SUFFOLK BUSINESS SCHOOL
Post Graduate Diploma in Human Resource Management
Resourcing and Rewarding Talent Module Guide 2020/21
Contact
s.faiers@uos.ac.uk
Course leader
Dr Kay Maddox-Daines
Module code
IPGDHRMM05
Date issued
September 2020
Document No
1
Simon Faiers September 2020
Contents 1.
About Resourcing and Rewarding Talent ................................................... 3
2.
When, where and how? ............................................................................ 3
3.
Staying in touch and keeping up to date .................................................... 4
4.
Module Aims ............................................................................................ 4
5.
Module Learning and Teaching ................................................................. 4
6.
Module Resources .................................................................................... 5 6.1
Information sources .............................................................................. 5
6.2
Useful contacts ..................................................................................... 5
7
Module Assessment .................................................................................. 5 7.1
Overview .............................................................................................. 5
7.2
Learning Outcomes and Assessment Criteria ......................................... 6
7.3
Assessment 1 - Assignment ................................................................... 7
7.4
Assessment 2 - Time constrained assessment........................................ 7
8
Module Evaluation ................................................................................... 7
9
Reading and information sources .............................................................. 8 9.1
Core resources ..................................................................................... 8
9.2
Thematic resources ............................................................................... 9
9.3
Learning services ................................................................................ 10
10
Scheme of Work and additional reading .................................................. 11
11
Finally ................................................................................................... 17
Resourcing and Rewarding Talent Module Guide 2020/21
1
About Resourcing and Rewarding Talent
Welcome to the module Resourcing and Rewarding Talent. As explained in the video introduction, this guide is intended to help answer the questions you may have about what we will be doing for the coming year but there are other important sources of information - especially Brightspace and the Student Course Handbook. The University’s module code is IPGDHRMM05. This module explores issues associated with workforce planning and attracting, hiring, on boarding and retaining staff in an increasingly dynamic and diverse labour market. It also provides the understanding necessary to manage performance and plan, implement and evaluate reward systems in a range of organisational contexts. Students will be encouraged to critically reflect on approaches to recognising and rewarding individual, team and organisational performance in a fair, reasonable and equitable way. It will therefore be of immediate relevance to those building a career in HR or who have day to day people management responsibilities. Throughout the module the focus will be on using diagnostic, analytical and evaluative approaches. Students will be able to demonstrate the analytical and critical capabilities developed during the module and acquire a knowledge of current practice in resourcing and reward. It should be good fun too! 2
This Guide was accurate at the time of preparation, early in September 2020. Government regulation on containing Covid-19 is frequently updated and public health advice on staying safe is developing. This may affect aspects of the module and how it is delivered. At the present time delivery will be online using Brightspace. Revisions and updates will be posted on Brightspace.
When, where and how?
The leader for this module is Simon Faiers. If you have not already done so, take a look at the ‘Welcome to the module’ video. The module will be delivered online. It is likely that you may not have looked at Brightspace for several weeks, so you might find the Digital Fluency guides useful. For your diary, there will be a lecture or class each Wednesday evening, for about an hour, from 18.00. Although many of these classes will be centred around a lecture, there will be plenty of opportunity during this time for exchanges by either voice or chat. Online tutorials and other activities will be part of the module and wherever practical, these will also be scheduled for late Wednesday afternoons or evenings. The module begins on Wednesday 30 September 2020 and a more detailed timetable for the academic year will be available on Brightspace.
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Summary
Wednesdays
from 6 pm
Online
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Staying in touch and keeping up to date
Do make looking at Brightspace part of your routine during term time. Lectures will be recorded, so you can ‘listen again’ if you cannot make it; other activities such as tutorials and break outs generally will not be. Learning materials and pre-class engagement activity - which are important - will be posted on Brightspace in advance of each class. Continue your WhatsApp group to share news and updates. Use ‘Discussion’ on Brightspace. In section 6 below, there are details of other useful sources of information, guidance and contacts. Keeping in touch with me is straightforward. I can be accessed via the UoS email account s.faiers@uos.ac.uk; on Wednesdays the reply should be prompt, at other times it may take a little longer. If matters are urgent you can contact me at simon.faiers@energypeople.co.uk. 4
Module Aims
This module is designed to provide students with:
A theoretical and normative understanding of the diverse approaches to people resourcing and reward management. The ability to critically evaluate resourcing and reward interventions in promoting individual and organisational performance.
The University has overarching aims too and these can be found in the Course Handbook. 5
Module Learning and Teaching
Each class will be centred around a lecture on the topic of the week, delivered online via Brightspace. This will be supplemented by discussion (for example on a current issue or a relevant previous exam question), case studies (for example identifying recruitment and retention issues in a third sector organisation), practical exercises (for example comparing the weighting of two jobs in the absence of a job evaluation scheme) and quizzes or challenges (in a variety of formats through Brightspace) to check understanding. There will be occasional formative assessment opportunities (similar to those used in preparing for the Time Constrained Assessment at the end of year 1). As before, these will be optional but I would encourage you to participate. These will set the scene for the summative assessments described in 7 below. What is expected of you? As a student on this module, you will be expected to contribute to online classes other module related activities; access and engage with module learning materials and reading/information sources as advised; feedback on any aspects of the module that you believe could be improved; and be aware of and work to the deadlines for assessments.
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Module Resources
6.1
Information sources
There will be a resources available on Brightspace for each topic that we cover. To make it as straightforward as possible for you when organising your notes, as in year 1, each theme/set of slides and documents will have its own document number. The majority of reading will be academic sources including textbooks, authored texts, edited books, journal articles and the professional press, podcasts/video and social media. Using the reading recommended in sections 9 and 10 below, try to explore a wide range of literature. This theme by theme list has been restructured so as to make maximum use of open source material, meaning that there should be no issues with access. New material will be added throughout the module. 1.2
Useful contacts
Three people who will be continue to be very useful contacts while studying this module are Kay (who you will be working closely with on other modules), Gina and Craig. They can be contacted as follows Course leader – Dr Kay Maddox-Daines, k.maddox-daines@uos.ac.uk Course administration – Gina Lodge, g.lodge@uos.ac.uk Academic expert librarian – Craig Martin, craig.martin@uos.ac.uk 7
Module Assessment
7.1
Overview
The assessment for this module will comprise: No.
Form of assessment
Assessment ‘size’
Weightin g (%)
1
Assignment
3000 words limit
50%
2
Time constrained assessment (in lieu of an examination)
3000 words limit
50%
Learning outcomes assessed
LOs 5, 6 and part of 2
Part A case study (40% of the available marks) plus Part B, 3 questions from 5 (each 20%)
All
Date set*
Date for submissio n
14.10. 20
16.12.20
19.05. 21
N/A
*The dates shown are provisional and may be subject to (minor) change .
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7.2
Learning Outcomes and Assessment Criteria
The Learning Outcomes 1 for this module and the assessment criteria for each are set out in the table below. Learning outcome
1
Assessment criterion
1. Analyse and evaluate features of local, national and global labour markets from which organisations attract resources, understanding how these drive resourcing strategy and practice.
Appropriately reviewed and critically analysed labour markets and revealed their significance to resourcing.
2. Undertake long and short term talent and succession planning and performance management with a view to building organisational capability and maximising performance.
Showed a critical understanding of how workforce planning and performance improvement would be delivered in a range of organisational scenarios.
3. Develop resourcing and talent management strategies and innovative approaches to organisation and job design and flexibility.
Applied knowledge of the legal, efficiency and ethical issues relevant to flexibility and organisational and job design.
4. Manage recruitment, selection, induction, engagement and retention, effectively, efficiently, lawfully and ethically.
Showed a critical understanding of what makes for efficient, effective, ethical and legally compliant recruitment, selection and induction and apply these appropriately to a given situation.
5. Explore and evaluate the theoretical framework for motivation, commitment and reward management and critically discuss contingent and “best practice� approaches to reward.
Applied theories of intrinsic and extrinsic reward to realistic business scenarios and recommended appropriate management response.
6. Design reward strategies and structures which recognise labour market, equity and contextual constraints.
Demonstrated understanding of the internal and external constraints on an organisation in reaching efficient and effective reward practices and procedures.
7. Manage retirement, redundancy and dismissal practices fairly, efficiently and in accordance with the expectations of the law, ethical and professional practice.
Showed evidence of a critical, professional and effective approach to managing the release of employees.
These include minor revisions approved in July 2018.
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7.3
Assessment 1 - Assignment
The assignment is available now and can be found on Brightspace. Do remind yourself about the protocol for on line submission well before submission is due. Become familiar with the assessment feedback sheet used for this course and the University’s generic assessment criteria for students at Level 7. These provide a more detailed explanation of what is required to achieve the marks available. These are available on Brightspace and will be reviewed in class. Early during the first semester we will devote time to an assignment briefing and following this, tutorial support will be available up to and including Wednesday 9 December. The assignment briefing will be designed to ensure that you are equipped to plan your assignment, are clear on the assessment criteria and understand the significance of demonstrating evidence based and critical analysis in your answer. 7.4
Assessment 2 - Time constrained assessment
As in year 1, a TCA replaces the examination and will take place in May 2021. This will comprise Part A - a case study, together with Part B - 3 questions from 5. There will be ample time for revision and preparation towards the end of the module. From early in the module, we will take an opportunity to look at topics from previous papers and review and evaluate the key elements of a ‘good’ answer. Regular participation will therefore ensure that you develop a thorough understanding of what is expected in the May TCA. 8
Module Evaluation
There will be an opportunity to review and comment on this module early in the new year and towards the end of the academic year, as you did with the modules studied during your first year. However, much more importantly, there will be a Discussion on Brightspace (more about this in the Module area of Brightspace). If there are aspects of the module and its delivery which could be improved, join the Discussion and do let me know as soon as possible should you encounter problems. Online delivery is new to me and to some of you; together we can learn much about how to improve your learning experience.
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9
Reading and information sources
9.1
Core resources
This list is the same as that found in the Learning Services web area, though with the addition of the thematic reading for the main topics we will cover in section 10, which follows below. There are two CIPD texts for this module, one focusing on resourcing and one reward. These are:
Taylor, S. (2018) Resourcing and Talent Management. 7 th Edition. London: Chartered Institute of Personnel and Development and Kogan Page. and
Jones S and Perkins, S. (2020) Reward Management, Alternatives, Consequences and Contexts. 4 th Edition. London: Chartered Institute of Personnel and Development.
However, if you are working to a tight budget and already have access an up to date copy of one of the generalist text books for an earlier module, this will be fine. Among those that students have found most useful are:
Armstrong, M. and Taylor, S. (2020) Armstrongs Handbook of Human Resource Management Practice, 15th Edition. London: Kogan Page. or
Marchington, M, Wilkinson A. Donnelly, R, and Kynighou A. (2016), Human Resource Management at Work. London: Chartered Institute of Personnel and Development.
(This CIPD text is useful but now becoming a little dated and a new, 7 th edition is not available until November. So, if you are buying now, Armstrong is probably the best buy!) There are several suitable alternatives. General textbooks tend to be revised every few years to ensure they reflect recent research and changes in HR practice. As a general rule therefore, if you are buying one or more of these books ensure that you purchase the latest edition. Other reading is listed below, with books first. At the time of preparing this guide, those coloured in grey are available as eBooks and more may be added. If accessing these is difficult, look at the reading in the following sections, where the majority of the references are open source. Arnold, J. et al, (2016), Work Psychology, 6 th Edition, London: FT Prentice Hall Armstrong, M (2019) Armstrong’s handbook of reward management practice, 6 th Edition. London: Kogan Page. Armstrong, M (2017) Armstrongs Han dbook of Performance Management: An EvidenceBased Guide to Delivering High Performance 6 th Edition. London: Kogan Page Armstrong, M and Brown D (2019). Strategic Human Resource Management: Back to the future? A literature review IES Report 517. February. Institute for Employment Studies
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Ashdown L (2018) Performance Management. London: Chartered Institute of Personnel and Development, and Kogan Page Brewster C, Sparrow P, Vernon G and Houldsworth E (2016) International Human Resource Management 4 th Edition. London: Chartered Institute of Personnel and Development. Boxall P and Purcell J (2016) Strategy and Human Resource Management 4 th Edition, Basingstoke: Palgrave Macmillan. Cook, M. (2009) Personnel selection: adding value through people. 5 th Edition. Chichester: John Wiley. Edwards, M. & Bach, S. (2013) Managing Human Resources: Human Resource Management in Transition. 5 th Edition London: Wiley Mullins, L (2016), Organisational Behaviour in the Workplace 12 th Edition, London, Pearson O'Meara B and Petzall S, (2013), The Handbook of Strategic Recruitment and Selection, A Systems Approach. London: Emerald Pink D (2011) Drive The surprising truths about what motivates us. Riverside books Storey J, Ulrich D, Wright P M. (2019) Strategic Human Resource Management: A Research Overview London, Routledge. Sparrow P, Brewster C and Chung C. (2016) Globalizing Human Resource Management 2 nd Edition. Oxford Routledge Wintersberger D. (2017) International Human Resource Management: A Case Study Approach. London: Kogan Page
The CIPD publish a series of fact sheets which provide helpful introductions to topics covered in the module. They are typically quite basic but well written and kept up to date. 9.2
Thematic resources
While the focus is on demonstrating the analytical and critical analysis capabilities you have developed during the course, it is also important that you are able to integrate a knowledge of current practice into your work. To help with this, you should be aware of the latest editions of the CIPD surveys 2 relevant to resourcing and reward, particularly perhaps: CIPD (2018) Resourcing and Talent Planning 2017. Survey report. London: Chartered Institute of Personnel and Development and Hays. [Online] (Resourcing and talent planning 2020 will be available from the Autumn of 2020). CIPD (2019) Reward Management Focus on pay 2019 Report. London: Chartered Institute of Personnel and Development. [Online] CIPD (2020) Health and well-being at work. Survey report London: Chartered Institute of Personnel and Development and Simplyhealth. [Online]. This includes absence management practice and data.
2 There are other surveys on these HR practices (by for example XpertHR, CBI, EEF) but often the latest editions are only available to members or subscribers.
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There is a range of helpful websites and other data sources which we will review in more detail during the course of study. When looking for examples of current practice, the general message is only use authoritative sites - for example the professional bodies (CIPD, CMI); Government and its agencies (BEIS, ACAS, Office for National Statistics, Equality and Human Rights Commission); or reputable third party commercial organisations (Hay Group – now Korn Ferry - PwC, Deloittes). More generally, one of the best general sources for this module is www.cipd.co.uk. 9.3
Learning Services
As mentioned earlier Craig is available to help and look on Brightspace for more information on sources that can be accessed electronically via the Library. He also offers tutorials https://libguides.uos.ac.uk/121.
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10 Scheme of Work and additional reading This Scheme of Work serves as a guide to the content for this module and lists the topics we will cover to meet the Module learning outcomes. The core texts are listed above. Follow up with those in the table below and try to explore a wide range of resources, especially the more academic literature. And don’t forget to use your year 1 resources at appropriate points. Some themes will take up a class; others up to two classes to cover. After the introductory discussion and refresher, there will be learning materials available on Brightspace for each theme. Each set of resources will have its own document number (this is the number shown in the left hand column of the table below). This module is addressing issues where market conditions, the economic context and professional practice can change rapidly, so being up to date is important. Theme
No
Including learning outcomes addressed [ ] and links to year 1 topics ( )
-
Introduction; organisation and structure of the module; teaching, assessment and support. Lessons learned from year 1.
This Module guide.
A refresher on the nature of HR; its significance; and paradigms within which it is studied. Where does resourcing and reward ‘sit’?
Boxall P and Purcell J (2016) Strategy and Human Resource Management 4 th edition, Basingstoke, Palgrave Macmillan. See Part 1 ‘Connecting strategy and human resource management’.
-
(Evidence based HR)
3
Essential …
If you are unable to access the Essential reading, go to one of the textbooks you can access and follow up with something from the Further reading list. Other media and resources will also be posted under each heading.
Further …
Lecture notes from year 1.
CIPD (2020) People Profession Survey 2020 UK & Ireland See especially s3,4 and 5. [online] 3 Storey J, Ulrich D, Wright P M. (2019) Strategic Human Resource Management: A Research Overview London, Routledge.
The full html link is not included but these sources are easily found on line.
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Labour market trends and developments; identifying and analysing the main labour market drivers and organisational responses; flexibility and diversity. [L1, L2]
This is one of the few areas that Armstrong's Handbook of Human Resource Management does not cover in any detail. Most of the alternative texts do however. See Taylor S, (2018) Resourcing and Talent Management 7th edition London Kogan Page. See chapter 2.
Taylor M (2017) Good Work: The Taylor Review of Modern Working Practices. Especially section 4, that part entitled ‘Overview of the current labour market’. HMG [online].
ONS (2020) Labour market overview, UK: June 2020. Released monthly; access the latest version. [Online]
ONS (various) Statistical bulletin: UK labour market overview: [month:year] (published each month by the Office for National Statistics, this gives a broad overview of labour market trends, so you can be up to date without extensive research) [online].
Schmuecker K (2014) Future of the UK labour market. JRF [online]. Deloitte (2018) The rise of the social enterprise - 2018 Deloitte Global Human Capital Trends (General and commercial but considers some important trends) [online].
ONS (2019) The probability of automation in England: 2011 and 2017. March. [online]. 4
HR strategy and planning; developing a basic HR/talent/workforce plan; gap analysis; measurements and performance indicators by which to gauge success. [L2, part of L7] (HR strategy development and delivery)
Armstrong, M. and Taylor, S. (2020). Armstrong'. s Handbook of Human Resource Management Practice, 15th edition. London: Kogan Page. See early chapters. Reilly P (2015) Workforce planning: A framework for thinking about your own approach Institute for Employment Studies (a very basic but useful introduction) CIPD (2018) Workforce planning practice - Guide Chartered Institute of Personnel and Development (a member only resource)
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CIPD (2018) Preparing for Brexit through workforce planning - Guide Chartered Institute of Personnel and Development (focus on the tools and techniques in this paper, rather than the Brexit specific content which will change during the year as negotiations progress) Roberts A (2004) Workforce Planning: a literature review Institute for Employment Studies (now quite old but very useful for definitions and how techniques have evolved) [online]. JSSC (2014) Three dimensions of workforce planning in local authorities A basic introduction to planning in the public sector. [online]. Fuchs R and Silverstone Y (2016) Strategic workforce planning finally gets strategic Accenture (A commercial source which offers a useful practitioner perspective) [online].
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Workforce planning and measures immediately relevant to resourcing and reward, focusing on:
CIPD (2018) Resourcing and Talent Planning 2017 – Survey Report Chartered Institute of Personnel and Development [online]
CIPD (2018) Hidden Figures - How workforce data is missing from corporate reports – Report Chartered Institute of Personnel and Development
ONS (2018) Sickness absence falls to the lowest rate on record - Article Office for National Statistics 30 July 2018
ACAS (2006) Managing attendance and employee turnover Advisory booklet [online]
Hirsh W (2015) Effective talent and succession management IES
Clutterbuck D (2012) The talent wave: why succession planning fails and what to do about it?
(a) turnover and retention; [L2] (HR metrics) and 6
7
(b) absence management. [L2] (HR metrics)
Succession; talent identification and development. [L2] (HR metrics)
CIPD (2018) Health and well-being at work Survey Report Chartered Institute of Personnel and Development (with Simply Health) [online]
IED Stanford (2014) 2014 Report on senior executive succession planning and talent development. [online] Collins J and Porras J (2005) Built To Last: Successful Habits of Visionary Companies Chapter 8 Home Grown Management.
8
Organisation design; job analysis and job design. [L3] (Organisation of the HR function)
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Armstrong, M. and Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. See Chapters 21 to 23. Stanford N (2015) The Economist Guide to Organisation Design 2 nd edition Chapters 1 and 2.
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If you can access the CIPD toolkit Organisation Design and Capability Building this is an interesting practical guide. CIPD (2018) UK Working Lives - In search of job quality – Report Chartered Institute of Personnel and Development (summary report only). Varney S (2016) Organisation design - A framework for thinking about your own approach. London, Institute for Employment Studies. [online].
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Job evaluation.
ACAS (2014) Job evaluation: considerations and risks [online]
[ L3, L5, L6]
10
Briefly review some of the commercial offerings, for example the Hay Group profile method (now Korn Ferry.
Recruitment. Market positioning, branding, recruitment strategies, technology and new developments, evaluating success. [L4]
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Selection. Review of the range of methods available to and used by organisations; validity, reliability and ethics.
CIPD (2017) Resourcing and Talent Planning Survey 2018. [online] Collins, C. J. & Kehoe, R. R. (2009). Recruitment and selection in J. Storey, P. M. Wright, & D. Ulrich (eds.) The Routledge companion to strategic human resource management (pp. 209-223).
Searle, R. (2003) Selection and Recruitment: A critical text. OU
[L4] (Psychological contract. L&D)
Franceski, T. (2017) Optimising Onboarding for the Next-Gen employee. AMA Quarterly. Fall, Vol. 3 Issue 3, p38-40
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Broughton A et al (2013) The use of social media in the recruitment process ACAS research paper [online]
The general textbooks all have sections/chapters on this.
Conway, N. and Briner, R. (2005) Understanding psychological contracts at work: a critical evaluation of theory and research. Chapter 3 What is the Psychological contract? Defining the concept.
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LinkedIn Talent Solutions (2020) Global Recruiting Trends 2020 [online]
Smith M and Smith P (2005) Testing People at Work – competencies in psychometric testing. Blackwell
Induction. Theoretical perspectives on joining an organisation; legal and psychological contracts. Design, delivery and evaluation of induction.
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This is practitioner territory and if you can access, for example, XprtHR, see the Good practice guidance - Recruitment selection techniques. The professional press will include articles (often sponsored) on the use of ATS and AI.
CIPD (2018) Resourcing and Talent Planning Survey 2017. [online]
[L4] (Interviewing skills) 12
Brown D and Dive B (2009) Level pegging. People Management January. [online]
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The Personnel Today (2016) Eight ways to ensure diversity initiatives are fair, provides a checklist to help ensure fair selection. [online] Any available academic article on the psychological contract by D M Rousseau. Davila, N. and Pina-Ramirez, (2018) W Let’s talk about onboarding metrics TD: Talent Development. December, Vol. 72 Issue 12, p44-48 For the case for applying technology and AI, see Zielinski, D Optimising Onboarding (2019) HR Magazine. Summer, Vol. 64 Issue 2, p96-98.
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Performance management; theory and review of current practice. [L2]
Dip into either: Armstrong, M (2017) Armstrong's Handbook of Performance Management: An Evidence-Based Guide to Delivering High Performance 6 th edition. London: Kogan Page or Ashdown L (2018) Performance Management. London: Chartered Institute of Personnel and Development, and Kogan Page.
Buckingham M and Goodall A (2015) Reinventing Performance Management HBR April. [online] Sims J (2017) We've ditched appraisals. What's next? People Management July [online] Hirsh W (2017) Performance management – time for HR to let go? HR Magazine 4 September 2017 and Hirsh W et al (2011) Performance Management: The Implementation Challenge - Key research findings Institute for Employment Studies Deming W E (1982) Out of the Crisis, page 101 onwards. For the application of technology to solutions see: Enderes K and Shannon M (2019) Performance Management Solutions: Market Primer [online].
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Rewarding employees; definitions and theoretical issues; contingent, best practice and total reward. [L5, L6]
Jones S and Perkins, S. (2020) Reward Management, Alternatives, Consequences and Contexts. 4 th Edition. London: Chartered Institute of Personnel and Development.
CIPD (2019) Reward Management Focus on pay 2019 Report. London: Chartered Institute of Personnel and Development. [online].
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Motivation and commitment; intrinsic and extrinsic reward; links to employee engagement/experience, performance management.
Pink D (2009) Drive: The Surprising Truth About What Motivates Us Riverside books [online]
Gneezy,U and Rustichini, A. (2000). Pay enough or don’t pay at all The Quarterly Journal of Economics. Vol 115, issue 3:791-810 (The introduction only, which gives a basic overview of the issue.)
Hajduk P (2017) What’s the real value of reward? People Management May [online].
Editorial (2020) Why Employee Experience Initiatives Fall Short HBR July/August [online].
[L5, L6] (Motivation)
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Mullins, L (2016), Organisational Behaviour in the Workplace 12 th edition, London, Pearson
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Design of reward structures; identification and analysis of internal and external constraints and opportunities; links to the discussion on job design and job evaluation. [L5, L6]
Jones S and Perkins, S. (2020) Reward Management, Alternatives, Consequences and Contexts
Redundancy and restructuring; understanding different strategies available when managing reductions in staff; a refresher on the legal framework and its practical application. [L7]. (Employment law, ER&E modules)
ACAS (2014) Handling large-scale redundancies [online]. This is a unifying theme, so cross refer to notes from the modules dealing with Employment Law and Employment Relations and Engagement
Toynbee, Polly (2013) The push for performance-related pay is driven by faith, not facts Guardian 12 November (A strident critique of performance related pay that is worth a look) [Online] Williams M and Zhou Y (2016) Paying for performance in Britain: Does the type of job matter? Chartered Institute of Personnel and Development Applied Research Conference 2016 [Online] Martyin W M and Davis A C (2013) Alternatives to Downsizing: An Organizational Innovation Approach. International Journal of Business and Social Research, Vol 3, Issue 7, pp 19-27 [online] Ashman I (2014) Downsizing envoys: a public/private sector comparison. ACAS Research paper [online] Bergstrom O and Arman R (2017) Increasing commitment after downsizing: the role of involvement and voluntary redundancies Journal of Change Management; Dec 2017, Vol. 17 Issue 4, p297-320 (An example from Sweden and perhaps context specific but very interesting nonetheless; useful bibliography too.)
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Redundancy case study
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11 Finally There may seem a lot to absorb in this guide but we will consider the key points in our introductory/set up discussion. If you have any immediate queries, by all means email. And remember “In times of change, learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.� Eric Hoffer
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