This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
This research paper determines whether employees react in diverse ways to a uniform HRM approach, and whether bespoke approaches tailored to individual employee group identities should therefore be implemented by HR. The results revealed that professionals aligned with their overarching profession more than they do with their employer, that low responsibility employees were engaged with HRM practices, that supervisors were deficient in HRM-led motivation, and that training and development was the most important vehicle of HRM value delivery across all employee groups. Hence it seems a risky strategy to remain static by not tailoring HR to defined employee group values.
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
