Managing People & Performance Essay

This assignment seeks to holistic all(prenominal)(prenominal)(a)y analyse the lively hatful outputs which impact the effective act of a Maltese sea passenger and vehicle service segmenticipation, videlicet Gozo Channel Company Limited. The main ara of concern has been in graduate(prenominal) spiritslighted to be emanating with escape of strategic rise within Gozo Channels HRM, more so at that place is no bond amid the play alongs business system and HR strategy. Throughout, this document will seek radically recommendations done diverse business methodologies on how to everyplacecome the barriers and recognises which be touch on tidy sums proceeding.The first part of this document explains what argon the reasons which eventually affect the action of Gozo Channels employees and reexamination of both the external and internal context are explored, thus identifying what the slender issues are.Part cardinal of this document sets out the action f ormulate of what is ask to overhaul much(prenominal)(prenominal) barriers and using different types acquired and researched from the Managing commonwealth and surgical operation faculty, a detailed computer program is set up to tackle individually(prenominal) and every area effecting the consummation of employees.The elective path behavior throughout this assignment is tensenessed on juicy Performing Teams and one major doer being proposed with justification is motivation.The decisive reflection concentrates on achieving a sense of development non a sense of revolution within Gozo Channel, in considerations of a laborious recruitment strategy, training and evolvement.1.INTRODUCTIONGozo Channel Company Limited is a establishment entity which for over thirty years has been providing sea ferry-transport for both vehicles and passengers surrounded by the island of Gozo and the main island of Malta. Although it turn tails the life-link between the two islands in a monopolistic environment, meaning without submit competition, in 2004 the government had to issue a call for a frequent Service Obligation , according to the European Union transportation law, which fundamentally is an arrangement in which a governing body or early(a) authority offers an auction for subsidies, permit the winning fel embarrassedship a monopoly to operate a qualify service of public transport for a specified period of term for the given subsidy (Wikipedia, 2009)1.1.THE IMPACT OF THE PUBLIC wait on OBLIGATION ON GOZO CHANNELS HR OBJECTIVES Initially in 2004, the transport authority awarded a 6 year PSO contract to GC on the basis of its pro imaginativenesss, imagings and standards (fleet, piece re credits, experience and infrastructure). At that term the company was awarded an annual subsidy of approximately 4 million.This subsidy as healthy as the tax revenue generated along with the various cost cutting exercises, resulted in recurrent annual profits, wh ich in effect meant that the company seemed to be on the right track. In 2010 though, the PSO contract attracted a host of companies and consortiums, all of whom were all eyeing the Malta Gozo sea-ferry transport service.This situation was seen as a major threat and created an ambience of uncertainty among company employees, causing all sorts of speculation. It was the first time that the company had to compete for its bread and justter and speculative pressures forced GC in submitting an annual offer of approximately 800k to cover continuity. This drastic decr quilt in subsidy requires a holistic re setting in GCs business strategy but more importantly the HR strategy has to be befittingly aline to meet its objectives.1.2.MY ROLE WITHIN THE smart setAs Human Resources and ICT Man eonr, analysing both the external and internal context of GC is rattling to look into the correct review of its current treates, policies and kind-hearted choice capital. My social occasion i s to secure that the HR strategy is parallel with the companys business strategy and more importantly chink that all employees are nurtured, motivated and trained to support such strategy, thus ensuring that GC keep forward in one strategic direction.2. detailed ISSUE2.1.INTERNAL AND EXTERNAL cistronS OF THE CRITICAL ISSUEBeing a government entity the company has to deal with aggregate socio- governmental pressures, especially in light that GC offers a life-link for the island of Gozo. In a nutshell the island of Gozo depends on GC and to a certain extent one hindquarters argue that without a permanent link, GC is practically the road which ensures intra-connectivity between the two islands. Having said that and in light of the new financial realities which the company is facing as mentioned in paragraph 1.1, I pretend to guess both the external and internal context to fall in understand the forces sustaining the lively issue.2.1.1.EXTERNAL POLITICAL FACTORSGCs board of d irectors are all political appointees and their strategy and vision is determined by the government in administration. demeanor in mind that each administration normally enjoys a term of 5 years, the business strategy varies every time which in nerve deters continuity.2.1.2.INTERNAL POLITICAL FACTORSMoreover the majority of GCs employees have been politically hand-picked, meaning they were not employed on the basis of skill and/or merit but on plainly nepotism. These two accompanimentors form an organic part of the companys critical issue and though they are establish on different take aims of the companys structural hierarchy, the source is the identical i.e. Political.2.1.3.EXTERNAL ECONOMIC FACTORSGC before long has 214 employees, of which approximately 80% fill on the island of Gozo and since its inception GC has been al ways regarded as a wind employer, providing the ever needed employment boost to Gozitans . According to the latest statistical data ga at that place d from the National Statistics Office (May 2013) Gozo has a rate of 10.6% of the overall registered unemployed and with limited employment opportunities in Gozo, many Gozitans seek employment alternatives in Malta. Being a government entity besides means that the contend unions have their fair share of influence on the external sparing context in cost of collective bargaining and regulation, such as Family Friendly Measures , COLA etc.2.1.4.INTERNAL CULTURAL FACTOROne of Maltas track apportion unions, namely Union Haddiema Maghqudin enjoys the 50+1% of the GCs employee membership thus is currently the main recognised trade union representing the employees in terce partitions namely, Seaborne policemans, General Staff and musical note Managers. GC together with UHM negotiates collective proportionatenesss which stipulate policies, procedural systems and regulate grades and grant structures.This crocked and rigid systematic begin intertwined with a unionised culture, wi th a strong job for life mentality spreading from top to bottom, restricts the variety show way concept of the company. This is only attested through the low employee overturn within GC, which is practically zero and only attributable to natural wastage .2.1.5.TECHNOLOGY FACTORTodays market offers an array of Human Resources counselling Systems which are systems and processes that intersect HRM and Information Technology. Although GC has invested in HRMS comprising of the following two packages stipendroll, time and attendance, there is lack of a proper Human Resources package that digests ease of access for cognitive operation appraisals, benefits administration, recruiting and learning instruction, procedure records, scheduling, absence steering and analytics.2.2.HUMAN RESOURCES lead WITHIN GOZO CHANNELCoupled with the main factors mentioned above, GCs HR has a specialist approach leaning towards a Personnel role quite than that of the more dynamic and strategic role of HRM . Guest (1987) identifies the differences between Personnel and HRM as shown in disconcert 1 beneath.PersonnelHRMTime and preparednessShort-term, antiphonalad hoc marginalLong-term, proactive, strategic, integratedPsychological contract ComplianceCommitmentControl SystemsExternalSelf-controlEmployee RelationsPluralist, collective, low trustUnitarist, one-on-one, high trustStructures and systemsBureaucratic/mechanistic, centralised, formalOrganic, devolved, flexibleRolesSpecialist/professionalLargely integrated into line focusEvaluation criteriaCost minimisationMaximum recitation ( gracious asset accounting) Table 1 The differences between personnel and humane alternative managementThe traits listed by Guest (1987) under Personnel, are parallel to GCs HR places and the drawbacks are however highlighted in Gratton and Truss (2003) multidimensional people strategy seat whereby GCs come in is wakeful both in the vertical and horizontal alignment. enroll 1 Gratton & antiophthalmic factor Truss (2003) The three-dimensional people strategyThe HR department has no influence on GCs strategy and the functions are merely day-to-day administrative matters relating to staff operate by rigidprocedures which have little discernible relationship with todays realities hence the alignment in the mere tactics speak position in the Gratton & angstromere Truss (2003) three-dimensional people strategy model as pictured inscribe 1.2.3.MANAGEMENT AND COMPANY STRUCTUREThis lack of strategic approach is further compounded by the fact that GC has no Chief Executive. furthermore there is lack of leadership throughout the management team and people management seems to be focussed on the HR department only, rather than integrated throughout the entire management structure.2.3.1.STRUCTUREThe company is currently set by 4 department heads namely, Operations, Commercial, Human Resources and Finance, and although the structure is flat and ideal, there is lack of co hesion between them and each department is case-by-casely driven towards its own goals.2.3.2.MANAGEMENT PHILOSOPHYSumantra Goshal (2004) refers to the downfall of Enron and explains how Andrew Fatsows (former Chief Finance Officer of Enron) designed Enrons management system around a true faith that employees pursued only their own self- chase quoting Fatsows school of thought that You must allow people to eat what they huntonly hence will they hunt substantially Although the context of Enron is not related to GCs context, it does show that when you ignore the companys goals and pursue individualist targets the results lead to disastrous consequences.2.3.3. tribe MANAGEMENTLack of leadership and people management is down to the fact that Line Managers tend to shirk such responsibility, but more so the main factor is lack of ability, hence the staffing issue mentioned in paragraph 2.1.2.2.4.POLICIES & angstrom PROCEDURESGC has an SMS manual containing specific management procedu res ranging fromsafety and environmental policies to people management policies. This manual is inclined to seaborne staff and the systems and procedures are rhetoric and institutional rather than practical.This goes to show that there is lack of chat between GCs management and critical feedback, which is brought up during internal audits, management reviews, accident reports, etc., is not discussed and analysed correctly. Therefore the preparedness and go throughation process of the ISM bout is not maintained which eventually is why we are faced with such a situation whereby procedures are not in tune with the current requirements and realities.2.5.TRAINING AND DEVELOPMENTGC has no appraisal and evaluation system in place apart from stringent procedures for seaborne personnel, in line with the required standards of the naval legislation. Therefore there is no manpower flow and no training strategy, albeit the occasional stemma organised ad hoc or as required.2.6.COMMUNICATION SYSTEMSThe down process is non-existent and as highlighted management has no focal point in which all downward processes are channelled through. This is also coupled by the fact that lateral communication between management is also obscured by inter-personal conflicts. These conflicts are down to various reasons, such as lack of motivation, internal politics, greed, and selfishness, but the main factor is that management has no cohesion and everyone browses within his own palace rather than in teams a scenario where no one seems to share information.3.ACTION AND carrying out PLANHaving analysed the critical issue in the first part of this document, the tasks onward have been reformly defined. I have set out a externalize to change the mind-set of the current HRM system. This plan tackles 4 critical areas which are highlighted further on in section 3. The table under illustrates GCs action plan showing the timescales for the implementation of each critical area.Critical Iss ueTime FramePlanImplementationReview3.1 HRM StrategyBeginning of 1st QuarterEnd of 1st QuarterYearly3.2 HR pass away and People ManagementBeginning of second QuarterEnd of 2nd QuarterContinuous3.3 Enhancing the Performance of Human CapitalBeginning of 2nd QuarterEnd of 2nd QuarterContinuous3.4 Measuring & Validating The PerformanceBeginning of 2nd QuarterPeriodically as required Table 2 GCs litigate Plan3.1.HRM scheme oddballIt is noticeable that GCs HR strategy is not aligned with its stemma strategy not to mention that the latter is in bosom unclear due to the volatile state of the political implications as mentioned in section 2. Thus initially, the first action is to identify a clear vision to implement organisational goals. The Line of Sight model adapted from Higgs, in Rees & McBain (2004) ensures that GCs business strategy is aligned with its people management policies and practices. On the basis of the issues mentioned in section 2, GC requires three types o f HR strategies as defined by Higgs,M (2004) cost strategy, capability strategy and commitment strategy.Figure 2 The line of sight model3.1.1.COST dodgeAs a result of the new PSO, GC has to ensure that part of the business and HR strategy has to focus on high revenue generation with the least possible direct of man power cost.3.1.2.CAPABILITY dodgeParallel to this, GC has to also be strategically aligned to ensure that employees are nurtured, trained and motivated to cater for rising capability demands.3.1.3.COMMITMENT STRATEGYTogether with the cost and capability strategies the company must also ensure that employees are committed towards the companys strategy and goals.3.2.HR FUNCTION AND PEOPLE MANAGEMENTImplementing the above three strategies requires ever-changing the mind-set of the HR function from a specialist role to a strategic role. It is all-important(a) that all Heads of Department, Line Managers and Masters are fully responsible for people management and share this responsibility.This way a greater emphasis will be put on these roles to become the implementers of the HR policies and thus it is imperative to also improve communication between departments through shared responsibility and better knowledge of what is happening. Furthermore this gives an opportunity for all involved to be accountable for any actions taken, thus taking ownership of their problems, bring them closer to employees by protagonisting them better understand the pressures they are facing, gives them a sense of authority and helps them to improve as managers by understanding better the processes and their position within GC.In pronounce to implement this change in the managements civilize ethic, it is essential that all those involved in managing people sustain training in the EIRA legislation, leadership skills and more importantly making them aware of GCs policies, regulations and processes.3.3.ENHANCING THE exploit OF HUMAN CAPITALGratton & Ghosal (2003) defin e human capital as an umbrella term comprising the intellectual, worked up and social capital of individuals and organisations GCs bottom line employees lack motivation, drive and in some cases ability which in hindsight is attributable to the fact of a futile recruitment system mired further by political intrusion.Effectively GCs HRM should aim at ontogenesis its human capital and at the same time enhance their performance to a high level of output. The Bathpeople and performance model by Purcell et al (2003) is the perfect model to adapt in collection to achieve High Performance from employees.Utilising the best abilities and skills of each employee as swell as motivating them through various incentives such as pay incentives, promotions & training and also by giving employees an opportunity to embark through feedback will aptly help motivate staff. Moreover it is essential that employees are managed, encouraged, respected and trusted.On the basis of this model GCs HRM has t o take a pro-active approach from the entry level of each individual and form a process based on a risk-based approach to examine historical events and future plans. The guidelines for such action should be based on cycle as shown down the stairs in figure 4. This way each individual employee will be monitored in an effective way and trained according to his/her competence needs, consequently training is vital for humans, to develop ability, to perform procedures, to operate systems.Figure 3 The Bath people and performance modelFigure 4 GCs HRM Guide for Action for Human Capital3.3.1.EFFECTIVE RECRUITMENT AND SELECTIONIt is essential that GC has a proper recruitment and woof policy in place which works independently and politically free from external or internal interference. capital of Mississippi and Schuler (2000) define the terms recruitment and selection as recruitment involves inquisitive and obtaining qualified job washbasindidates in such numbers that the organisatio n erect select the most appropriate person to fill its need and choice is the process of obtaining and using information about job applicants in roam to determine who should be hired for long-or short-term positionThus the selection board has to be fully knowledgeable and must have a clear path of the tasks, abilities and qualifications required for the relevant job so as to ensure that the right person/s has been selected. The model shown in figure 5 adapted from Briscoe (1995) identifies all the stagesrequired to have an effective recruitment & selection policy in place.For starters, GCs HR has to asses the need for the job through effective planning tools. A model which aptly covers such area is The process of Human Resource supply by Armstrong (2006) shown in figure 6 below. This model identifies four mention stages business strategic plan, resourcing strategy, demand or supply forecasting and human resources plans, which in effect knits the action and implementation pla n of this document leading to the four critical issues of HR resourcing, retention, flexibility and productivity.Figure 5 Recruitment and selection process adapted from Briscoe (1995)Figure 6 The process of human resource planning3.3.2.TRAINING AND DEVELOPMENTMabey and Salaman (1995) effectively links both the communication channel and HR Strategy to Training and Development arguing that unless attention is give to all six dimensions shown in the figure, then the quality of training and growing will be impaired and their business impact will be flawed In essence this is another vital step to ensure that the HR strategy is aligned with the Business strategy thus development human capital to attain high performance. The performance evaluation process of employees is not intended to castigate people but should effectively help the development process.Therefore effective appraisals and psychometric tests coupled by uniform monitoring, would greatly assist the HR department in und erstanding individual training needs and requirements, as well as keeping in line with the companys strategic training and development plan. A clear example of the lack of strategic human resource planning within GC is experienced in the marine engineering section.3.3.2.1.MARINE ENGINEERSMalta currently lacks human resources in the marine engineering sector, which has been in decline over a number of years in the main through lack of interest from students to pursue such a charge. This was further tarnished by the fact that the maritime authority failed to endorse the Higher National Diploma in shipboard soldier Engineering racecourse and thus the few students who had applied for such course were forced to change career direction.Whereas currently GCs position has been as a mere spectator over such issue, this calls for a more pro-active approach by highlighting such awareness with the government activity concerned and by ensuring that the maritime authority and MCAST provide en dorsed courses, opportunities for sea time to students and more importantly courses are sustained. Moreover GC has to be forthwith involved in promoting the marine engineering career in schools and career expos, thus investing in the future of human capital fair an employer of choice.Figure 7 Mabey and Salaman strategic training and development model3.3.3.PERFORMANCE MANGEMENT AND strengthener SYSTEMSGC has to adopt a more business based approach to HRM and should include reward systems. Armstrong (2000) describes performance management as a cycle as shown in figure 8 below. It defines a clear plan of how to manage performance in four stages plan, act, monitor and review. The monitor and review stages are intertwined with the training and development performance evaluation process.This cycle starts by planning and agreeing a set of targets with an employee, whereby it is fundamental to maintain the performance agreement realistically and it should include team-based bonus eleme nts rather than a high level of individual performance to avoid having a silo mentality Higgs, in Rees & McBain (2004).Figure 8 The phases of performance managementThe model below shown in figure 9 below, further explains Armstrongs performance management system.Figure 9 Phases of a performance management system3.3.4.EMPLOYEE MOTIVATIONA key element in achieving high morale of employees, job satisfaction, low absenteeism, enhanced productivity and high performance is down tomotivation. Maslow (1954) identified a hierarchy of needs as shown in figure 10 below which ranges from physiological needs, safety, love, esteem and self actualisation.Figure 10 Maslows profitPorter et al (2003) link these needs to general rewards and organisational factors as shown below in table 3. This table more importantly identifies the organisational factors for each level of Maslows pyramid. Although Maslows hypothesis defines satisfaction as the main endorser to motivation it does not guarantee high work performance. This theory though does form an integral part to attain a motivated work force and further facilitates to understand better what factors are effecting individual employees. This theory therefore has helped me clearly define another important issue which do performance management within GC rightfulness and fairness.3.3.4.1.ENSURING EQUITY AND pallidityHaving the characteristics of a government entity, lack of motivation within GC is ordinarily effected through lack of equity between staff in other words employees tend to become de-motivated when they feel that they are not rewarded for their work, efforts or perhaps even for the reason that they are rewarded on the same level as others who work far less than them. Adams (1965) Equity speculation tries to find the correct balance between the inputs and outputs of an employee. In other terms it defines the fair balance to ensure high performance as well as content and motivated employees.According to this theory Adams (1965) identifies what are the characteristic inputs and outputs of each individual and thus helping to identify the balance or imbalance which currently exist in GC. Such inputs include effort, loyalty, weighty work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, enthusiasm, trusts in superiors, support of colleagues, and personal sacrifice while the outputs are mainly financial rewards (such as salary, benefits, perks), recognition, reputation, responsibility, sense of achievement, praise, stimulus, sense of advancement/growth, and job security. A alike theory but has a greater impetus on motivational impact is the Herzberg et al (1959) Two-factor Theory.Frederick Herzberg identifies two factors which he calls Hygiene (factors of dissatisfaction) and motivation (factors of satisfaction) and claims that unless you eliminate the employees dissatisfaction/s and moreover help him overcome such dissatisfaction/s you can never motivate the employee. Although this theory could transmit effective motivation on an individual context, it could backfire unless Hygiene factors are tackled fairly, with equity and consistently. For example if an employee is dissatisfied on the basis of working as a Mooring Man , one can assume that by changing his grade motivation will be achieved.Overall though such decision could create an aura of unrest between groups of staff who would view such judgment as unfair and thus pretend similar treatment in their regard, notwithstanding the fact that collective agreements would not allow such practise and in reality high performing teams can never be achievedthrough such methods.3.4.MEASURING & VALIDATING THE PERFORMANCEParallel to implementing the above recommendations, GCs HR must ensure that management systems are in place to validate and measure the performance of such recommendations.3.4.1.BALANCE SCORECARDIn order to maintain constant focus to ensure that GCs business activities ar e aligned to its vision and strategy, an ideal strategic system is the Balance Scorecard Kaplan R S and Norton D P (1992). This model will assist GCs management to asses the performance of the organisation while also helps identify what should be metric. Kaplan and Norton describe the balance scorecard as The balanced scorecard retains handed-down financial measures.But financial measures tell the story of past events, an nice story for industrial age companies for which coronations in long-term capabilities and customer relationships were not critical for success. These financial measures are in commensurate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation The balance scorecard is also an idealistic strategic tool for GC since the company has an important role as mentioned earlier, therefore the vision and strategy should b e intertwined with the four core areas, namely Financial, interior Business, Innovation & Learning, and Customer. 3.4.2.KEY PERFORMANCE INDICATORSThe Balance Scorecard Kaplan R S and Norton D P (1992) will also enable GCs HRM to develop its KPI. For example absenteeism can be strategically measured to adjudicate to what extent this problem is within GC. In hindsight anything can be measured through KPI and GCs management has to be intrinsically focused on measuring performance on the basis of directional, financial, qualitative, and quantitative characteristics.3.4.3.MANAGEMENT REVIEWSGCs management must review, analyse and discuss the performance of each department to ensure that policies and procedures are effective and not defective towards the performance of the company. The review process is intended to highlight any deficiencies which had been spotted each through KPI, incident reports, customer feedback and employee feedback.Moreover processes may be revise to inco rporate new legislation and perhaps to evaluate whether the company has adequate resources. A clear example within GC is the new STCW 2010 legislation amendments which will effect GC from two different angles, namely human resource competencies in terms of certification and adequate resources to provide proper hours of rest periods to employees.4.HIGH PERFORMING TEAM (ELECTIVE PATHWAY)In todays ever demanding world of technological advancements and competition every company has to ensure that each individual employee must be motivated and managed appropriately to achieve a high output of performance. As clearly defined in section 3 of this assignment the following characteristics are vital to reach a level of having high performing teams within GC.The key characteristics to achieve high performing teams are participative leadership by involving and engaging employees, effective decision-making, dissipate and clear communication thus ensuring that employees use effective communicati on methods and channels, treasured diversity in terms of valuing the different experiences and backgrounds in teams which contribute to a diversity of viewpoints thus leading to better decision making and solutions, usual trust, managing conflict by dealing with conflict openly and transparently and not allowing grudges to build up and destroy team morale, clear goals developed by SMART criteria, defined roles and responsibilities, team building events to promote bonds between employees, and a positive atmosphere with an open culture which is focused on future goals.5.REFLECTIONThis assignment and module has effectively allowed me to understand better what the critical issue is. It allowed me to recognise the negative effects of having a non-strategically HRM system coupled by external and internal political interference, which in essence renders the companys strategic vision as a volatile state of mishmash.The potency given to me through this assignment to write down specific grie vances which I have personally experienced through my current role as Human Resources and ICT Manager has enabled me to dig deep within GC. For starters my appreciation of the human element within GC has helped me explain why motivation through fairness and equity is vital in order to achieve a high performing team, something which is currently lacking due to the political bedim hovering over GC.Moreover it is essential that there is a strategy of evolution and not a strategy of revolution with GC. The positive effects that a proper recruitment system yields helps achieve results but through this module I realised the importance of training and development which are vital to augment the knowledge and competencies of GCs human capital, helping themb to work towards achieving GCs goals and objectives while at the same time safeguarding GCs future planning.Overall the importance of aligning GCs HRM to its business strategy is critical to achieve the correct synergy to implement all th e processes mentioned in section 3 of this assignment. Consequently the action plan mentioned in section 3 has to be strictly adhered to, in order to change GCs direction which is slowly destroying its livelihood as well as the livelihood of its employees. This statement further motivates me to push for the changes required by becoming a catalyst of this change in management strategy and as a result achieve the goals required to overcome any risks which eventually will effect GC employees and the Island of Gozo.6.REFERENCESArmstrong, M (2000) Performance Management Key Strategies and Practical Guidelines. Kogan Page cited in Henley Business School, MPP karyon staff Notes Adams (1965) Equity Theory Henley Business School, MPP Core Module Notes, pp96 and further cited http//www.mindtools.com/pages/article/newLDR_96.htm Briscoe, D.R (1995) International Human Resources Management. Prentice Hall Guest, D.E. (1987)Human resource management and industrial relations, Journal of Managemen t Studies 24(5), pp. 503-521 Gratton, L & Truss, C (2003) The three-dimensional people strategy putting human resources strategies into action. Academy of Management Executive, 17(3), pp. 74-86 Gratton, L & Ghoshal, S (2003) Managing personal human capital new ethos for the volunteer employee. European Management Journal, 21(1), pp. 1-10 Ghoshal, S (2004),People Management, 12 February 2004, p.23 Higgs, M (2004) Future trends in HR. In R McBain & D Rees (eds) People Management Challenges and Opportunities. Palgrave Macmillan, Chapter 2 Herzberg et al (1959) Two-Factor Theory Henley Business School, MPP Core Module Notes, pp93 and further cited http//www.mindtools.com/pages/article/newTMM_74.htm Jackson, S.E & Schuler, R.S (2000)Managing Human Resources a Partnership Perspective. Cincinnati South-Western College make Kaplan, R.S and Norton, D.P (1992) The Balanced Scorecard measures that drive performance, Harvard Business Review Jan Feb pp. 7180 Kaplan, R.S and Norton, D.P (1996) Using the Balanced Scorecard as a strategical Management System, Harvard Business Review (January-February 1996) pp. 76 Labour Force position 2013 Q1 http//www.nso.gov.mt/statdoc/document_file.aspx?id=3627 Mabey, C., and Salaman, G (1995)Strategic Training and Development Model cited in Henley Business School, Blackboard Learn, MPP Module & Key Resources Maslow, A (1954) Motivation and Personality. recent York Harper Row cited in Henley Business School, MPP Core Module Notes, p92 NSO depict Unemployedhttp//www.nso.gov.mt/statdoc/document_file.aspx?id=3631Porter, LW, Bigley, GA & Steers, RM (2003) Motivation and Work Behaviour, 7th ed. advanced York McGraw-Hill/Irwin cited in Henley Business School, MPP Core Module Notes, p93 PSO definition Wikipedia 2009 cited http//en.wikipedia.org/wiki/Public_service_obligation Purcell, J, Kinnie, N, Hutchinson, S, Rayton, B & Swart, J (2003) Understanding the People and Performance Link Unlocking the Black Box. contrac t Institute of Personnel and Development