sahel military aid vs developmental assisatance Essay

JFK stated, the basic problems facing the world today are not susceptible to a military solution. Resolved: Development assistance should be prioritized over military aid in the Sahel region of Africa. F.C.S.D. Development assistance- the transfer of resources (cash, commodities or services) which promote the economic or welfare development of the recipient. (Organization for Economic Cooperation and Development) Prioritized- to list in order of importance of need. (MW) Military aid- aid which comes in the source of armed forces in warlike matters. (reserso dictionary) Sahel Region of Africa- A semiarid region of north-central Africa south of the Sahara Desert. That has been afflicted by prolonged periods of extensive†¦show more content†¦They also called for reform of the humanitarian response and development assistance, to enhance resilience and promote long-term solutions. Also, the US supports developmental assistance over military aid. ThinkAfricaPress states â€Å"Western governments look set to increase their military support for Sahelian and Saharan countries. But they do this based on incorrect assumptions, misguided objectives and questionable methods. At best, this trend will cost a lot of money and lives, and achieve little. At worst, it will lead to a worsening spiral of violence, producing the very outcomes Western powers fear.† My Last Contention, Humanitarian problems (which would be solved by Developmental aid) far out way the conflict problem (which would could be solved my military aid.) Proof of this comes from state.gov where they state â€Å"the Sahel faced a serious humanitarian crisis in 2012 brought on by a severe drought and failed harvests that put 18.7 million people at risk for food insecurity, including one million children at risk of severe acute malnutrition.† Furthermore proof that military is not of much use, comes from Scott Johnson in Newsweek, where he speaks on the terrorists in the Sahel, He states that the terrorists which many people are worried about and demand military action to

Influence Of Modern Day South Africa Essay - 1525 Words

Audrey DeJong Carla Quigley GT Pre-AP Humanities 1 10/20/16 Over 6,000 Miles Away: The European â€Å"Empire† Influence in Modern Day South Africa In South Africa, ethnic groups with contrasting heritages can include Dutch, British, German, French, English, Zulu, Xhosa, and Basotho people (â€Å"Ethnic Groups†). The Dutch, Afrikaans, Zulu, and English language is also scattered throughout the provinces, these being used by the majority of the population. This diverse set of people mainly practices Christianity, but also encompasses Islam, Hinduism and Judaism. Although each of these ethnic groups may speak a different language, practice a different religion, or even have a different appearance and heritage, these people are all similar as they are all South Africans. The population of the white majority in South Africa, with defined cultural factors, has come from the European colonization of Cape Town, South Africa. Through many overcome cultural boundaries and obstacles, to forming a discriminatory government structure, and now, where these two ethnic groups have changed and created what South Africa is today, it is inevitable that the effects of white colonization has changed the lifestyle of generations of families in South Africa. The European powerhouses of the colonial generation, primarily the Netherlands and Great Britain, imposed a profound influence on present day South African life. The most basic point in understanding early colonial settlement of South Africa isShow MoreRelatedThe Rationalization of the South African Society638 Words   |  3 Pagesincrease in the application medicine and technology have played important roles in the concept of rationalism (Bilton et al, 2002). 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ThereforeRead MoreThe Origin Of Ancient Africa1082 Words   |  5 PagesAfrica is the origin of mankind, the early civilizations that migrated throughout the continent set a basis for studying and understanding why humans will migrate. When examining the people of ancient Africa, historians identified the fact that many groups migrated throughout the continent. It became evident that the different societies had some similarities and influences from one another. The Bantu people shared a common foundational language, which was a main factor in their expansion to the westRead MoreThe Legacy of Nelson Mandela1215 Words   |  5 Pagesperson. His impact on the United States started with financial boycotts. â€Å"Students on campuses acros s the country in the late 1970s called for their university and colleges to divest from investments in South Africa, which led to thousands of sit –ins and protests marches. We had marches day after day, thousands of people got arrested in Washington, D.C., said civil rights attorney Charles Ogletree (Carter). Everyone who was arrested was released and no one had charges pressed because it was a nationalRead MoreGandhi was an admired social and political reformer worldwide535 Words   |  3 Pagessuccess. Two years later an Indian firm with interests in South Africa hired him as a legal advisor in its office in Durban. This changed his life. In South Africa, Gandhi was treated as a member of an inferior race. He was disgusted at the lack of civic liberties and political rights available to Indian immigrants to South Africa. He then committed himself to the struggle for elementary rights for Indians. Gandhi remained in South Africa for twenty years, suffering imprisonment at times. In 1896Read MoreMark Mathabane’s Kaffir Boy Essay1684 Words   |  7 Pagesapartheid South Africa. Being under control of the whites, he witnesses violence, feels pain and suffers hunger with his family. However he overcomes the hardships and goes to college in America. Mathabane as a child is reluctant to go to school although his mother forces him to go but he earns rewards through education in school and tennis. His family is his aid that helps in his journey and sufferings in South Africa. He almost quits school when his friends in his neighborhood put a bad influence overRead MoreThe Black Consciousness Movement And The Struggle For Racial Equality1598 Words   |  7 PagesThe brutal system of legislation, apartheid, introduced by the Nationalist Party within South Africa in 1948 saw a colossal divide in national identity. The rigid policy of segregation and institutionalised racial discr imination of the blacks or â€Å"bantu’s† by white supremacy caused rising and consistent opposition in the form of various groups. Organisations such as the South African School’s Associations, African National Congress, and Black People’s Convention campaigned side by side for black equality

Change Management Process and Structure

Question: Discuss about the Change Management Process and Structure. Answer: Introduction Change management is a process to transit individuals, teams and organizations to a desired future state. Organizational change serves to review and modify structures of management and business processes. According to Frankland et al. (2013), it is important to adapt changes within an organization. Globalization and constant innovation in business processes are forcing the organizations to evolve accordingly to survive. For example, phenomena such as social media marketing and mobile adaptability have brought huge changes in business sectors. In order to deal with those changes, the organizations must implement change and enhance the old work procedures. However, it is also important to become comfortable with the change. Therefore, the management of an organization should enhance their ability to manage and adapt organizational change. According to Quinn et al. (2012), rapid organizational change is intensely difficult because the structure, routines and culture of organizations wil l resist against any type of change. In order to make the organizational changes easy and comfortable, several change models are introduces so that organizations can use them accordingly. Among several change models, this study will shed light on most important four models, which are Prosci Adkar model, Stephen Covey model, Lewins Classical model and Kotter eight model. Prosci Adkar Model Figure 1: ADKAR model of change (Soure: Shah 2014) According to Shah (2014), the Prosci Adkar model is an objective-oriented change management model that serves to both individual and organizational changes. In this study, the application of Prosci Adkar model in organizational change will be discussed. This model helps to understand the needs of an individual during a change at workplace. It also helps to direct kind of support an organization can provide to help employees to adapt the changes. Awareness The first question rises during a change is whether the employees are aware of the need for change or not. As mentioned by Hornstein (2015), if a change is implementing and employees are unaware about it, then they will consider it as a waste of time. They will also stat resist the change. That is why; organizational awareness messages are highly important, especially if it comes from the most senior leaders of the organization. Desire The second questions that rises during a change is whether the employees have the desire to participate in the change or not. Employees who are not interested in change will show no interest in it. In order to deal with such employees, direct manager or supervisor will have come forward to provide help (Kazmi and Naarananoja 2013). For any employee they are the closest senior personnel and they understand how those employees perform and what kind of mindset they have. Therefore, through one to one conversation, managers or supervisors will be able to uncover the reasons for resisting changes. Knowledge It is paramount that the employees have the knowledge to make the change. Therefore, knowledge building among the employees is another critical task for the managers and supervisors. However, this task can be performed only after completing the milestones of increasing awareness and desire among the employees (Hornstein 2015). Knowledge can be shared through training seasons. While selecting a proper process for training, the management must remember that training is specific to the employees role in the change. Ability Another important question that rises during a change is Can the employees put their knowledge into practice? Knowing the steps to perform in a changed workplace and actually using those steps properly are very different things (Shah 2014). In order to eliminate the knowledge to ability gap, employees should be allowed to work in an atmosphere where they are allowed to make mistakes and ask questions. Reinforcement Organizations that are planning to bring changes must have reinforced methods to prevent employees from reverting to old habits. If reinforced methods are not in place, then employees will reply on their old spreadsheets instead of the new system. They will again stat resisting the change by saying the new process is excessively long and complex (Rosenbaum et al. 2016). Therefore, it is important to monitor whether the change is being sustained or not. If employees are responding positively then rewards can be awarded. If some employees are not happy with the change, then it is important to figure out whether they will need more training, coaching and reinforcement or not. Stephen Covey: 7 Habits Model Figure 2: Seven habit model (Source: Handel and Steckler 2013) This model of change management was first published in the year of 1989 and includes 7 habits of extremely effectual people. Those habits are, Habit 1: become proactive This habit states about the aptitude to manage the environment around, rather than allowing it to manage you. Habit 2: start with the end in mind According to Handel and Steckler (2013), Stephen Covey named it as the habit or personal leadership. This habit helps an individual to achieve his aims and goals. If an employee can concentrate on relevant activities then he will be able to build a platform through which he will become productive and successful. Habit 3: fist thing first According to personal aims and goals, it is necessary to organize and implement activities. As mentioned by Cameron and Green (2015), habit 2 is the mental creating where habit 3 is physical creation. Habit 4: think positive This habit is called as habit of interpersonal leadership. Interpersonal leadership is paramount characteristics as it helps to carry out a work by using co-operative efforts with others (Jacobs et al. 2013). Habit 5: request first to appreciate and then to be understood This defines the habit of interaction, which is tremendously powerful. According to Handel and Steckler (2013), Covey explained this habit in a simple analogy which is diagnose before you prescribe. Habit 6: synergize Covey calls this characteristic as innovative collaboration It automatically surrounds all other behaviors that enables and encourages employees to grow. Habit 7: Sharpen the motto This habit is described as self-renewal process. It includes all the behaviors that encourage a person to grow and enhance its capabilities. In his recent book ,Covey introduce another habit that deals with personal fulfillment and helps other to fulfill their achievement. Lewins Classical Model This model states that using three stages an organization can implement the required changes successfully. Those three stages are unfreeze, change and refreeze. Figure 3: Lewins classical model (Source: Cummings et al. 2016) Unfreeze In this first step, an organization prepares itself to accept changes that are required. The management breaks down the existing status quo in order to establish a new way of operating. In this step, the existing beliefs, values, attitudes and behaviors are challenged. Then everything and everyone will be put at off balance (Cummings et al. 2016). This might evoke critical reaction in people which is the ultimate goal. This will motivate the employees to seek out a new equilibrium. Without this motivation, it is impossible to execute a meaningful change. Steps of unfreeze Conclude areas that should be changed Surveys must be conducted to understand the present situation Figure out why change is required Gain strong support from senior management Stakeholder analysis and stakeholder management methods can be used win support from higher authority of the organization Issues must be framed as one of organization-wide importance Develop the need for a change Share information with the employees stating the requirement of a change Vision and strategies of organization should be shared as supporting evidence Highlight why Understand and solve the doubts and concerns Ask employees about their concerns and address in terms of the need to change Table 1: steps of unfreeze (Source: McAleese et al. 2013) Change: Once uncertainly is created in the stage on unfreeze, the stage of change comes where people start to resolve their doubts and look for new traditions to do things. However, the evolution from unfreeze to change will not ensue suddenly. Employees will take time to embrace new directions and contribute proactively in the change (Kazmi and Naarananoja 2013). The higher management of the organization will have to educate their employees about how the changes will benefit them. Steps of change Regular communication Communicate with the stakeholders during the planning and implementation of the change Explain the benefits Describe how the changes are going to create positive impact Prepare everyone for the change Disperse rumors One will have to answer questions of the employees in an open and honest manner If problems arise, then deal with it immediately Authorize action Provide more than one opportunity for employee involvement Managers should provide regular directions Ask employees to join the process Develop short-term goals to implement the change Negotiation with the employees is important part of change Table 2: Steps of Change (Source: Kazmi and Naarananoja 2013) Refreeze After a certain time, changes will take shape and employees will start to adopt new ways of working. This is when; the organization can refreeze the process (Handel and Steckler 2013). However, the higher authority must make sure that changes are utilized and used regularly and are included into daily business. As an important part of refreeze, organizations must celebrate the success for the change. Steps of refreeze Secure the changes in the organization Figure out factors that support the change Figure out obstacles to sustaining change Establish ways to sustain the change Make sure employees get leadership support during the refreeze state New reward systems must be developed Feedback system must be implemented Provide training and coaching Gain support from each of the employees Table 3: Steps of refreeze (Source: McAleese 2013) Kotter 8 Step Model Figure 4: Kotters eight step model (Source: Appelbaum et al. 2012) Many theories exist that help organizations to implement a change. John Kotter, a lecturer at Harvard Business School and a popular change expert, introduced one of the most common procedures known as Kotters eight steps. Those eight steps are described below, Step 1: Develop urgency Higher authority of an organization must create a sense of necessity around the requirement for change. This will help the organization to spark the initial inspiration to get things moving (Appelbaum et al. 2012). Step 2: Develop a strong alliance Employees and other stakeholders must be convinced that the change is necessary for them and for the organization. This will require strong leadership skills including visible support from senior management of the organization. According to Mishra (2013), managing change is not enough as you will have to lead it properly. Step 3: Develop a vision to support the change It is obvious that several ideas and solution will float around initially when the management will think about a change (Klein 2013). It is important to link these ideas to develop an overall vision so that employees can understand it easily. Step 4: Share the vision with everyone Success of the change will depend on how the management will react after developing a vision. It is necessary to communicate with the stakeholders frequently and powerfully about the developed vision (Calegari et al. 2015). The higher authority can also use the vision regularly to make decisions and solve problems. Step 5: Eliminate barriers Some people will always be there to resist the change. Other barriers will also be there to prevent any type of change in an organization (Jacobs et al. 2013). It is paramount to figure out those barriers properly so that the management can eliminate them in order to empower the people you need to execute your vision. Step 6: Develop short-term win It is evident that nothing can motivate employees rather than success. Therefore, it is important to provide a taste of victory initially in the change process. If staffs can see that positive results are coming out because of the change, they will start responding to it. Step 7: Construct on change Kotter stated that victories because of change must not be declared too soon. Real change aims to run deep with an objective to dig out log-term benefits (Cummings et al. 2016). For example, if the change helped an organization to launch a new product successfully, then 10 more products must be launched with it in order to maximize the positive efforts of change. Step 8: Fix the changes in the organizational culture In the last step, an organization must take proper steps to ensure that the change remains constant (Shah 2014). It is also important that leaders of an organization must continue to support the changes. Conclusion and Recommendation All the models of change management are effective in their own way. Organization can use any of those models to bring change in their workplace. Each of these models is unique and has different styles and processes. Therefore, an organization must decide carefully before selecting a model. Senior management of an organization must remember that, whatever model they choose, they will have to implement each of the steps properly. Most of the times, companies implement initial steps properly and when they find that employees have accepted the change, they start to neglect rest o the steps. This will bring negative consequences as maintaining the change is more important that implementing it. References Appelbaum, S.H., Habashy, S., Malo, J.L. and Shafiq, H., 2012. Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), pp.764-782. Calegari, M.F., Sibley, R.E. and Turner, M.E., 2015. A Roadmap for Using Kotter's Organizational Change Model to Build Faculty Engagement in Accreditation.Academy of Educational Leadership Journal,19(3), p.31. Cameron, E. and Green, M., 2015.Making sense of change management: a complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. London. Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps: Rethinking Kurt Lewins legacy for change management.human relations,69(1), pp.33-60. Frankland, R., Mitchell, C.M., Ferguson, J.D., Sziklai, A.T., Verma, A.K., Popowski, J.E. and Sturgeon, D.H., Applications In Internet Time, Llc, 2013.Integrated change management unit. U.S. Patent 8,484,111. Handel, D.A. and Steckler, N.A., 2013. The 7 Habits of Highly Effective Rounding.Journal of graduate medical education,5(4), pp.705-706. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), pp.291-298. Hornstein, H.A., 2015. The integration of project management and organizational change management is now a necessity.International Journal of Project Management,33(2), pp.291-298. Jacobs, G., van Witteloostuijn, A. and Christe-Zeyse, J., 2013. A theoretical framework of organizational change.Journal of Organizational Change Management,26(5), pp.772-792. Kazmi, S.A.Z. and Naarananoja, M., 2013, January. Comparative approaches of key change management models-a fine assortment to pick from as per situational needs!. InInternational Conference on Business Strategy and Organizational Behaviour (BizStrategy). Proceedings(p. 217). Global Science and Technology Forum. Klein, L., 2013. Implementing an Advanced Computerized Provider Order Entry System to the Neonatal Intensive Care Using Kotter's Change Management Model.Canadian Journal of Nursing Informatics,8(1-2). McAleese, I., Creed, A. and Zutshi, A., 2013. A Response to Critique of the Refreeze Step in Lewins Model of Organizational Change from the Viewpoint of Organizational Behavior.International Journal of the Academy of Organizational Behavior Management, (4), pp.104-124. Mishra, S., 2013, September. Relevance of Kotters Model for Change in Successfully Implementing Lean. InIFIP International Conference on Advances in Production Management Systems(pp. 540-547). Springer Berlin Heidelberg. Quinn, D., Amer, Y., Lonie, A., Blackmore, K., Thompson, L. and Pettigrove, M., 2012. Leading change: Applying change management approaches to engage students in blended learning.Australasian Journal of Educational Technology,28(1), pp.16-29. Rosenbaum, D., More, E. and Steane, P., 2016. A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change.Journal of Management Organization, pp.1-18. Shah, M.H., 2014. An Application of ADKAR Change Model for the Change Management Competencies of School Heads in Pakistan.Journal of Managerial Sciences,8(1).

Entrepreneurial Orientation and Performance - MyAssignmenthelp.com

Question: Discuss about the Entrepreneurial Orientation and Performance. Answer: Introduction: Human resource management (HRM) is known as key component of every business organizations that works as a link between the organizational authority and staff members (Alusa and Kariuki 2015). The behavior of the staff and quality of the organizational performance both are dependent on the human resource management department of an organization. Many analysts claim that human resource management is a pillar of an organization. There are many studies that have provided an idea over the concept of human resource management and the importance of human resource (HR) practices in the organizational development (Armstrong and Taylor 2014). The following article is discussing about the role of human resource management. To provide a clear picture of human resource management, it has focused on three important articles, such as- how the impact of HR practices on employee well-being and performance changes with age, the link between perceived Human Resource Management practices, engagement and employee behaviour and performance benefits of reward choice: a procedural justice perspective. These articles have concentrated on different aspects human resource management. These three articles - how the impact of HR practices on employee well-being and performance changes with age, the link between perceived Human Resource Management practices, engagement and employee behaviour and performance benefits of reward choice: a procedural justice perspective have enlightened various operational areas of human resource management. According to these articles human resource management influences the growth of every business organizations. The writers of the articles claim that it plays a vital role to operate a business organization successfully. Human resource managers have a great impact on the behavior of the employee of an organization. In this competitive era, every business organization is introducing new strategies in the organization to beat their rivals. HR practices have also become an integral part of the organizational strategy. Organizational management often practices various activities like rewards. Training and development program for the new a nd old employees to improve the performance quality of the employees and motivate them to achieve the desired target. The previously mentioned articles have articulated these aspects of human resource management. According to these articles, it has become very important for every organization to increase employees efficiency to put a strong footprint in the industry. In order to achieve the target every business organization depends on various human resource management department and HR practices (Arulrajah, Opatha and Nawaratne 2016). The authors of the article have stated that human resource management plays dual role. It can influence the present performance of the employees to maintain their performance quality as well as influence the employees to improve the performance quality to reach to the next level. Every organization possesses some long term-goal (Rondeau and Wagar 2016). As opined by the author of the article that the primary objective of the human resource management is to help the organization to achieve the organizational target. It helps the organizational authority to maintain transparent and interactive relation with the employees. According to these articles, every organization focuses on enhancing the skills of the employees to fights against obstacles as well as against other rival companies (Paill et al. 2014). Differences between Three Articles: Instead of having many similarities, there are some issues that distinguish these three articles from one another. The articles - how the impact of HR practices on employee well-being and performance changes with age, the link between perceived Human Resource Management practices, engagement and employee behaviour and performance benefits of reward choice: a procedural justice perspective have focused on different aspects of human resource management. The article how the impact of HR practices on employee well-being and performance changes with age claims that the scenario of human resource management has changed in last few years. This article claims that the primary objective of every business organization is to make huge profit and battle against the competitors to survive in the race. In order to achieve the target, it has become very important for human resource management department to influence the performance of the employees in an effective manner, as the success of the busi ness organization is highly depend on its employees performance. As opined by Dorien T.A.M Kooji, David E. Guest Mike Clinton, Terry Knight, Paul G.W Janse, and Josje S.E Dikkers, the writer of the article human resource management plays a significant role to improve the employees as well as organizational performance (Kooij et al. 2013). The article performance benefits of reward choice: a procedural justice perspective has concentrated on the reward system of an organization. According to the author of the article reward system is highly responsible to enhance the skills of the employees. It motivates the employees to give better performance to achieve the organizational target. Arran Caza, Matthew W. McCarter and Gregory B. Northcraft the author of the article have claimed that every organization must incorporate reward system within the organization to appreciate staff members. Rewards possess two key benefits, such as- it decreases the production cost by retaining skilled and efficient employees, it promotes the brand image of the organization by providing efficient and quality service (Caza, McCarter and Northcraft 2015). The article the link between perceived Human Resource Management practices has discussed about the employee engagement in the organizational structure. Employees are the key element of an organ ization. They must be involved in the organizational decision making process and other operations of an organization. Human resource management plays crucial role in involving employees in the organizational structure. The writers Kerstin Alfes, Amanda Shantz, Catherine Truss and Emma Soane have focused on two aspects organizational citizenship behavior (OCB) and turnover intentions. According to the writers human resource management plays significant role in both these sections (Alfes et al. 2013). Although the articles have focused on different aspects to human resource management, there is a common factor in all these articles that is the impact of human resource management in an organizational structure. It stimulates organizational functions (Kehoe and Wright 2013). All the operation of human resource management department is interrelated. The sections that have been discussed in the articles are related to each other- such as employee behavior, employee engagement and reward. In order to engage employees and shape the behavior of the employees the organizational management of various business organizations uses reward system (Sparrow, Brewster and Chung 2016). It influences the dedication of the employees towards the organization and provides sense of importance among the employees. An employee often feels as an important part of the organization by such practices. It improves the performance quality of the employees (Messersmith and Wales 2013). Integration: These three articles are interrelated to each other. It considers human resource management as a key part of the organizational structure (Jackson, Schuler and Jiang 2014). Human resource management department covers almost all the areas of organizational function. The primary objective of the human resource manager is to operate an organization smoothly and maintain healthy relation among the employees and between employees and organizational management (Renwick, Redman and Maguire 2013). In order to achieve the desired target, human resource managers provide rewards to the employees; conduct training and development programs to enhance the skills of the employees. As per these articles it can be stated that organizational managers plays crucial role in shaping the behavior of the employees. By appreciating the employees human resource managers motivate the employees to give their best performance to achieve the organizational goal. Rewards system increases the employee engagement t owards the organization (Jabbour et al. 2013). Through the interpretation of the articles it can be stated that human resource management is a key part of the organizational structure. It has a great impact on the organizational function (Chuang, Chen and Chuang 2013). Any organization that is facing any kind obstacles due to labor union can implement the reward and recognition system in the organization to improve the relation with the employees and overcome all the challenges. To ensure the growth of the organization it is important to meet the satisfaction level of the employees and maintain transparent relation with the employees and labor unions. The business organization must take the help of the human resource manager to appreciate the employees for achieving short term goal. The human resource managers must explain their organizational strategy to their employees. It will provide a transparent picture about the organizational strategy. It will establish a strong relation between the employees and the organizational author ity and help the employees to adopt the change management process in an organization (Budhwar and Debrah 2013). Conclusion: As per the previous discussion, it can be concluded that these articles have provided a clear picture of the human resource management. Human resource management plays a vital role in the development of the organization by shaping the organizational behavior, providing rewards and involving employees in the organizational decision making process. The writers of the articles have stated that organizational management in recent times have become dependent on the on the human resource management department to improve the performance quality of the organization. It enhances the potentiality of the employees by nurturing their skills as well as maintains healthy relation between the two major components of the organization, such as- organizational authority and organizational employees. Reference: Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model.The international journal of human resource management,24(2), pp.330-351. Alusa, K. and Kariuki, A., 2015. Human resource management practices, employee outcome and performance of Coffee Research Foundation, Kenya.Human Resource Management,7(3). Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Arulrajah, A.A., Opatha, H.H.D.N.P. and Nawaratne, N.N.J., 2016. Green human resource management practices: a review.Sri Lankan Journal of Human Resource Management,5(1). Budhwar, P.S. and Debrah, Y.A. eds., 2013.Human resource management in developing countries. Routledge. Caza, A., McCarter, M.W. and Northcraft, G.B., 2015. Performance benefits of reward choice: a procedural justice perspective.Human Resource Management Journal,25(2), pp.184-199. Chuang, C.H., Chen, S.J. and Chuang, C.W., 2013. Human resource management practices and organizational social capital: The role of industrial characteristics.Journal of Business Research,66(5), pp.678-687. Jabbour, C.J.C., de Sousa Jabbour, A.B.L., Govindan, K., Teixeira, A.A. and de Souza Freitas, W.R., 2013. Environmental management and operational performance in automotive companies in Brazil: the role of human resource management and lean manufacturing.Journal of Cleaner Production,47, pp.129-140. Messersmith, J.G. and Wales, W.J., 2013. Entrepreneurial orientation and performance in young firms: The role of human resource management.International Small Business Journal,31(2), pp.115-136. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56. Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource practices on employees attitudes and behaviors.Journal of management,39(2), pp.366-391. Kooij, D.T., Guest, D.E., Clinton, M., Knight, T., Jansen, P.G. and Dikkers, J.S., 2013. How the impact of HR practices on employee well?being and performance changes with age.Human Resource Management Journal,23(1), pp.18-35. Paill, P., Chen, Y., Boiral, O. and Jin, J., 2014. The impact of human resource management on environmental performance: An employee-level study.Journal of Business Ethics,121(3), pp.451-466. Renwick, D.W., Redman, T. and Maguire, S., 2013. Green human resource management: A review and research agenda.International Journal of Management Reviews,15(1), pp.1-14. Rondeau, K.V. and Wagar, T.H., 2016. Human resource management practices and nursing turnover.Journal of Nursing Education and Practice,6(10), p.101. Sparrow, P., Brewster, C. and Chung, C., 2016.Globalizing human resource management. Routledge.