http://freemindconsulting.files.wordpress.com/2009/12/total-remuneration-strategy.pdf

Wikipedia E-HRM available http://en.wikipedia.org/wiki/E-HRM

Table of Figures

Figure 1: Proposed Human Resource Structure

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