HUMAN RESOURCE MANAGEMENT - STRATEGIC

REWARD MANAGEMENT

HUMAN RESOURCE MANAGEMENT -

STRATEGIC REWARD MANAGEMENT
‘A reward may be anything tangible… or intangible… that an organisation offers to its
employees in exchange for their potential or actual work contribution… to which
employees as individuals attach a positive value as a satisfier of certain self-defined
needs’.

Total Reward Management

Extrinsic: associated with, but external to the job

Financial rewards: base pay, benefits, performance-related
Development rewards
Social rewards
Intrinsic: from the content of the job itself

Elements of Total Reward

Strategic Reward Management

 Internal or horizontal fit
External or vertical fit

Aligning Rewards with Business Strategy

One size does not fit all

Provide all legally mandated employee entitlements
Tailored to the particular strategy of each organisation and, where appropriate, to
the specific strategies of distinct business units within the organisation.

Reward Philosophy and Strategy

Succinctly define the broad role that reward practices are to have in assisting the
organisation to be successful and sustainable.
A set of guiding principles as to how associated practices will be applied to support
the organisation’s aims.

Reward System Design

Entails three key steps:

Preparing a statement of reward philosophy and strategy

Determining total reward mix
Targeting pay levels, ensuring strategic fit or alignment
Reward Communication

Clear communication of reward system philosophy and details will increase

employee acceptance
What is the appropriate balance between disclosure and secrecy?

Reward Transparency - For and Against

The Case FOR

Encourages reward satisfaction by helping employees understand how their pay is

determined
Clarifies link between work contribution and reward outcomes
Supports work climate of trust and openness
Clarifies the link between organisational and strategic goals and how employees are
rewarded

The Case AGAINST

 Violates individual privacy
Fosters jealousies and dissatisfaction over minor pay differences
Distracts from performance
Engenders a cycle of ‘catch up’ claims

Base Pay
Three main categories of monetary reward plans are:

1. Base pay plans

2. Benefits plans
3. Performance-related pay and rewards plans

Base Pay: Nature and Importance

Base pay is the foundational or fixed component of employee remuneration and can be
made up of:

1. Job-based base pay

2. Skill-based base pay
3. Competency-based base pay

Job-Based Base Pay

Payment according to the ‘size’ of the job or position held.

Remains the dominant mode of remuneration in most developed countries

Traditional job-based pay structures:

Pay scales (or spines)

Narrow grades.
Person-Based Pay Systems

Skill-based base pay

Broad grades
Broadbanding

Skill Sets and Broad Grades

Competency-Based Base Pay

Rewarding deeply embedded abilities or competencies such as leadership,

achievement, persistence, composure and problems solving.
Focuses on personal attributes that are seen to be the most important and reliable
drivers of high individual performance.
Defining feature is system of competency assessment and broadbanded structure.
Broadbanding.

Aligning Base Pay with Organisational Strategy

Benefits Plans
Mandatory benefits:

Provision for employee economic security

Superannuation

Voluntary benefits:

Enhance an organisation’s ability to attract and retain high-value employees and

enable it to offer employees a more appealing ‘value proposition’
Includes such benefits as discount company loads, company cars, gym
membership, self-education, computers, mobile phones.

Fixed vs. Flexible Benefits Plans

Standard content: the composition being determined by legal requirement and

employer choice.
Flexible content: employees having a degree of choice.

Performance-Related Rewards
‘Performance-related rewards (or incentives) are rewards given in recognition of past
performance (individually or collectively) and in order to reinforce and enhance future
performance.’

Aligning business practices with business strategy:

Performance Incentives - For and Against

The Case FOR

Agency theory, reinforcement theory, expectancy theory and goal-setting theory all
emphasise the centrality of employee cognitive processes to understanding and
managing the relationship between rewards and task motivation
Performance-related rewards operationalise the equity norm of distributive justice

The Case AGAINST

Incentives undermine intrinsic interest in the job

Rewards motivate people to pursue one thing above all else
Rewards punish
Rewards rupture cooperative work relationships
Rewards ignore underlying reasons for work problems
Rewards discourage risk-taking

Types of Performance Pay

Individual performance-related rewards

Performance-related pay based on the measured results of large or small work
groups
Collective performance-related rewards based on results achieved by the
organisation as a whole.

Individual Performance - Related Reward Plans

Merit pay
Individual recognition awards: discretionary bonus
Individual results-based incentives

Collective Short-Term Incentive Plans

There are four plan types:
 1. Profit-sharing
2. Gain-sharing
3. Goal-sharing
4. Team incentives

Organisation-Wide Long-Term Incentive Plans

Reward employees for improvements over time in the employing business’ sharemarket
performance.
Potential rewards are:

Share price appreciation

Annual dividend earnings
Special bonus share issues
Special taxation concessions or exemptions
Share bonus plans
Share purchase Plans
Share option plans

Executive Incentive Plans

Increasing linkage of executive pay to performance.
Short-term incentives:

Generally of one year and linked to goals in organisational financial performance

Instrumentality and reinforcement
Susceptible to manipulation.

Long-term incentives:

Generally for three or five years and in the form of company equity rather than cash
Main types are restricted share plans, option plans, performance shares and share
appreciation rights.

Issues of justice and ethics.

Managing Expatriate Pay

Expatriate rewards must be sufficient to attract suitably qualified and capable individuals
to the role, and also to retain and motivate the individual or individuals selected for the
role for the full duration of the placement.

Elements of expatriate pay include:

Base pay
Foreign service premiums
Allowances
Benefits
Performance incentives.

Approaches to expatriate reward management:

Balance sheet approach
Going rate approach

Aim is to maximise contribution of human resources to organisational effectiveness

and success.
Special emphasis on the notions of total reward management and strategic reward
alignment.
Three main elements of total remuneration.
Reward management of employees, executives and expatriates.
Challenging and complex, but also allows HR professionals to demonstrate their
worth.
 HUMAN RESOURCE MANAGEMENT -
TALENT ATTRACTION AND SELECTION
Map

Recruitment - "the process of attempting to locate and attract a pool of suitably qualified
and experienced people to apply for existing or anticipated positions within an
organisation.”

The Strategic Perspective

The direction that a business takes, its organisational culture and the competencies
required all lead to the type of attraction process undertaken and the selection tools
utilised
Consideration of the mix of Baby Boomers, Gen X and Gen Y
Differences in generation, gender, culture and work-life balance
Attraction and selection should be strategic and dynamic in nature.

Employers of choice - war for talent and best employer awards.

Company Branding

Convince existing and prospective staff that the organisation is an attractive place
to work
All HR processes to be aimed at world’s best practice and the desired culture put in
place.

Matching People, Jobs, Organisations and Environments

Person —> job fit

Person —> organisation fit
Person —> environment fit

Attracting Talent from Within

Filling vacancies above entry-level through internal promotions and transfers

Allows organisations to capitalise on the costs that have been invested in recruiting,
selecting and training its current employees.

Limitations

Specific positions must be filled from outside

Potential external candidates should also be considered to prevent the stagnation
of ideas and attitudes
Excessive reliance upon internal sources can create the risks of ‘employee cloning’
or ‘inbreeding’
Shift workforce culture through an emphasis on external talent attraction
Methods of Locating Qualified Job Candidates

Electronic record systems

The intranet

Attracting Talent Externally

Internal vs. External Talent Attraction Strategies

Pre-Employment Screening

Individuals who are thoroughly screened learn their job tasks readily, are productive
and generally adjust to their jobs with a minimum of difficulty
New recruit turnover will often be minimised.

The Selection Process

Selection is a continuous process - the number of steps in the selection process and their
sequences will vary, not only with the organisation, but also with the type and level of
jobs.

Use of Person Specifications

Forms the basis for the administration of any applicable tests

Reduces the influence of racial and sexual stereotypes and helps the interviewer to
differentiate between qualified and unqualified applicants.

Obtaining Reliable and Valid Information

Reliability: the degree to which interviews, tests and other selection procedures
yield comparable data over a period of time
Validity: what a test or other selection procedure measures, and how well it
measures this.

Sources of Information about Job Candidates

Application forms
Checking references
 Medical examination
The employment interview
Employment tests.

The Employment Interview

Has a very important role in the selection process

Remains one of the most popular methods used to assess job candidates.
Employment Tests
The nature of the employment test: ‘objective and standardised measure of a sample of
behaviour that is used to measure a person’s abilities, aptitudes, interests or personality in
relation to other individuals’.

Commercially available tests:

job knowledge tests

job sample tests

Reaching a Selection Decision

Summary of information about applicants

Decision strategy
The final decision.
The Costs of Getting it Wrong

Further recruitment and selection costs

Additional development and orientation costs
Opportunity costs
Loss of competitive advantage
Damage to company brand
Loss of employer of choice status
Reduced internal status
Impaired recruitment opportunity
Threatened company viability
Loss of other key staff.

HUMAN RESOURCE MANAGEMENT -

TALENT RETENTION AND
DEVELOPMENT
Map
Once employed, the critical challenge is how to retain staff. Lifelong learning has become
vital to the success of modern organisations. Career development programs attempt to
develop an employee’s career in a way that will benefit both the organisation and the
individual.

Human resource development (HRD) can be defined as: ‘a set of systematic and planned
activities designed by an organisation to provide its members with the opportunities to
learn necessary skills to meet current and future job demands’.

Training is a more specific term used to describe generally short-term formal and semi-
formal methods of transferring basic knowledge and skills to employees.

Development is usually a longer-term process focused on the acquisition of more complex

and deeper competencies, which may involve both formal training programs and on-the-
job practical experience, mentoring and coaching.

The Challenges of Supply and Demand

 The crisis for labour supply
The need to ‘grow our own’
Economic recession poses challenges for the skill enhancement of labour
Continue to be part of the global landscape.

Talent Retention

Emphasis was on attraction, but is moving to retention

The costs of any learning and development investment cannot be sustained when
the employees receiving such an investment leave too quickly
The old ‘one size fits all’ approach will be ineffective.

What are the Retention Levers?

Top five retention factors:

1. flexible work arrangements

2. interesting, challenging work
3. good manager/supervisor
4. reasonable pay/salary
 5. autonomy and empowerment.

Induction and Orientation

“The formal process of familiarising (or ‘orienting’) new employees with the organisation,
their job and the work unit”.

Reduction of anxiety
Leads to the early development of positive attitudes, job satisfaction and long-term
commitment to the organisation.

SHRM Model of Learning and Employee Development

Reasons for Induction

Increased employee retention

Enhanced productivity
Positive employee morale
Lower recruiting and training costs
The facilitation of subsequent learning
A reduction in the new employee’s anxiety: reducing HR costs using the checklist
approach. The peers providing this initial induction should reflect the correct
policies of the organisation.

It is a continuous process - an ongoing endeavour. It needs commitment by the new

employee, the manager and the team of employees within the work area.

Co-operative endeavour —> HRM department, manager and employee.

Follow up and evaluation —> after the first day, throughout the first week, and the end of
the first month and at the end of the first year.
Learning and Development Programs

Training aims to provide for or maintain an effective level of job performance to

achieve organisational objectives as well as personal employee goals.

Scope of training programs:

opportunities to acquire new knowledge, skills and abilities (KSAs)

accommodate changes to jobs.

A Systems Approach to HRD

Emphasises:

HRD needs analysis

formulating instructional objectives
developing learning experiences
establishing performance criteria to be met
obtaining evaluative information

Needs Analysis

Organisational analysis: macro-level

Task analysis: micro-level
Person analysis

The Performance Gap

Program Objectives

Formally stated
Performance-centred, widely used: a statement of the terminal behaviour, a
statement of standards, a statement of conditions.
The Delivery Phase

Preparing the accompanying instructional plans and resources

Selecting an appropriate delivery environment or venue.

Evaluation Phase

Return on (organisational) investment (ROI)

Cost-benefit consideration

Preconditions for Learning

Employee ‘work readiness’:

maturational and experiential factors

background knowledge and skills.

Employee motivation:

recognise the need for acquiring new information or for having new skills
continuing desire to learn.

Developing Employees
On the job learning: instruction is given to employees by a supervisor or a senior
employee.
Off the job learning provides employees with development opportunities in settings away
from their usual workplace:

classroom and laboratory training methods

simulation method
apprenticeship training and internships.

Developing Leaders

The most effective way is through the use of mentoring

Conferences, seminars and workshops
Case studies
University and TAFE education

Mentoring

Executives and managers advise and encourage employees of lesser rank

Informal or formal
Reverse mentoring

Technology-based Learning

e-Learning: learning provided, conducted and/or facilitated via the use of electronic
 media and technology
m-Learning: a type of e-learning which is often delivered over a distance, even
globally, utilising electronic technologies.

Gen Y and New Graduates

Trends in employee learning:

greater emphasis on experiential learning

more tailored forms of training
more mentoring and coaching
customised career paths
providing ‘people skills’
internationalisation of graduate recruitment and development.

Career Management
Major forces for career development programs:

competition for promotion

constant innovation in technology
more competitive but scarce labour markets
corporate rightsizing and restructuring
implications for employee commitment and loyalty.
Talent Management
Reflects the shifts in industry from manufacturing to the service and knowledge based
sectors.

A Strategic Perspective

The global ‘war for talent’

‘Parallel’ career system
The organisation as a resource for individuals

Phases of a Career Development Program

Determining individual and organisational needs:

goal-setting
changes in HRM policies.

Gauging employee potential:

career counselling
the role of managers.
Determining Individual Development Needs

Younger managers: fast-track program

Older workers

Jobs for the Future

The traditional career is disappearing

Jobs and careers of the future emphasis knowledge management as well as the
need to manage the digital environment.

Ethics and HRD

 HRD is vital to organisational success
Includes employees at all levels
Systems approach in design
Growth of career development programs
Ethical considerations need to be incorporated into HRD strategies
Generational differences.

HUMAN RESOURCE MANAGEMENT -

THE NATURE OF CONTEMPORARY
HRM
Map

What is Human Resource Management?

Has its origins in the underlying problem facing employers:

How to find a suitable workforce - human resources

How to manage those human resources

But human resources differ from other factors of production:

 They are not simply a commodity
People bring an ability to learn, skills, intelligence aptitudes and commitment to
work
People are also variable and unpredictable

Management of human resources is thus focuses on:

Gaining both control and commitment from the workforce

Use their capabilities for the organisation
Involves management of an employment relationship

A long-term perspective which focuses on the links between personnel functions and their
contributions to organisational goals and objectives. (Nankervis et al. 2017)

Human capital: skills, competencies and traits that people contribute to the workplace.
HRM does not focus on merely on seeking compliance with rules and regulations from
employees: HRM objective is to seek employee commitment and engagement.

'Human resource management seeks to achieve competitive advantage through the

strategic deployment of a highly committed and capable workforce.' (Storey, 2007, p.7)

‘Leveraging people’s capabilities and commitment to achieve sustainable competitive

advantage’. (Bratton & Gold, 2012, p.7)

Stages in the Development of HRM

1. Welfare and administration (1900-1940s)

2. Welfare, administration, staffing and training (1940s-mid-1970s)
3. HRM and SHRM (mid-1970s-late 1990s)
4. SHRM into the future (2000 onwards)

Differences Between PM & HRM

SHRM into the Future
Issues impacting SHRM:

globalisation
new technology
changes in the nature of work and jobs

HR professionals are perceived to add value to four key stakeholders, namely:

employees
line managers
key customers
investors

The Changing Employment Contract

The employment relationship comprises a set of overlapping contracts: the legal contact,
the social contract and the psychological contract.

Legal: terms and conditions of work

Social: ‘the mutual expectations and obligations that employers, employees and
society at large have for work and employment relationships’
Psychological: ‘reciprocal expectations of individual employees and their individual
managers includes the whole pattern of rights, privileges and obligations between
employees and their organisations … beliefs about fairness, trust and the delivery
of worthwhile employment relationships'

Employment relationship: a set of overlapping contracts.

Psychological Contract
'A set of expectations held by the individual employee that specifies what the individual
and the organisation expect to give and receive in the working relationship' (Rousseau,
1990).

The contract is based on a ‘promise’ made by the employer and expectations of

employees about the way they will be expected to behave
Includes an understanding of legal rules and how they are expected to be applied
Is the basis of a day to day relationship between managers and employees
Different employees may have different understandings of psychological contract
Focuses on individual employee - focus of much of the work of HRM

The psychological contract has a number of important features that employers need to
appreciate. First, ineffective practices may communicate different beliefs about the
contract. Individuals will have different perceptions of their psychological contract, even
when the legal contract is identical. Managers will therefore be faced with a multitude of
perceived psychological contracts (PPCs) within the same organisation (Bendel et al,
1998). Second, the PPC reaffirms the notion that the employment relationship is thought
to be one of exchange - the promissory exchange of offers and the mutual obligation of
the employer and employee to fulfil these offers. Third, PPCs are shaped in particular
contexts, which includes HR practices. Rousseau argues that HR practices ‘send strong
messages to individuals regarding what the organisation expects of them and what they
can expect in return’ (Rousseau, 1995, pp. 182-3). In the current post-crisis era,
‘downsizing’ has become a ubiquitous fact of organisational life (Datta et al., 2010; Mellahi
and Wilkinson, 2010). Research suggests that those organisations downsizing can reduce
the likelihood of psychological contract violation by ensuring that HR practices contribute
to employees’ perceptions of ‘procedural fairness’ (Arshad and Sparrow, 2010).

Psychological Contract: What Employees Expect From the Employer

Adequate training/induction
Fair selection and promotion processes
Justice, fairness and consistency in application of rules and discipline
Equitable pay
 Time off for family emergencies
Consultation/communication
Minimal interference in how the job is undertaken

Psychological Contract: What Employers Expect From the Employees

To work contracted hours

To do quality work
To deal honestly with clients
To guard the organisation’s reputation
To treat property carefully
To dress and behave correctly

Some Possible Management Responses to the Psychological Contract

1. Policies for building accommodation and cooperation

survey feedback and ‘engagement’

focus on creation of a shared organisational culture
voice and representation in decisions affecting work

2. on equity perspective

equity and fair labour practices

adequate grievance mechanisms

3. a directive approach

clear rules about conduct and behaviour

rewards for performance which meets management objectives
shared values defined and cultural conformity expected (‘our values’)

4 Possible Employee Responses to the Psychological Contract

Scope of HRM
Scope of HRM is extensive and far-reaching (in all HRM Practices): e.g. HR planning;
recruitment; training; performance appraisal; rewards, etc).

Micro: human resource management affects individual employees and small work
groups
Strategic (SHRM): links HR strategies with business strategies and measures
effects on organisational performance
International (IHRM): management of people in companies operating in more than
one country

HRM Functions
Understanding HRM Through Models

Fombrun, Tichy & Devanna (1984) HRM Model - four components: selection,
appraisal, development and rewards
Harvard Model (Beer et al., 1995) - five components: situational factors, stakeholder
interests, HRM policy choices; HR outcomes; long-term consequences; & feedback
loop
Warwick Model (extension of Harvard Model) - five components: outer context;
inner context; business strategy context; HRM context; HRM content
Guest HRM Model (‘Commitment not Compliace’ Model) - six components: HR
strategy; set of HR policies; set of HR outcomes; behavioural outcomes;
performance outcomes; financial outcomes
Storey HRM Model - four components: beliefs and assumptions; strategic aspects;
role of line managers; key levers
Ulrich (Strategic Partner) HRM Model - five components: strategic partner; change
agent; administrative expert; employee champion

Fombrun, Ticky, Devanna HRM Model

Harvard HRM Model

Warwick HRM Model

Guest HRM Model

Ulrich Strategic Partner Model of HRM

Hard vs Soft HRM
“Soft” variants of HRM - used to describe approaches aimed at enhancing the
commitment, quality and flexibility of employees.
“Hard” variants of HRM - describes the emphasis on strategy where human resources are
deployed to achieve business goals in the same way as any other resource.

cost minimisation as in low wages, minimal training, close supervision

lean production (downsizing

Explaining HRM Using Storey’s HRM Model

1. Beliefs and assumptions

a. That it is the human resource which gives competitive edge

b. That the aim should be not mere compliance with rules, but employees’ commitment
c. That therefore employees should, for example, be very carefully selected and
developed

2. Strategic qualities

a. Because of the above factors, HR decisions are of strategic importance

b. Top management involvement is necessary
c. HR policies should be integrated into the business strategy - stemming from it and
even contributing to it

3. Critical role of managers

a. Because HR practice is critical to the core activities of the business, it is too important
to be left to personnel specialists alone
b. Line managers are (or need to be) closely involved both as deliverers and drivers of the
HR policies
c. Much greater attention is paid to the managers themselves

4. Key levers

a. Managing culture is more important than managing procedures and systems

b. Integrated action on selection, compensation, training, reward and development
c. Restructuring and job redesign to allow devolved responsibility and empowerment

WHY EMPLOYEE ENGAGEMENT MATTERS: MAXIMUM SATISFACTION MEETS

MAXIMUM CONTRIBUTIONS

Topical Themes in HRM

Global issues in HRM:

organisations must tailer their HRM efforts to the different values and needs of its
people to attract, hire, motivate, and retain the best employees globally
Motivating employees in a multinational organisation can be particularly challenging
and requires flexibility.

Ethical Behaviour for HR Practitioners

Strategic HRM Model Used in Textbook

Topic One Practice Questions - read the digitised book chapter by Bratton & Gold
2012

1. The digitised chapter (Bratton & Gold, 2012) examines several theoretical models of
HRM that seek to define the salient features of HRM. Drawing upon research and
organisational practice, explain how the models can be applied to our
understanding of HRM.
2. Human resource management is best explained as a set of broad strategic choices
in response to the demands of organisations

HUMAN RESOURCE MANAGEMENT -

WORK DESIGN CHALLENGES IN A
GLOBAL ENVIRONMENT
Map

Designing work to meet the needs of employers and employees is becoming one of
the critical issues for employers operating in a global environment
Jobs continually change, making job analysis a constant and dynamic process
Jobs must also be continually redesigned to meet increasingly difficult HRP issues.
Job Analysis
Jobs have outcomes, responsibilities, tasks and functions. Overall, all jobs should relate
to achieving corporate or strategic objectives.

Job analysis is:

the accurate analysis, design and implementation of jobs

an ongoing process of determining the competencies required to ensure jobs
remain relevant.

Strategic Model for Job Requirements

Job Design
Linkage to HR Functions

Recruitment: job description and person specification

Selection: objective assessment, valid criteria
Learning and development: identify discrepancies, remuneration, career
development
Performance management: criteria for evaluation of job holder against KRAs and
KPIs, may also reveal change factors
Remuneration management: ‘comparable worth’, differential pay
Workplace relations: reducing the level of industrial action, resolving employee
grievances

The Training Gap

The Job Analysis Process
Responsibility for the Job Analysis Process

HRM professionals and practitioners

Job holders
Line managers and managers
Specialist job analysts

Data Collection Methods

Interviews
Questionnaires
Job performance
Observation
Diaries
Critical incidents
Focus and consultative groups
Existing HR records

Competencies
‘In order to meet competitive challenges there is a focus on recognising the core
competencies required by the organisation, seeking them out through recruitment and
selection strategies and then retaining and developing them once in the organisation.’

Organisations tend to develop either generic or job-specific competencies.

Competencies must be demonstrable, able to be utilised, measurable and
achievable.

Competency Profiling
Group competencies to reflect position and/or organisational needs in order to meet
organisational outcomes.

More than a new term for job analysis.

For competencies to be effective, organisations must:

identify mission and key objectives

identify skills needed
acquire skills needed
implement strategies to reinforce
implement reward systems to reinforce.

Job Descriptions
‘A written description of a job, the duties performed and the conditions under which they
are performed.’

Traditionally contained:
 job title
job identification
accountability statement
roles and goals
authority
environment.

Today often contain:

job title
job identification
org. chart of accountability processes
position purpose
key outcomes
KPIs
competency requirements

Challenges for the Future

The shift towards alternative workplaces, including remote working and working
from home.
A greater emphasis on competency requirements and the contributions of
individuals will play an even greater role in successful organisations of the future.

Competency Requirements

Move away from using a separate job description and person specifications
document.
Replacement of selection criteria with competencies.

Job Design Strategies

 Industrial engineering - the study of work cycles to determine which, if any, of its
elements may be modified, combined, rearranged or eliminated in order to reduce
the time needed to complete the work cycle.
Job adaptation to employees’ needs - fit the machine to the person rather than the
person to the machine.

Applications of job design: improve the quality of work and life - both physical and
psychological.

Self-Managed Work Teams

‘… the one who emerges as team leader is the one who determines the overall purpose or
goal and the rest of the team members are at liberty to manage the methods with which
the goals are to be achieved.’

Alternative Work Places

New working arrangements to fit changing lifestyle expectations.

Organisations use a range of social websites and web-based resources to connect
with remote and mobile employees.

Home-Based Work

Increasing shift toward telecommuting or home-based work

Home-based businesses account for 35.6% of all small businesses.

Virtual Work Teams

Virtual work teams have goals, responsibilities and/or projects to coordinate or manage,
and they do so by using technology to communicate across national boundaries or even
countries.

Flexible Work

Accommodate work-life balance strategies in order to attract and retain high-calibre

staff.
Diversity Management
Basic form: ‘the variety of age, gender, race and cultural differences in the workplace’.
In reality: ‘a strategy to create opportunities to attract the brightest talent from the entire
human resource pool and then to develop and retain that talent in order to maintain a
competitive position in the market’

Overall: create and maintain an environment in which each person is respected because
of their results.