Click on the following links. Please note these will open in a new window.

Article 1

Chugh, S., & Bhatnagar, J. (2006). Talent management as high performance work practice: Emerging strategic HRM dimension. Management and Labour Studies, 31, 228–253.

Abstract:

• ​The use of Strategic Human Resource Management (SHRM) as a context for talent management practices in high performing work organizations.
• What effect does talent management have on high performing work organizations?
• The Talent Matrix using the Nine Box Method.
• Proactive Talent approach and its applications.

Article 2

Walker, B., & Hamilton, R. (2011). Employment rights disputes: What is the role of HR professionals? Asia Pacific Journal of Human Resources, 49, 409–424.

Abstract:

• This study explores the role of human resource specialists in the handling of employee grievances.
• The role of HR staff in grievance processes can be ill-defined and shows wide variation, causing problems for both line managers and employees.

Article 3

Durant, R. F., Girth, A. M., & Johnston, J. M. (2009). American exceptionalism, human resource management, and the contract state. Review of Public Personnel Administration, 29, 207–229.

Abstract:

• This article puts public sector contracting and its effects in a larger historical, political, and democratic context by (a) reviewing the American propensity for market-based solutions (including contracting) to government problems.
• A variety of socioeconomic, political, and policy factors have increased the allure of nongovernmental market-based approaches such as contracting to governments at all levels.