ASSIGNMENT COVER

HHAHA
HAMBRA EDU SERVICES

STUDENT’S NAME : SHAMSHUL RIZAL BIN KAMARUDDIN

I/C NO / MATRIX NO. : 740102-08-5943 (HMPB18306)

PROGRAMME : EXECUTIVE MASTER IN BUSINESS

MANAGEMENT

CLASS DATE : 16 & 17 MARCH 2019

INTAKE DATE : 29 SEPTEMBER 2018

MODULE : HUMAN RESOURCES MANAGEMENT

TRAINER’S NAME : PUAN MAS ELATI

CENTRE : SHAH ALAM

OVERALL MARK
(Fill up by Trainer)

INDICATOR MARK

EFFORT ( 20% )
PRESENTATION (20% )
CONTENT ( 60% )
TOTAL ( 100% )
 TABLE OF CONTENTS

1.0 INTRODUCTION ............................................................................................................ 3

1.1 Introduction to the organization ..................................................................................... 3
1.2 Defining human resource management .......................................................................... 4

2.0 LITERATURE REVIEW ................................................................................................ 5

2.1 Strategic human resource management .......................................................................... 5
2.2 Aligning HRM and strategy ........................................................................................... 6

3.0 BUSINESS STRATEGY & HRM ALIGNMENT ......................................................... 8

3.1 Determine business strategy........................................................................................... 8
3.1.1 Google’s business strategy .................................................................................... 11
3.2 Aligning human resource strategies with business strategy ......................................... 12
3.3 Human resource planning ............................................................................................ 15
3.4 Active participation from all parties ............................................................................ 17

4.0 CONCLUSION ............................................................................................................... 19

5.0 LIST OF REFERENCES ............................................................................................... 20

1.0 INTRODUCTION

1.1 Introduction to the Organization

Founded in the year 1998, Google has been ranked among the top most organizations to work

for in the past decade. Google is one of the few technology companies which continue to

have one of the fastest growth rates in the world. It began by creating a search engine that

combined PageRank system, developed by Larry Page (ranking the importance of websites

based on external links), and Web search engine, created by Sergey Brin (accessing a website

and recording its content), two co-founders of the company (Jarvis, 2011; Downes, 2007).

Google’s achievements absolutely do not come from any luck. Google has made extra efforts

in creating an index of a number of websites, which have been up to 25 billion websites. This

also includes 17 million images and one billion messages to Usenet group (Downes, 2007).

Besides searching for websites, Google users are able to search for PDF files, PostScript,

documents, as well as Microsoft, Lotus, PowerPoint and Shockwave files. Google processes

nearly 50% of search queries all over the world. Moreover, it is the number one search option

for web users and is one of the top five websites on the Internet, which have more than 380

million users and 28 billion visits every month, and more than 50% of access from countries

outside the US (Desjardins, 2017).

The policies and rules of the company are known to be employee centric and have

been formulated to provide the maximum number of perks and benefits to its employees. The

company has evolved over time and so has its Human Resource Department that focuses on

the growth of the employees while the company is reaching new heights each quarter. The

company has offices in 14 states and 36 countries across the globe. Some of these include

India, China, Australia, Israel, United Arab Emirates and Turkey etc. Its headquarters is

located in California with the largest number of infrastructure benefits to the employees that

the world has ever seen. Today it can be said that the success of the company owes to its high

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quality human resources (Lombardo, 2015). In fact, one of the co-founders of the company

believed that for Google, people are the core to its operation and success (Matsangou, 2015).

1.2 Defining Human Resource Management

Storey (1995) defines HRM as “a distinctive approach to employment management which

seeks to achieve competitive advantage through the strategic deployment of a highly

committed and capable workforce, using an integrated array of cultural, structural and

personnel techniques”; while Byars and Rue (2004) see HRM as “activities designed to

provide for and coordinate the human resources of an organization”. Adding to this,

Armstrong (2016) states that it is the “strategic and coherent approach to the management of

an organization’s most valued assets which are the people working there, who individually

and collectively contribute to the achievements of its objectives”. However, the four key

dimensions to HRM as postulated by Guest (2011) include;

i. Commitment: It is expected of employees to identify the interests and goals of the

organizations, and be aligned and committed in achieving these goals.

ii. Flexibility: Employees are expected to adapt willingly to change within the

organizational structure, without any strife or prejudice

iii. Quality: High levels performance attainment of organization depends on the quality of

members of staff and management of such organization.

iv. Integration: It involves the matching of human resources strategies to the needs of the

business strategy.

(Guest, 2011)

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2.0 LITERATURE REVIEW

2.1 Strategic Human Resource Management

Following the development of strategic management, leadership of organization began to

align human resources practices to business strategy (Wright & McMahan, 1992). By a

strategic approach to HRM, we are referring to a managerial process requiring human

resource (HR) policies and practices to be linked with the strategic objectives of the

organization. Wright and Nishii (2007) defined strategic management as the set of managerial

decisions and actions that determines the long-run performance of a corporation. Becker and

Huselid (2006) take a similar view when they define strategy as an action a company takes to

attain superior performance. Strategic management is considered to be a continuous activity

that requires a constant adjustment of three major interdependent poles namely the values of

senior management, the environment, and the resources available

Strategic human resource management (SHRM) theory centers on a basic premise that

HR practices have the potential to make direct, bottom-line contributions to organizational

effectiveness. This is a radical departure from more traditional viewpoints in which HR

practices are seen as transactional, administrative, and legalistic routines. Considerable

research supports the hypothesized link between HR practices (and the total HR system) and

various indicators of organizational effectiveness, confirming the strategic potential of HR

practices and the HR system as a whole (Gerhart, 2007; Wright et. al., 2005). SHRM theory

uses the concept of HR alignment as the bridge between HR practices (and the HR system)

and organizational effectiveness to posit the underlying mechanism by which HR practices

can realize their strategic potential.

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2.2 Aligning HRM and Strategy

There is a growing realisation among organisations to align its Human resource practices

with corporate strategies to meet the needs of its business in order to gain strategic advantage

from its human resources. Human resource management is significantly aligned to strategic

human resource management and is one of the fundamental policy objectives to ensure that

human resources policies and practices are applied by managers as part of their everyday

work. Ehlers and Lazenby (2007) maintain that successful strategy implementation can be

achieved if resources are allocated in a manner that supports the organisations long- and

short-term goals, chosen strategy, and structure.

More importantly, Ehlers and Lazenby (2007) argue that the knowledge era is

important for strategy implementation in that employees are allocated the most important task

in implementing the strategy. Organisations can no longer generate profits without the ideas,

skills, and talent of knowledgeable workers. Technologies, factories, natural resources, and

capital are no longer difficult to obtain and are increasingly less important in developing and

sustaining a competitive advantage for the organisation. While capital is becoming less

scarce, the opposite may be said of talent and skills, especially in developed countries.

This approach, emphasising human resource management, echoes Nel et. al.’s (2008)

comment on human resource practices, which emphasises that human resource practices may

be successful if they are aligned with the strategic objective of the business, make business

sense, and are focused on business operations. Nel et al. (2008) concludes that the strategic

partner role focuses on aligning HR strategies (including policies and procedures) with the

business strategies and the execution thereof. Armstrong (2006) is of the opinion that the

distinction between strategic human resource management and human resource management

is underpinned by a philosophy that supports the strategic management of human resource in

accordance with the plans of the organisation concerning the future direction it wants to take.

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As a result of this process, a stream of decisions over time emerges to form the pattern

adopted by the organisation for managing its human resource to identify areas in which

specific human resource strategies need to be developed.

Because the world has become a global marketplace, the focus nowadays lies on

human resource management and the successful integration of strategies within an

organisation. The emphasis is on managing people within the employer-employee

relationship, maintaining that staff is the major reason for the success of an organisation. The

human resource of an organisation represent one of its largest investments, illustrating that

employees should be supported in reaching their full potential and thus enjoy sound quality of

life and job satisfaction (Nel et. al., 2008).

There are two types of human resource alignment that are thought necessary for

strategic impact, namely, vertical alignment and horizontal alignment (Delery, 1998; Gerhart,

2007; Wright & Snell, 1998). These have also been referred to as external fit and internal fit,

respectively. Numerous general definitions of vertical and horizontal alignment have been

advanced (e.g., Delery, 1998; Gerhart, 2007; Huselid, Becker, & Beatty, 2005; Wright &

Snell, 1998). Vertical alignment represents the degree to which HR practices (and the

collective HR system) specifically focus on identified strategic organizational objectives.

Such HR practices are designed to make strategic impact. Horizontal alignment of HR

practices on the other hand is the degree to which the practices work together in a mutually

supportive and reinforcing way. Horizontally aligned HR practices potentially create an HR

system with a strategic impact that is greater than the sum of the individual HR practice

impacts.

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3.0 BUSINESS STRATEGY & HRM ALIGNMENT

Determine business strategy

Align HR strategy with

business strategy

HR Planning

Active participation from all

parties

Source: Walker & MacDonald (2001)

Figure 1.1

Figure 1.1 outlines the four processes that are necessary in order for Google Inc. to achieve

connection between its strategy and HRM practices. This process indicates the integration of

strategy and the HRM strategy and policies to enable synergy between these two components

of management. Each of the steps involved in this process will be discussed in detailed

below.

3.1 Determine business strategy

The first step which is necessary in achieving synergy between business strategy and HRM is

the process of determining the organization’s business strategy. Business strategy emphasizes

how it intends to succeed in its chosen market place. It mainly focuses on competitive

advantage. Business strategy helps to establish the direction in which the organization is

8
going in relation to its environment (Boxall & Purcell, 2003). The business strategy of an

organization must reflect the intentions of managers about what they expect to achieve over a

stated period of time. Business strategy is therefore, about beating competitors in meeting

customers’ needs by taking into account the changing needs and critical resources needed to

carry out the strategic aims. Thus, organizations must unavoidably make choices about how

they would pursue competitive advantage.

Business plans are prepared to work on three to five years cycle and annual business

plans are formed within this. These plans consist of strategies like innovation, cost reduction,

quality leadership, cost leadership, value added, customer focus, growth through acquisition,

joint venturing etc. Business strategy answers three basic questions which are: what (vision,

mission, goals), how (organization design, functional strategies, resource and cost allocation,

budget requirements, planning) and who (workforce planning, performance management,

development) (Boxall & Purcell, 2003).

In ensuring that there exists a connection between the business strategy and HRM

practices in an organization, the corporate strategy should set the agenda for human resource

strategy in the following key areas:

i. Mission

This concerns setting the future of the organisation. What will the organisation

be like, serving which purposes and to what extent? This will provide some

indicators on the quantity and quality of staff that will be required to effectively

transform the functioning of the organisation to that level. This will form the

basis of the human resource mission.

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 ii. Organisational culture

Organisational culture could mean different things to different people because it

depends on individual interpretation. We do not see the world around us in the

same way and hence our interpretations of reality are different. An

organisation’s culture develops itself over a long time. Handy (1993) describes

an organisation culture as deep seated beliefs, values, norms, attitudes about the

way work should be organised, authority exercised, people be managed, degree

of informalization, obedience by subordinates, punctuality, adherence to rules

and regulations etc. This framework is useful guidance in the process of

developing human resource policies, regulations, and procedures in order to

avoid possible contradictions between the established organisational culture and

people management at lower levels.

iii. Human resourcing

The process of human resource acquisition will depend on business strategy. For

example, if new production lines are to be installed in three years’ time, there is

no doubt that new skills will be required. Plans have to be made including

training and recruitment so that there are qualified staffs of the right size to

manage the new production line. The same will apply to service provision

whether in the private or public sector organisations.

iv. Employee relations

The relationship between the employee and the management as well as the

relationships between employees themselves also depends on business strategy.

For example, if a business’s future is not promising, it will certainly affect

working relationships. Strategies have to be developed in order to avoid

10
 grievance and disputes that could become very costly to the organisation. Such

strategies could include work-sharing arrangements, introducing work shifts,

voluntary retirement, part time job arrangement and similar action.

3.1.1 Google’s business strategy

The business strategy of Google is reflected in its mission statement which is “To make the

world’s information universally accessible and useful”. This statement showcases Google as

a resource for research and miscellaneous activities. There is no timeline but an end result. Its

broadness offers a lot of flexibility in how Google organizes information. Google’s business

objectives on the other hand can be summarized as the followings:

 To push existing technology’s limits to offer an accurate, fast, and user friendly

service for information accessibility.

 To push the ad system

 To push the communities and content

 To make sure tools run everywhere.

 To have the world’s top Artificial intelligence research laboratory

 To have a universal search engine

 To have ads accessible on the mobile platform among other hardware appliances

From its mission statement and objectives, it is evident that Google’s primary

organizational strategy focuses on innovation by pursuing a generic strategy by way of

product differentiation through innovation. Google sets itself apart from competitors through

the uniqueness of its products. This uniqueness is achieved because Google is a highly

innovative company. The increasing variety of its products, inclusive of Google Search,

Google Fiber and Google Glass, is a manifestation of this innovation under the differentiation

generic strategy. The Google Search algorithm also evolves over time to ensure competitive

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advantage against Yahoo! and Bing, among others. The generic strategy of differentiation

means that Google must maintain its competitive advantage based on uniqueness. It is of

critical importance for the firm to continue innovating. A corresponding strategic objective is

to develop new products or continue improving existing products to maintain its competitive

advantage as against the other competitors within the IT market.

3.2 Aligning human resource strategies with business strategy

Human resource strategies seek to manage the human resource in order to achieve the

organizational goals. It focuses on what the organization intends to do in relation to its human

resource policies and practices. Hence, the way human resource is deployed, motivated,

managed and retained will impact upon the business strategy implementation at Google.

Human resource strategy serves human resource professionals who want to add value to their

business. These are devised in respect of recruitment, employee deployment, and engagement

by considering the mission and objectives of organizations (Dessler, 2005). By doing this

organizations put itself in the position of being able to achieve its goals through its human

resources. Human resource strategies play an implementation role and are valuable means of

obtaining path, uniformity and consistency in human resources efforts. The process of linking

human resource strategies with business strategies serves investors, customers and employees

of the organization who want the business to deliver results (Sluijs & Klyutmans, 1994).

Thus, the main focus of human resource strategy at Google must be one that serves to

have operational linkages to fit human resource management with the strategic thrust of the

organization. Interaction between business strategy and human resource strategy of Google

also need to particularly take care of uncontrollable factors which exist in external

environment. External environmental factor’s impact needs to be understood and human

resource professionals should try to minimize their adverse impact during implementation

12
process of strategies. External environmental factors could be controlled or minimized with

the help of leadership and direction provided by departmental managers, training and

instructions given to employees, key implementation tasks and activities which must be

defined with enough details, and information systems used for monitoring the process of

implementation which also should be adequate enough (Baird & Meshoulam, 1988). An

example of Google’s external environmental factor is the global economic instability.

Economic instability may threaten Google’s overall operation and this is evident in the case

of credit crunch. The credit crunch has generally slowed down the demand for gadgets.

According to Times Online (2008) Google's fellow residents of Silicon Valley have been

badly hit by the credit crunch. With consumer spending down, so, too, are sales of gadgets.

And, with the cost of credit so high, companies are cutting back as far as they can on IT

spending.

The role of organization’s cycle in the formulation of strategies is also significant. To

achieve successful interaction between Google’s business strategy and human resource

strategy, human resource professionals need to consider the lifecycle stages of the

organization and each stage to be linked with human resource strategies such as: starting

phase needs to attract the best technical and professional talent with attractive compensation.

Human resource professionals in this phase need to define future skill requirements and

design career ladder map for their employees. Organizations in starting phase need to set

basic employee relations philosophies as well; growing phase needs to recruit adequate

number of employees with multi-skills so as to build up talent pool. In this stage organization

has to meet external market status and need to provide compensation and benefits to their

employees according to that. In this stage professionals need to mould an effective employee

training and development programme as well; maturity phase needs to encourage sufficient

turnover to minimise redundancies and provide new openings along with mobility of

13
employees by shifting of jobs. In this phase organization needs to control compensation

structure and control labour costs with improved productivity; and decline phase needs to

plan and implement redundancies and reallocations with tight cost control measures. In this

phase employees need to be retrained and career counselling need to be provided (Wright &

McMahan, 1992).

Google is currently in the growth stage of the industry life cycle. Google has been

able to maintain a period of rapid growth since the search engine took off in the 1990’s. The

slow internet connections of the 1990’s helped Google to attract customers due to the faster

load time of the site. The search engine was able to retain customers as well as draw in new

customers because the search engine was simple, provided better results, and loaded faster

than competitor’s search engines (Weber, 2007). Considering that Google is currently in the

growth stage of its organizational life cycle, its human resource strategy therefore needs to

focus on the way to attract more talented and knowledgeable talents to be part of its human

resource to ensure innovation within the company. Google has been able to maintain rapid

growth over such a long period of time because they are driven by innovation. That being

said, in order to ensure that Google’s strategy of pioneering innovation within the IT sector

can be achieved, its human resource strategy therefore must be one that will be able to outline

the specific policies, actions, and objectives of the human resource management of the

company in order to recruit and retain high quality people with innovative skills and a good

track record in innovation. The human resource strategy of Google also must be one that will

be able to develop the strategic capability of the company while providing encouragement

and facilities for enhancing innovative skills and intellectual capital within the organization.

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3.3 Human resource planning

Developing and implementing human resource strategy ensures that actions in managing

human resource are aligned with competitive demands which need to be reflected in the

strategic planning. The integration between business strategy and human resource strategy

and planning is very closely linked. As organization’s human resources are utilized more

frequently as a source of competitive advantage, human resource planning has become

important to the successful formulation and implementation of strategies (Holbeche, 2001).

Through planning, organizations prepare to match resources with the requirements needed for

the implementations of strategies.

Human resource planning needed to be carried in sequential manner which include

environmental scanning and an interface with strategic planning, forecasting human resource

demand and inventory, examining external supplies of labour, and developing plans to deal

with shortage and surplus of manpower (Garavan, 2007). Human resource planning signals

the need for change and serves to guide the activities within human resource management

towards better compatibility with the business. For an example, one of the ways in which

recruiting can be more strongly linked to business strategy is to focus on those sources that

provide the greatest number of desirable employees. Thus, this would require human resource

executives to be able to forecast the future availability of manpower having knowledge. This

is how human resource planning will help to create a connection between the strategy and

human resource management. In addition, human resource planning requires human resource

professionals to communicate with other managers, senior executives and staff members

about the future human resource environment and other associated staffing issues. This will

help to have complete integration of every business strategy with human resource strategy.

It is important for Google’s human resource policies and practices to achieve two

types of fit which are external and internal. External alignment focuses on the association
15
between Google’s business objectives and its major human resource initiatives. As mentioned

before, the main strategy underlying Google’s business is innovation. In the sense where the

organization stresses on innovation and new product development, then human resource

practices of the organization need to be more aligned with a view to promote creativity and

flexibility. This is the case for Google. Apart from external alignment, managers at Google

also need to ensure that their human resource practices are aligned with each other internally.

The entire range of human resource practices from job design, staffing, training, performance

appraisal and compensation need to be aligned. For this human resource departments need to

be organized so that it could play a role in the strategic planning for the organization. Human

resource departments need to become interdependent with the rest of the organization and

need to take a comprehensive approach.

The recruitment and selection process arises directly from the human resource

strategic planning and ends once the new recruit has accepted the job offer. The process is

also linked very closely with both the induction and probation processes. Thus, to respond to

the organizational needs, it is needed to be conducted in a professional manner in accordance

with the best practices and complied with all legislation. To place the right candidates at the

divisional levels, it is essential for Google to involve managers in planning for recruitment

and selection as they are well aware of job specifications and competencies.

Google’s human resource professionals need to ensure that human assets are

effectively trained not just to do specific jobs, but also to have a clear understanding of the

overall strategy of the organization. Training and development provides suitable

opportunities for personal and professional growth (Norton, 2001). This will allow achieving

high productivity, job satisfaction and enhanced career development opportunities for

workers. The performance targets set for employees need to be agreed jointly between

employees and their respective managers. The enhanced contribution of employees to achieve

16
organizational goals and objectives could be best achieved through role clarity. Appropriate

mentoring could be an effective means of aligning individual aspirations with organizational

goals. It would be mentor’s responsibility to bring out the talent within the individual and to

ensure it is matched according to the employees and the organization’s objectives.

3.4 Active participation from all parties

In order to ensure that a connection can be achieved between Google’s organizational

strategy and its human resource management, the board level management must regard

human resource as an important contributor towards achieving the business strategy. Senior

management’s support need to be ongoing and visible towards human resource departments.

The active leadership from top management is considered to be a critical source to maximize

the returns from human resource. A visible involvement of senior management sends

message to other employees that top levels are committed to strategy and strategic objectives.

Alignment of human resource strategy and business strategy required not only occasional

verbal acknowledgements but it also required active participation to ensure progress

(Frangos, 2002). Board level involvement in the process of alignment would ensure

sensitivity to issues and help to minimize potential resistance to share mutual information.

The extent to which Google’s human resource functions are involved in both

organizational and human resource strategy development would be dependent on whether the

most senior human resource person was a member of the board of directors or not. But at the

same time the board membership of human resource professionals would not guarantee the

involvement of specialists in strategy as it is not necessary that they would act as active

members. Perhaps, that is why currently attention has been paid by organizations to assess the

percentage of human resource directors and professionals as policy makers. Aligning board

level challenges and human resource goals at Google will provide great opportunities for

17
human resource professionals to put their hands into it. This would transform human resource

role from a business partner to business leader.

The designing and deployment of business strategies at Google are traditionally done

by top managerial people within the organization and human resource managers act as

champions for human resource excellence. Human resource managers are tasked with the

primary responsibility of leading and strategizing to support business strategies. That being

said, it is therefore important for human resource professionals at Google to become strategic

partners who focus on strategy and processes of an organization. As leaders human resource

managers need to be visionaries and a relists. For instance professionals might forecast

human resource needs and labour supplies, both within and outside the organization and side

by side integrate these with the organization’s capacity to perform effectively over a period of

time. It is essential that human resource practices to have the potential to make a difference to

organizational performance and specialists needs to organize people management

arrangements to secure consistency and support.

Human resource professionals remain under dilemma about their roles that they need

to play and, thus, they need to realize how significant their role is. It is therefore important for

the human resource professionals at Google to have clarity regarding the following:

i. Defining of mission and objective

The mission statement defines what the business is and what makes it unique and who

the competitors are. From this a list of objectives, stating specific terms to be achieved

and where the organization hopes to be at some point in future are derived. Here,

human resource professionals need to offer their ideas and assist management in the

process of generation of ideas and help top management to reach to a consensus;

18
 ii. Analysis of internal and external factors operating in the business environment

This includes the strengths and weaknesses, as well as opportunities and threats. Here,

human resource professionals can assist and provide facts and figures about the labour

market;

iii. Consideration of strategic alternatives

Human resource professionals need to anticipate alternatives and evaluate its impact

on workforce. Human resource professionals need to show their readiness and

alternative action plans for strategic alternatives;

iv. evaluation of strategic plan regularly

Human resource department must keep ready access to key information and within

human resource department clarity is needed regarding what is to be done, by whom

and with what resources (Norton, 1991). When there is a clear direction helping

human resource professionals to see how they are contributing to the whole, it can

create a sense of momentum, purpose and involvement.

4.0 CONCLUSION

Aligning HR and strategic plans is an important endeavour for every organization. Studies

strongly support the alignment between strategies, HR, and performance and thus show the

potential role HR can play in implementing strategy and developing an organization’s

competitive advantage (Wright & McMahan, 1992). Alignment between HR activities and

strategy planning can be formed by HR. HR needs to expand beyond an administrative

function and focus more on how it can support the organization in strategic planning and

implementation. By increasing the competencies of HR personal, the department will

increase its creditability and be integrated into a strategic role. When HR measures itself

from a business perspective and by the value it brings an organization, top management will

19
not ignore HR in the strategy process. Instead, top management will welcome HR input

because it will have a clear standpoint. By inter-locking HR measures with items concerning

the ongoing business, HR becomes aligned with strategy through dependent tasks that are

accounted for interdependently.

In summary, an organization’s people and their skills ultimately determine the

effectiveness of strategic plans, and its implementation. In its purest form, HR is best suited

for leveraging an organization’s personal that implements the organization’s strategic plans.

In other words, HR resources are what drive an organizations’ strategic process.

5.0 LIST OF REFERENCES

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(11th ed.). London: Kogan Page.

Armstrong, M. (2016). Armstrong’s Handbook of Strategic Human Resource Management

(15th ed.). London: Kogan Page.

Baird, L., & Meshoulam, I. (1988). Managing two fits of strategic human resource

management. Academy of Management Review, 13(1), 116-128.

Becker, B. E., & Huselid, M. A. (2006). Strategic human resource management: Where do

we go from here?. Journal of Management, 32(6), 898–925.

Boxall, P.F., & Purcell, J. (2003). Strategy and Human Resource Management. New York:

Palgrave Macmillan.

Delery, S. E. (1998). Issues of fit in strategic human resource management: Implications for

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Desjardins J. (2017, 29th June). These are the top 100 websites of the internet, according to

web traffic. Retrieved on April 10, 2019 from http://www.businessinsider.com/top-100

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Dessler, G. (2005). Human resource management. Pearson: Prentice Hall.

Downes, P. (2007). Power searching. British Dental Journal, 202, 657–667.

Ehlers, M. B., & Lazenby, J. A. A. (2007). Strategic Management: South African Concepts

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Frangos, C. (2002). Aligning Human Capital with Business Strategy; Perspective from

leaders. Harvard Business School, Balanced Scorecard, May-June 2002.

Garavan, T. N. (2007). A Strategic Perspective on Human Resource Development

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Holbeche, L. (2001). Aligning Human Resources and the Business Strategy. Oxford: Butter

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