Evaluating an International HRM Strategy - Lufthansa Group - Case Study Example

INDIVIDUAL ASSIGNMENT By Name Course Instructor Institution City/State Date Evaluating an International HRM Strategy Executive Summary International joint ventures as evidenced in the report are more and more widespread form of voluntary collaboration between companies of distinct sizes, geographical locations, and sectors so as to cope with progressively multifaceted business settings as well as satisfy strategic purposes. However, such joint ventures can become unsuccessful, and human resource management plays a crucial part in their failure or success. In this report, a critical overview of joint venture between Lufthansa Group and Air China has been provided; through Porter’s five forces, the report has critically analyzed the international business environment in Germany; and afterwards evaluated the key HRM theories and models regarding the economic drivers. Besides that, the report has analyzed the success of HRM strategies in realizing the goals of employee commitment, flexibility, quality and strategic integration in addition to the reward system management. Drawing from different studies, the report has analyzed the dissimilarities in approach to HRM Globally and outlined possible reasons for such dissimilarities.  Further, the organizational, national and cultural specific issues impacting the development and implementation of HRM strategy has been analyzed, and the management skills needed for success of international business in terms of winning support from workers has been demonstrated. Table of Contents 1.0 Introduction Hospitality and tourism industry will the main focus of this report. In this case, hospitality connotes offering service to others, and exhibiting constant quality and excellence. Basically, the hospitality industry comprises of an enormous group of firms recognised as tourism and travel industry that offers the needed or necessary services and goods to tourists or travellers. Currently, the hospitality and tourism industries are the world’s fastest-growing and biggest industries (Kapiki, 2012, p.1). The tourism industry includes: the tourism lodgings (such as motels and hotels); food and beverage operations (catering, restaurants); the transportation services (airplanes; retail stores (arts and craft shops, souvenir); and the activities such as educational trips, recreation, festivals, business, or sport events. On the other hand, the hospitality industry comprises of the catering companies, tourism lodgings, and the food and beverage sections in the lodgings (Kapiki, 2012, p.1). Some of the observable trends in this industry since 2010 comprises of globalization which has made it easy for people to travel freely across the globe. For instance the number of arrivals for international tourist increased from almost 790 million in 2005 to 940 million in 2010 while the global tourism expenditure increased from $475 billion in 2000 to $918 billion in 2010 (Kapiki, 2012, p.2). Besides that, the concern of security in this industry has risen greatly because of the numerous terrorist attacks globally, and due to tourists’ abductions, assaults and robberies. For this reason, there has been an increased security measures in every international airport and majority of the airline companies have invested millions of dollars so as to advance their security measures. In 2010, the tourism industry had employed nearly 7.5 million individuals while almost 3.22 million were directly connected with the industry. But still, the hospitality and tourism industries are more at risk to local and global recessions as evidenced in the 2008 global financial crisis, which saw the industry lose millions of dollars (Kapiki, 2012, p.2). Airlines play a crucial role in this industry given that they offer a convenient means of transport for tourist and other travellers. It is projected that airlines will continue seeking for new energy savings methods from various novel technologies, which will result in better design of the airline engine as well as more direct routing for the aircrafts (Dixon, 2011). Moreover, efficiencies will be achieved through fuller aircrafts, economies of scale, and faster improvement, which as a result will positively impact the hospitality and tourism industry.  2.0 Brief profile of the Company The Lufthansa Group has five business segments that involve the areas of airfreight, traveller transportation, and downstream services: Logistics, Passenger Airline Group, Catering as well as Information Technology Services. Each of the above-mentioned segments is dominating in their individual markets. Currently, Lufthansa Group has almost 540 subsidiaries as well as linked companies, and it offers services to over 190 international destinations in more than 75 nations across Europe, America, Africa, and Asia through a fleet of over 280 airplanes. Still, it offers services to almost 20 domestic destinations (Lufthansa Group, 2013). Deutsche Lufthansa AG aside from Lufthansa, its actual airline it is as well the parent company for numerous airlines as well as other branches related to aviation, which includes Austrian Airlines, Swiss International Air Lines, Germanwings as well as Lufthansa Technik. When integrated with its subsidiaries, and with more than 620 aircrafts, Lufthansa Group is without a doubt the world’s biggest passenger airline fleets (Lufthansa Group, 2013). This can be evidenced by the fact that the airline transported more than 103 million passengers in 2012. The airline experiences competition from low-cost carrier operating short as well as middle distance flights such as EasyJet, Norwegian Airlines, and Ryanair as well as large international carriers operating across the continents like Qatar Airways, British Airways, Air France Qantas, Delta Airlines, Emirates, and so forth. 2.1 Lufthansa Group and Air China Joint Venture Lufthansa group entered into a joint venture with Air China in 2014 that allows both airlines to coordinate closely pricing as well as operations with 40 per cent stake owned by Lufthansa while 60 per cent by Air China. In this joint venture, the airlines can operate like one carrier on particular routes devoid of infringing antitrust rules. Between them, both airlines account for 84 per cent of Germany to China flights and 35 per cent of Europe to China flights. The codeshare agreement currently covers 27 weekly flights by Air China from Germany to China and 36 weekly flights by Lufthansa (CAPA, 2014 ). Additionally, Austrian Airlines, a subsidiary of Lufthansa operates five flights every week from Vienna to Beijing using the Air China code. Moreover, the codeshares as well cover short-haul flights run by Air China in China as well as Lufthansa in Europe (CAPA, 2014 ). In this case, Air China Limited (Air China) is the Chinese national flag carrier and the main provider of air cargo, passenger, as well as services and products related to aviation in China. The airline also offers airline-related services, which includes ground handling and aircraft maintenance services. The airline operates in 229 domestic, 15 regional and 79 international routes (Reuters, 2014). 2.2 Porter’s five forces 2.2.1 Entry and Exit Barriers Basically, the entry as well as the exit barriers is somewhat high for the aviation industry given that much capital is needed so as to enter the sector. Besides, airlines cannot easily exit they aviation sector because the regulators normally insist on the fulfilment of their contractual responsibilities towards their stakeholders lest they desire to exit the venture. Furthermore, the industry is typified by many rules and tight regulation, which connotes that the airlines must satisfy the regulators with regard to the safety aspect and the carriers’ financial stability. Lufthansa Group experiences an external environment, which is somewhat hard for newer players to establish themselves. 2.2.2 Industry Rivalry Evidently, the airline industry is inundated with increasingly more carriers penetrating the seeking profits. Even though it is widely known that majority of airlines fail to consistently make profits, this has not discouraged new entrants from entering the industry; so, the industry rivalry in this sector is relatively high and this affects Lufthansa Group a lot. Still, the race for the shrinking passenger pie has resulted in price wars as well as aggressive competition. Aside from this, the airlines’ rivalry is resulting in more joint ventures while lack of success is steering the airlines towards mergers. 2.2.3 Bargaining Power of Suppliers Lufthansa Group main suppliers are the aircraft makers such as Airbus and Boeing together with the ground handling and support vendors and aviation fuel companies. Other suppliers include those making spare parts for the airline. In consideration of the fact that the airline industry is typified by existence of a small number of carriers as well as the fact that majority of suppliers are competing for business, then it is evident that the bargaining power of the suppliers is low as well as the airline has an advantage in their dealings with the suppliers. Moreover, even in instances like jet fuel supply, Lufthansa Group many aircrafts give the airline a different advantage, given that this fuel is a premium and expensive product, the number of buyers are not many; thus, the high number of aircrafts owned by Lufthansa Group makes the airliner a preferred customer for suppliers of aviation fuel in Europe. 2.2.4 Bargaining Power of Buyers The bargaining power of buyers has a huge impact on Lufthansa Group since the airline industry is fundamentally a market for the buyers due to the surplus of choices, fierce price wars, as well as the threat of low-cost carriers that are slowly consuming the market share of established airlines. Certainly, Lufthansa Group consider itself a cheap carrier, but recently scores of its competitors have fruitfully copied its business model, and as a result taking away its customers. Besides that, regulators are leaning more on the buyers’ side instead on the side of airlines. Furthermore, technology advancement has led to the increase in distribution channels wherein passengers can buy tickets and the intermediary layer eradication with the spread of online booking connotes that the buyers have lots of choices. 2.2.5 Threat of Substitutes People in Germany mostly travel through the air and therefore, the threat of substitutes is not exceedingly high for Lufthansa Group. But main substitutes include road transport, railway transport, and sea transport. Still, passengers’ have recently been paring down the leisure travel and substituting it with inexpensive alternatives such as slow tourism as well as budget cruises that involve less reliance on air travel. 2.3 HR Strategy Thanks to its HRM strategy, Lufthansa Group has continued to experience rapid growth since its management team is full of experience and the airline can easily respond to new arising opportunities. To protect Lufthansa’s work culture, management vacancies are mostly filled internally, and the leadership development programme of the company has been steered by both HR processes and business objectives, and integrated into the long-term goal of the Lufthansa Group. Mostly, the leadership team begin by identifying the personalities it believes can make Lufthansa Group successful and then follow it with a 360-degree appraisal of the strengths and weaknesses of the management team (Scholz, 2009, p.18). 3.0 The Main HRM Theories and Models In Relation To Economic Drivers  It is crucial to bear in mind that the measure of successful recruitment is precision, and not swiftness. This may be realised only by carefully thinking about the requirements of a certain vacancy afore the start of searching for the appropriate candidate. Before initiating the searching process the HR manager should first: outline the job description; evaluate the need to fill a vacant post on its current basis; and preparing personnel specification (Proctor, 2001). Lufthansa utilizes efficient and high-quality procedures and tools for its employees’ recruitment and selection. This makes certain that the company gets substantiated as well as differentiated information that makes the evaluation of objective possible. At the company, The Internet plays a crucial role in the process of application, given that applications are considerably processed by the company through its ‘lufthansa.com’ portal. This portal as well offers the likelihood for the applicants to utilize the Training Area so as to prepare for the online tests, at no cost and in secret (Lufthansa Group, 2013). At Lufthansa, the recruitment process starts through online application where the applicant offers information concerning his/her educational and professional background so as to exhibit that he/she meets the role requirements. In the resume, the candidates are expected to present their contact details, career summary, education background, skills, and history of employment, duties, and two work references. So as to help in identifying the basic requirements for potential candidates in recruitment process, a lists of points against which the candidate’s attributes and the job demands can be checked, commonly known as "Seven-point plan" was proposed by Alec Rodger (Nickson, 2007, p.92). Seven-point plan Criteria Essential Desirable Physical Make-Up Weight in line with height, perfect eyesight and hearing, Clean, and Neat. None Attainments High level of education Experience in aviation industry General Intelligence Attentive and alert or quick thinking None Special Aptitudes Ability to handle passengers confidently Fluent in more languages such as German, Spanish and English Interests None Travelling Disposition Personalities such as calm and outgoing and be able to work under pressure Have sense of humour Circumstances Stay close to the airport and flexible to work for long hours. Flexible As mentioned by Coyle-Shapiro et al. (2013, p.25), the process of recruitment and selection is exceedingly crucial in human resource management. Organisations that consider the employees as a key basis of competitive advantage are successful in recruiting and selecting the right people. Basically, approaches and theories to recruitment and selection cannot be reviewed independently since these views are associated with the academic discourse and semantic debate on the definitive personnel administration development into the personnel management practice and finally that of HRM (Thebe & Waldt, 2014, p.8). An evolutionary analysis as well as a perspective of the HRM paradigmatic development exhibits how diverse arguments have impacted thinking concerning general practices of HR, and especially those of the process of recruitment and selection. Scholars such as Thebe and Waldt )2014, p.8) posit that numerous approaches to HRM emerged in the 20th century. Such include strategic management, human relations, scientific management, contemporary approaches, industrial psychological approaches, as well as the paternalistic approach. These approaches have resulted in the advent of sound HRM theory as well as praxis. Furthermore, it is apparent that both the hard and soft dimensions possessed a considerable influence on practices and approaches of recruitment and selection. The academic discourse originating from the above mentioned multiple approaches’ paradigmatic development to HRM, as well led to the design of diverse models. Such models have been integrated in all theoretical exposition of the process of recruitment and selection. A number of the models involved in recruitment and selection process include: Harvard, Warwick, Michigan model and Fombrum, Tichy and Davanna model (Thebe & Waldt, 2014, p.9). 4.0 Effectiveness of HRM Strategies in Achieving the Goals of Employee The high-commitment approach is considered as the best approach for achieving employee goals. The approach was propagated by Walton (1985), where commitment is placed under the management control (Mohyin, 2011, p.72). Different from the control approaches intended for reduce costs and boosting efficiency by depending on strict procedures and rules, Mohyin (2011, p.72) posits that high-commitment management (HCM) stressed the significance of improving worker commitment rooted in the perception that workers are valuable resources or assets . As mentioned by Mohyin (2011, p.73), an all-inclusive commitment strategy take account of labour management relations; performance expectations; principles of job design; style, systems, and structure of management; policies of compensation; employee voice policies; and employment assurances. The theory of employment flexibility is highly featured in the majority of HRM models and functioning various forms of flexibility appear to directly impact personnel management in workplaces (Carvalho & Cabral-Cardoso, 2008, p.332). Numerical ad Functional flexibility are mostly seen as alternate bases of flexibility, and the basis for this is founded on the argument that both strategies emphasis different approaches to the people management, the former (numerical) seeking to reduce costs as well as mutual attachment and the latter (functional) preferring lasting relationship of mutual investment employment. Therefore, the former is associated with a hard approach to HRM while the latter is normally related to HRM systems that are oriented to commitment (Carvalho & Cabral-Cardoso, 2008, p.332). Strategic HRM is certainly aligned closely with HRM, Reward, and Performance. Without strategic HRM according to Brauns (2013, p.1406) the HR function cannot perform optimally. On the other hand, performance and reward are aligned closely because of the fact that hard working employees are rewarded because of their good performance while other works hard so as to get rewarded. If the work is rewarding then the worker will possibly perform productively, so, as mentioned by Brauns (2013, p.1408) reward is a crucial element of HRM. Performance Management Systems should not just review employee performance, but also offer measures to improve their performance. 5.0 The Differences in Approach to HRM Globally Training as mentioned by Jackson et al. (2011, p.306) presents a good chance for expanding every worker’s knowledge base, but scores of organisations perceive the opportunities of development as costly. Besides, workers miss an opportunity on work time when taking part in training sessions, which as stated by Jackson et al. (2011, p.307) can delay projects’ completion. In spite of the possible drawbacks, training and development offers both the employees and the company with benefits, which make the time and cost a valuable investment. Training is important because it addresses weakness considering that most workers have a number of weaknesses in their workplace skills (Jackson et al., 2011, p.306). For this reason, training program enables employees to reinforce those skills that they need so as to improve. Development helps in reducing any feeble connection in the company. Besides that, training and development leads to improved performance of the employee. Workers receiving the needed training can productively perform their job, and they become knowledgeable of proper procedures as well as safety practices for basic tasks. Moreover, the training can develop the confidence of the employee since it offers them a stronger knowledge of the industry and their job responsibilities. As mentioned by Jackson et al. (2011, p.307), a structured program for training and development makes certain that workers have a consistent background as well as experience knowledge. This consistency is essentially important for the basic procedures and policies of the company. So, every worker must be aware of the procedures and expectations in the company, which includes administrative and safety tasks. Training and development also results in employee satisfaction, since individuals who access these programs have the advantage as compared to employees in other organisations seeking training opportunities individually. Basically, training at Lufthansa Group is mainly performed through an in-house course, which for years has benefited the company and the employees. In-house training is evidently inexpensive for training a group of workers in contrast with external training courses. Besides that, in-house training can help the company. Through in-house training, Lufthansa Group can customise content so as to address particular training and business needs. Beside, this type of training is convenient for the company, because the company can select location, time, and pace of training to save both time and money. A number of workers prefer learning with their workmates, and so in-house training enables the company to train all employees together resulting in learning consistency and development. According to Tiwari (2013, p.115), only a few numbers of multinational companies have formalized programs for training expatriates. To succeed in a foreign country, companies must partake in intercultural training, which is intended for improving the individual ability to work and live in a foreign environment. As mentioned by Tiwari (2013, p.132), intercultural training must be modified to the expatriate's particular needs of the future the cultural setting and job. In this case, programs of selection will largely dictate the particular needs for training programs. Therefore, (Tiwari, 2013, p.111) suggests that the selection contingency framework may be used for expatriate's training and development. But this will depend on job requirements, cultural difference, the expatriate ability and willingness to acclimatise in different cultural situations, and the necessity to reflect on the expatriate’s longer term career and development needs. 6.0 The Theory and Evidence about the Relationship between HRM and Organisational Performance  Employees’ participation according to Nielsen and Randall (2012) is the process through which workers take part in the processes of decision making, instead of just acting on orders. As specified by Nielsen and Randall (2012), participant’s knowledge and job expertise has been recognised as being a crucial enhancement to the managers’ expertise during intervention planning as well as implementation-related activities as argued by Nielsen and Randall (2012), workers participation has improved the prospect of changes in processes being suitable and beneficial, of them being included in the current structures of the organisation, and of them being maintained as applicable theories. Besides that, participatory process heightens workers’ perceived change ownership, therefore assisting in ensuring implementation. Lufthansa should understand that employee participation results in improved morale; involving workers policy changes and decisions that affect directly their job, while still empowering them to become autonomous, significantly improves morale. Moreover, when workers are treated as a resource and their contribution is offered great consideration, then confidence heightens amongst all workers, and as a result, the workers who workers are offered independence they become more sufficient and productive. 7.0 Organisational, National and Cultural Specific Issues That Influence the Development and Implementation of HRM Strategy  Supporters of the expectancy theory hold the view that workers will change their behaviour by prioritizing their actions or working harder if they realise that their hard work will be rewarded. Therefore, incentives as pointed out by Brauns (2013) are the best way of rewarding effort as well as behaviours that the organization needs to encourage. If rewards and incentives are offered as a result of employee contribution to the organizations goals, it will ultimately improve organizational productivity as well as effectiveness and later produce a positive result for both employee and employer. Goal setting theory by Locke and Latham states that the human behaviour is directed by ambitions as well as goals, which result in the supposition that a worker with higher goals perform well as compared to those with lower goals. This theory further states that there is a correlation between performance and goal precision. Air China as the parent company mainly utilizes the ethnocentric approach: whereby all its operations are controlled from its head office in Beijing as it cares for, the economy language, local culture and evades costs of relocation. Concerning to job applications at Air China, the positions of management as mentioned above are filled internally by its personnel, where Chinese are offered the main opportunities. As the parent country, the company hires nationals from Germany rather than transferring its local employees. The polycentric approach is without doubts the perfect approach that Air China should use in employing cabin crew as well as front line staff. The company must view cultural context as the essential ability and hire managers speaking more than one language. Together with the cultural change, Air China must make certain that the workers comprehend their responsibility in the marketing progress as well as the general marketing orientation in the company. In the polycentric approach, the Germans as the host country are hired to manage operations in that Germany and Chinese are hired to manage at head office. In this case, managers at host country hardly progress to corporate head office since the parent country natives are favoured by the parent company as managers at the top level. Still, the polycentric approach is beneficial given that locals are managers in the own country and it also promotes continuity of management. Joint venture managers can experience problems such as confrontations, conflict, and crises, which may result in poor performance. International joint venture managers experience more challenges because of the international context. Executives from Lufthansa Group obviously differ broadly in cultural values, national origins, social norms, and international experience with those from the parent company (Air China). Besides that, all workers in the international joint venture have their individual attributes, surfacing from their nationality, history of employment, management hierarchy position, promotion ambitions, and legal rights. Even though conceptually connected, sociocultural change associates with the ability to successfully interact with or fit in expatriate change in both the parent and host culture. In this case, cross-cultural training can essentially be effective for Germany expatriate managers in the international joint venture even when beyond their work context (Selmer, 2006, p.1210). By mistake, the unsatisfied German executives in joint venture with the Chinese may bring their undesirable emotions to non-work, sociocultural settings. For this reason, cross-cultural training can improve and change their general interaction more as compared for expatriates in organization that are not in the joint venture. Both Air China and Lufthansa Group belong to different countries, and so the national cultural differences can slightly impact their performance. Therefore, there is need to stress the values and dimensions of organizational culture as change agents in addition to their effect on the performance of joint venture. Instead of national culture differences, variance in organizational culture as mentioned by Selmer (2006, p.1211) leads to gaps in performance. The level of acculturation between Air China and Lufthansa Group can result in the formation of trust between the partners and consequently, on the performance of the joint venture. The problems that can arise from the joint venture include institutional hostility, contextual uncertainty, as well as contractual risks. Other issues attributed to the parent company include poor regulations, unevenly and vaguely applied laws, as well as the ever-changing fee and tax requirements that may negatively impact the joint venture. 8.0 Management Skills Required In International Business Managers in international joint ventures must have skills to manage workers in a partnership with incongruent goals, various management styles, and complexities related to differing business practices and government policies. The managers should be aware of the cultural differences that typify the joint ownership members. In the case of Air China and Lufthansa Group, managers should have competencies like project management, finance, marketing, and production scheduling. Human resource management activities are evident in joint ventures, and mostly include everyday practices and formal policies for people management and managing HR issues. Managers in a joint venture should have a clear knowledge of organizational learning, because it is a key building block as well as the main basis of competitive advantage. Joint ventures brings together different knowledge bases, skills, as well as organizational cultures, and they generate a unique learning opportunities for both companies. More important, the managers should be more experienced to hold expatriate positions, so as to facilitate cooperative, constructive relations between the top management team and employees in both companies. 9.0 Conclusion In conclusion, it has been argued that successful joint ventures occur when a close relationship between the managers and workers is achieved. Besides that, performance can be improved by putting employee participation systems, reward systems, and training and development systems into practice. It has been argued that competences, adaptability, dynamic capabilities as well as capacity of management at the organisational level, and competencies and capabilities at the individual level and work group, can offer an facilitating environment that improve performance at every level in the organisation. Join ventures provides numerous forms of intricacy that can result in the conflict generation and failure. Presently, China is receiving a lot of foreign investment from the Western countries, but the Western HRM model impacts the transition from HRM to personnel management in China. Given that partners understand the nationality of each other before the joint venture, readiness to acclimatise to national cultures of each other can result in anticipatory change. References Brauns, M., 2013. Aligning Strategic Human Resource Management To Human Resources, Performance And Reward. International Business & Economics Research Journal, vol. 12, no. 11, pp.1405-10. CAPA, 2014. Air China-Lufthansa Group JV will control 35% of Europe-China market while easing growth tensions. [Online] Available at: http://centreforaviation.com/analysis/air-china-lufthansa-group-jv-will-control-35-of-europe-china-market-while-easing-growth-tensions-176266 [Accessed 31 March 2015]. Carvalho, A. & Cabral-Cardoso, C., 2008. Flexibility through HRM in management consulting firms. Personnel Review, vol. 37, no. 3, pp.332-49. Coyle-Shapiro, J. et al., 2013. Human resource management. University of London International Programmes: Human resource management. Dixon, P., 2011. Future of Aviation Industry - Radical Change. [Online] Available at: http://www.globalchange.com/future-of-aviation-industry-radical-change.htm [Accessed 31 March 2015]. Jackson, S., Schuler, R. & Werner, S., 2011. Managing Human Resources. New York: Cengage Learning. Kapiki, S.(., 2012. Current and Future Trends in Tourism and Hospitality. The Case of Greece. International Journal of Economic Practices and Theories, vol. 2, no. 1, pp.1-12. Lufthansa Group, 2013. Lufthansa Group. [Online] Available at: www.lufthansagroup.com/en/company.html [Accessed 31 March 2015]. Mohyin, N.A., 2011. Managing commitment in small construction professional services firms. Doctoral Thesis. Leicestershire: Nur Affah Mohyin Loughborough University Institutional Repository. Nickson, D., 2007. Human Resource Management for the Hospitality and Tourism Industries. London: Elsevier. Nielsen, K. & Randall, R., 2012. The importance of employee participation and perceptions of changes in procedures in a teamworking intervention. Work Stress, vol. 26, no. 2, pp.91–111. Proctor, R.A., 2001. Recruitment: filling the gap. [Online] Available at: http://www.unesco.org/webworld/ramp/html/r8722e/r8722e0w.htm [Accessed 31 March 2015]. Reuters, 2014. Air China and Air Canada to Form Comprehensive Strategic Alliance, Strengthening Canada-China Network. [Online] Available at: http://in.reuters.com/article/2014/11/08/airchina-aircanada-idUSnPn9zwCpx+84+PRN20141108 [Accessed 31 March 2015]. Scholz, G., 2009. The Role of Upward Feedback in Effective Federal Public Administration in Germany - as Part of the New Public Management and Modernisation Strategy. Berlin: BoD – Books on Demand. Selmer, J., 2006. Cultural novelty and adjustment: Western business expatriates in China. The International Journal of Human Resource Management, vol. 17, no.7, pp.1209–22. Thebe, T. & Waldt, G.v.d., 2014. A Recruitment and Selection Process Model: The case of the Department of Justice and Constitutional Development. Administratio Publica, vol. 22, no. 3, pp.6-29. Tiwari, M.D., 2013. Strategic Human Resource Management at Tertiary Level. London: River Publishers. Appendices Fig 1: Rodger’s 7-point plan (Source: share.nanjing-school.com) Fig 2: Recruitment and Selection Process (Source: share.nanjing-school.com) Fig 3: Training Methods Fig 4: Training Process Model (source: symbiontperformance.com) Fig 5: Performance management Model (source; pwc.tw) Fig 6: Reward systems Design (source; pwc.tw) Read More