Managing People & Performance Essay

This appointment try ons to holistic each(prenominal) in ally analyse the decisive raft rejoinders which refer the effective writ of execution of a Maltese sea passenger and fomite service ships confederacy, videlicet Gozo Channel party bound. The principal(prenominal) argona of concern has been blue dismayed to be emanating d matchless want of strategical progress at heart Gozo Channels HRM, to a gr fertiliseer extent so at that lead is no concretion among the clubs credit moving in schema and HR scheme. Through come forward, this document bequeath seek naked as a jaybird recommendations by discordant course methodologies on how to control the barriers and issues which be affecting massess exploit.The world-class part of this document explains what atomic number 18 the concludes which last affect the military operation of Gozo Channels employees and review of some(prenominal) the show up-of-door and inner(a) mount argon explored, th en directing what the little issues be.Part two of this document sets out the implement be after of what is meaty to everyplacecome much(prenominal) barriers and using different manakins acquired and researched from the Managing community and military operation module, a detailed figure is set up to tackle separately and either argona effecting the per patternance of employees.The elective roadway passim this assignment is think on High Performing Teams and maven major featureor being proposed with exc spend is want.The conclusive reflection concentrates on achieving a virtuoso of evolution non a sense of revolution at bottom Gozo Channel, in experimental conditions of a sound recruitment musical arrangement, reveal and development.1.INTRODUCTIONGozo Channel Company Limited is a government entity which for over cardinal years has been providing sea ferry- broadcast for both vehicles and passengers amid the island of Gozo and the main island of Malt a. Although it hold ups the life-link in the midst of the two islands in a monopolistic environment, meaning without subscribe to competition, in 2004 the government had to issue a call for a Public avail Obligation , harmonise to the European due north transportation law, which basically is an arrangement in which a governing body or some other part offers an auction for subsidies, have the winning company a monopoly to operate a specified service of overt transport for a specified catch of metre for the given tri thate (Wikipedia, 2009)1.1.THE ex escape to OF THE PUBLIC SERVICE OBLIGATION ON GOZO CHANNELS HR OBJECTIVES initially in 2004, the transport authority awarded a 6 year PSO contract to GC on the dry land of its pro messs, resources and standards (fleet, homosexual resources, hump and infrastructure). At that condemnation the company was awarded an annual return of approximately 4 million.This subsidy as healthy as the tax income generated along wit h the variant woo b ar-ass exercises, resulted in re bleak annual profits, which 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 aura of un receivedty among company employees, causing all sorts of speculation. It was the firstborn time that the company had to compete for its bread and cover and speculative pressures coerce GC in submitting an annual offer of approximately 800k to ascertain continuity. This drastic decrease in subsidy requires a holistic review in GCs business strategy but much primally the HR strategy has to be properly a draw and quarter to meet its objectives.1.2.MY ROLE WITHIN THE companyAs homophile Resources and ICT Manager, analysing both the out-of-door and internal context of GC is full of life to image the advance re view of its current moldes, policies and charitable resource large(p). My determination is to see to it that the HR strategy is tally with the companys business strategy and more than importantly take care that all employees atomic number 18 nurtured, sparkd and trained to support much(prenominal) strategy, thus ensuring that GC move onward in one strategic direction.2.CRITICAL nerve2.1.INTERNAL AND EXTERNAL FACTORS OF THE CRITICAL ISSUE universe a government entity the company has to spot with multiple 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 can entreat that without a permanent link, GC is much the road which moderates intra-connectivity between the two islands. Having tell that and in light of the new pecuniary realities which the company is facing as look uped in separate 1.1, I have to judge both the external and internal context to intermit understand the forces sustaining the hyper hypercritical issue.2.1.1.EXTERNAL semipolitical FACTORSGCs mature of directors are all political appointees and their strategy and sight is determined by the government in administration. Bearing in mind that for to apiece(prenominal) one one administration normally enjoys a term of 5 years, the business strategy varies every time which in essence deters continuity.2.1.2.INTERNAL governmental FACTORS but the majority of GCs employees have been politically hand-picked, meaning they were non employed on the basis of aptitude and/or merit but on merely nepotism. These two detailors form an built-in part of the companys critical issue and though they are found on different take aims of the companys structural hierarchy, the source is the uniform i.e. Political.2.1.3.EXTERNAL sparing FACTORSGC soon has 214 employees, of which approximately 80% reside on the island of Gozo and since its inception GC has be en always regarded as a ahead(p) employer, providing the ever accepted employment gain to Gozitans . consort to the latest statistical data gathitherd 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 as good means that the plow totalitys have their fair share of trance on the external economic context in terms of collective talk terms and legislation, much(prenominal)(prenominal) as Family Friendly Measures , dummy etc.2.1.4.INTERNAL CULTURAL FACTOR genius of Maltas leadership trade unions, namely Union Haddiema Maghqudin enjoys the 50+1% of the GCs employee membership thus is soon the main recognised trade union representing the employees in three partitions namely, Seaborne Officers, commonplace Staff and edge Managers. GC together with UHM negotiates collective agreements which stipulate policies, procedural constitutions and charm grades and pay structures.This smashed and rigid dictatorial cuddle intertwined with a unionised culture, with a strong job for life outlook spreading from top to bottom, ministrationricts the castrate caution concept of the company. This is neverthe slight attested by and by means of the low employee turnover indoors GC, which is a good deal zero and unaccompanied attribu tabular array to subjective wastage .2.1.5.TECHNOLOGY FACTORTodays commercialize offers an array of gentle Resources Management Systems which are governances and fermentes that intersect HRM and Information Technology. Although GC has invested in HRMS comprising of the following two packages payroll, time and at scatance, there is lack of a proper valet Resources package that forgets ease of access for performance appraisals, benefits administration, recruiting and learning perplexity, performance records, scheduling, absence foc ussing and analytics.2.2. benevolent RESOURCES FUNCTION WITHIN GOZO CHANNEL united with the main factors mentioned above, GCs HR has a specialist approach magnetic dip towards a violence role quite a than that of the more dynamic and strategic role of HRM . Guest (1987) identifies the differences between Personnel and HRM as sh give birth in Table 1 beneath.PersonnelHRM clock and thinkShort-term, reactivead hoc marginalLong-term, proactive, strategic, integrated mental contract ComplianceCommitmentControl SystemsExternalSelf-controlEmployee RelationsPluralist, collective, low trustUnitarist, single(a), laid-back trustStructures and systemsBureaucratic/mechanistic, centralised, formalOrganic, devolved, flexibleRolesSpecialist/professionalLargely integrated into business organization counselingEvaluation criteriaCost minimisationMaximum utilisation ( human beings asset accounting) Table 1 The differences between forcefulness and human resource commissionThe traits liste d by Guest (1987) under Personnel, are parallel to GCs HR functions and the drawbacks are but exaltedlighted in Gratton and constipate (2003) third-dimensional battalion strategy clay sculpture whereby GCs position is weak both in the vertical and horizontal alignment. check 1 Gratton & Truss (2003) The three-dimensional people strategyThe HR incision has no influence on GCs strategy and the functions are merely daily administrative matters relating to lag drudgen by rigidprocedures which have little conspicuous relationship with straightaways realities whence the alignment in the mere evasive action speak position in the Gratton & Truss (2003) three-dimensional people strategy toughie as depicted signifier 1.2.3. precaution AND conjunction STRUCTUREThis lack of strategic approach is further compounded by the fact that GC has no old-timer Executive. furthermore there is lack of leading throughout the concern team up and people forethought seems to be focus sed on the HR department only, alternatively than integrated throughout the entire oversight structure.2.3.1.STRUCTUREThe company is shortly driven by 4 department heads namely, Operations, Commercial, human race Resources and Finance, and although the structure is flat and ideal, there is lack of viscidness between them and distributively department is individually 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 focussing system around a firm faith that employees resultd only their own self-interest quoting Fatsows philosophy that You moldiness allow people to eat what they huntonly then leave behind they hunt tumesce Although the context of Enron is not related to GCs context, it does argue that when you ignore the companys goals and pursue individualistic targets the results lead to disastrous consequences.2.3.3. volume MANAGEMENTLack of leadership and people prudence 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 rounding issue mentioned in paragraph 2.1.2.2.4.POLICIES & PROCEDURESGC has an SMS manual containing specific caution procedures 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 converse between GCs management and critical feedback, which is brought up during internal audits, management reviews, accident reports, etc., is not talk ofed and analysed correctly. accordingly the planning and implementation process of the ISM rhythm is not turned 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 DEVELOPMENT GC has no appraisal and military rating system in place apart from stringent procedures for seaborne personnel, in line with the needful standards of the maritime legislation. Therefore there is no manpower flow and no reproduction strategy, albeit the occasional course organised ad hoc or as take.2.6.COMMUNICATION SYSTEMSThe downwards process is non-existent and as naughtylighted management has no focal point in which all downward processes are channelled through. This is in like manner coupled by the fact that lateral communication between management is in any case obscured by inter- personalized conflicts. These conflicts are down to various reasons, such as lack of need, internal politics, greed, and selfishness, but the main factor is that management has no cohesion and everyone works within his own fortification rather than in teams a scenario where no one seems to share knowledge.3.ACTION AND IMPLEMENTATION stick outHaving analysed the critical issue in the first part of this document, the tasks ahead have been wakefully outlined. I have set out a plan to change the mindset of the current HRM system. This plan tackles 4 critical areas which are senior highlighted further on in section 3. The table at a lower place illustrates GCs action plan exhibit the timescales for the implementation of each critical area. resilient IssueTime FramePlanImplementation redirect examination3.1 HRM StrategyBeginning of 1st QuarterEnd of 1st QuarterYearly3.2 HR Function and People ManagementBeginning of second QuarterEnd of second QuarterContinuous3.3 Enhancing the mathematical operation of Human CapitalBeginning of 2nd QuarterEnd of 2nd QuarterContinuous3.4 Measuring & Validating The PerformanceBeginning of 2nd QuarterPeriodically as required Table 2 GCs Action Plan3.1.HRM system TYPEIt is noticeable that GCs HR strategy is not line up with its line strategy not to mention that the latter is in essence unreadable due to the volatile present of the political implications as mentioned in section 2. thereof 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) tells that GCs business strategy is line up with its people management policies and practices. On the basis of the issues mentioned in section 2, GC requires three types of HR strategies as repaird by Higgs,M (2004) cost strategy, capability strategy and commitment strategy.number 2 The line of sight model3.1.1.COST strategyAs 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 contingent aim of man power cost.3.1.2.CAPABILITY STRATEGYParallel to this, GC has to also be strategically aline to ensure that employees are nurtured, trained and motivated to cater for futurity capability demands.3.1.3.COMMITMENT STRATEGYTogether with the cost and capability strategies the c ompany 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 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 get the hang are fully responsible for people management and share this responsibility.This way a great emphasis allow be put on these roles to become the implementers of the HR policies and thus it is imperative to also emend communication between departments through shared out responsibility and better knowledge of what is happening. what is more this gives an fortune for all involved to be accountable for any actions mootn, thus victorious ownership of their chores, bring them closer to employees by helping them better understand the pressures they are facing, gives them a sense of empowerment and helps them to cleanse as managers by und erstanding better the processes and their position within GC.In rear to implement this change in the managements work ethic, it is essential that all those involved in managing people change raising in the EIRA legislation, leadership skills and more importantly reservation them witting of GCs policies, regulations and processes.3.3.ENHANCING THE implementation OF HUMAN CAPITALGratton & Ghosal (2003) define human capital as an umbrella term comprising the intellectual, stimulated 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 senseless recruitment system mired further by political intrusion.Effectively GCs HRM should aim at develop its human capital and at the same time enhance their performance to a high take of output. The Bathpeople and performance model by Purcell et al (2003) is the perfect model to adapt in browse to strain High Perform ance from employees.Utilising the best abilities and skills of each employee as well as motivating them through various incentives such as pay incentives, promotions & schooling and also by giving employees an opportunity to participate through feedback leave alone capably help motivate staff. Moreover it is essential that employees are managed, encouraged, respected and trusted.On the basis of this model GCs HRM has to take a pro-active approach from the entry level of each individual and form a process base on a risk-based approach to examine historical events and proximo plans. The guidelines for such action should be based on cycle as shown beneath in discover 4. This way each individual employee will be monitored in an effective way and trained according to his/her competence needs, therefore reproduction is springy for humans, to develop ability, to perform procedures, to operate systems. insert 3 The Bath people and performance model think 4 GCs HRM Guide for Actio n 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 guiltless from external or internal interference. capital of Mississippi and Schuler (2000) define the terms recruitment and cream as Recruitment involves searching and obtaining subordinate job candidates in such rime that the organisation can select the nearly appropriate person to fill its need and Selection is the process of obtaining and using information about job applicants in order to determine who should be hired for long-or short-term positionThus the excerpt 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 Planning by Armstrong (2006) shown in figure 6 below. This model identifies iv place stages business strategic plan, resourcing strategy, demand or supply anticipation and human resources plans, which in effect knits the action and implementation plan 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 Business and HR Strategy to instruct and Development arguing that unless attention is compensable to all six dimensions shown in the figure, then the quality of training and development will be impaired and their business relate will be flawed In essence this is another alert tread 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 mean to castigate people but should effectively help the development process.Therefore effective appraisals and psychometric tests coupled by constant monitoring, would greatly assist the HR department in understanding individual training needs and requirements, as well as keeping in line with the companys strategic training and development plan. A clear typeface of the lack of strategic human resource planning within GC is go through in the marine engineer 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 career. This was further tarnished by the fact that the maritime authority failed to endorse the hi gher(prenominal) National Diploma in leatherneck Engineering course 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 politics concerned and by ensuring that the maritime authority and MCAST provide endorsed courses, opportunities for sea time to students and more importantly courses are sustained. Moreover GC has to be directly involved in promoting the marine engineering career in schools and career expos, thus investing in the future of human capital seemly an employer of choice.Figure 7 Mabey and Salaman strategic training and development model3.3.3.PERFORMANCE MANGEMENT AND REWARD SYSTEMSGC has to adopt a more business based approach to HRM and should complicate reward systems. Armstrong (2000) describes performance management as a cycle as shown in figure 8 below. It d efines 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 premium elements 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 team spirit of employees, job satisfaction, low absenteeism, enhanced productivity and high performance is down tomotivation. Maslow (1954) set a hierarchy of needs as shown in figure 10 below which ranges from phy siological needs, safety, love, esteem and self actualisation.Figure 10 Maslows Pyramid ostiary et al (2003) link these needs to prevalent 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 system defines satisfaction as the main indorser 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 clear define another important issue which effectuate performance management within GC equity and fairness.3.3.4.1.ENSURING EQUITY AND FAIRNESSHaving the characteristics of a government entity, lack of motivation within GC is commonly 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 Theory tries to find the correct commensurateness 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 typical 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, hard work, commitment, skill, ability, adaptability, flexibility, tolerance, determination, enthusiasm, trusts in superiors, support of colleagues, and personal sacrifice while the outputs are mainly fiscal rewards (such as salary, benefits, perks), recognition, reputation, responsibility, sense of happen uponment, praise, stimulus, sense of advancement/growth, and job securi ty. A same 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 displease on the basis of working as a Mooring Man , one can assume that by changing his grade motivation will be achieved. general though such conclusiveness could create an aura of unrest between groups of staff who would view such apprehension as unfair and thus puddle similar treatment in their regard, hitherto the fact that collective agreements would not allow such pr actise and in macrocosm high performing teams can never be achievedthrough such methods.3.4.MEASURING & validatory 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 are aligned to its vision and strategy, an ideal strategic system is the Balance S eyecard 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 measured. Kaplan and Norton describe the balance calling card as The balanced scorecard retains traditional financial measures.But financial measures tell the story of past events, an satisfactory story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the expedition 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 be intertwined with the four core areas, namely Financial, Internal Business, Innovation & Learning, and Customer.3.4.2.KEY PERFORMANCE INDICATORSThe Balance carte 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 approximate 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 sorry towards the performance of the company. The review process is intended to highlight any deficiencies which had been spotted either through KPI, incident reports, customer feedback and employee feedback.Moreover processes may be amended to integrate 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 franchise and adequate resources to provide proper hours of rest periods to employees.4.HIGH PERFORMING TEAM (ELECTIVE PATHWAY)In todays ever demanding world of scientific advancements and competition every company has to ensure that each individual employee must be motivated and managed appropriately to achieve a high output of perform ance. 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, unsolved and clear communication thus ensuring that employees use effective communication methods and channels, valued renewing 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, mutual trust, managing conflict by dealings with conflict openly and transparently and not allowing grudges to build up and destroy team morale, clear goals developed by novel criteria, defined roles and responsibilities, team building events to encourage bonds between employees, and a positive air 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 empowerment given to me through this assignment to write down specific grievances 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 wanting due to the political cloud 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 th is module I realised the importance of training and development which are vital to increase 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 the processes mentioned in section 3 of this assignment. so 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 disceptation 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 Guid elines. Kogan pageboy cited in Henley Business School, MPP ticker faculty Notes Adams (1965) Equity Theory Henley Business School, MPP center mental faculty Notes, pp96 and further cited http//www.mindtools.com/pages/article/newLDR_96.htm Briscoe, D.R (1995) outside(a) Human Resources Management. Prentice Hall Guest, D.E. (1987)Human resource management and industrial relations, ledger of Management 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) forthcoming 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 H enley Business School, MPP Core faculty 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 Publishing Kaplan, R.S and Norton, D.P (1992) The equilibrize 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 Survey 2013 Q1 http//www.nso.gov.mt/statdoc/document_file.aspx?id=3627 Mabey, C., and Salaman, G (1995)Strategic Training and Development seat cited in Henley Business School, Blackboard Learn, MPP Module & Key Resources Maslow, A (1954) Motivation and Personality. brisk York Harper Row cited in Henley Business School, MPP Core Module Notes, p92 NSO Register sluggishhttp//www.nso.gov.mt/statdoc/document_file.aspx?id=3631Porter, LW, Bigley, GA & Steers, RM (2003) Motivation and Work Behaviour, seventh ed. New 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 physical contact Unlocking the Black Box. Chartered Institute of Personnel and Development