The Strategic Management Process：International Strategies

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战略管理-竞争优势与全球化(英文第六版)

• Important Elements of Success
Developing strategy
Implementing strategy
Copyright © 2004 South-Western. All rights reserved.
7
Competitive Landscape
• Strategic Management Process
The full set of commitments, decisions, and actions required for a firm to achieve strategic competitiveness and earn above-average returns
Describe strategic intent and strategic mission and discuss their value.
Define stakeholders and describe their ability to influence organizations.
Copyright © 2004 South-Western. All rights reserved.
5
The Strategic Management Process
Figure 1.1
Copyright © 2004 South-Western. All rights reserved. Copyright © 2004 South-Western. All rights reserved. 6
• Strategic Competitiveness
When a firm successfully formulates and implements a value-creating strategy

林奇《战略管理》(英文版第7版)教学课件_pp10

Choosing between strategy options - 2
Strategy content
“What strategy will we select? And
what proposals does it contain?”
Six selection criteria
Procedures and techniques
what proposals does it contain?”
Six selection criteria
Procedures and techniques
Applying empirical evidence and guidelines
Strategy process
The classic strategic planning process
▪ Strategy process: the process of communication and discussion amongst those contributing to the development of the strategy and then its implementation
Slide 10.8
Six selection criteria for choosing between options - 1
Three (of six) main criteria:
▪ Consistency with the purpose and objectives of the organisation: a prime test for evaluating and selecting strategies
mission and objectives Non-quantified objectives may be important for some

战略管理(英文版)

战略管理(英文版)Strategic Management: An OverviewIntroductionIn today's fast-paced and highly competitive business environment, companies must adopt effective strategies to ensure their long-term success and sustainable growth. Strategic management plays a crucial role in helping organizations align their resources, capabilities, and objectives to achieve their strategic goals. This article provides an overview of strategic management, its key components, and the benefits it offers in an increasingly dynamic and complex marketplace.1. Definition of Strategic ManagementStrategic management is the process of formulating and implementing strategies that enable organizations to fulfill their missions and achieve their objectives. It involves analyzing the external environment, identifying internal strengths and weaknesses, setting objectives, formulating strategies, implementing plans, and monitoring progress to ensure strategic goals are met.2. Key Components of Strategic Management2.1 Environmental AnalysisEnvironmental analysis involves assessing the external factors that influence an organization's performance and success. This includes macro-environmental factors such as political, economic, social, technological, environmental, and legal (PESTEL) factors, as well as industry-specificfactors. Understanding the external environment helps organizations identify opportunities and threats and make informed strategic decisions.2.2 Internal AnalysisInternal analysis focuses on assessing an organization's internal strengths and weaknesses. This includes evaluating its resources, capabilities, and core competencies. By understanding its internal strengths, an organization can leverage them to gain a competitive advantage. Similarly, identifying weaknesses helps organizations address potential areas of improvement and overcome challenges.2.3 Strategy FormulationStrategy formulation involves developing a comprehensive plan to achieve an organization's objectives and competitive advantage. This includes defining the mission and vision, setting strategic objectives, and selecting appropriate strategies. Strategies can be categorized into corporate, business, and functional levels, depending on the scope and focus of the organization's activities.2.4 Strategy ImplementationStrategy implementation is the process of translating strategic plans into actions and ensuring their effective execution. It involves allocating resources, coordinating activities, and monitoring progress. Effective implementation requires strong leadership, effective communication, and a supportive organizational culture.2.5 Evaluation and ControlEvaluation and control involve monitoring and reviewing the progress of strategic initiatives and making necessary adjustments. This includes establishing key performance indicators, conducting regular performance assessments, and taking corrective actions to ensure strategic goals are being achieved. Evaluation and control help organizations stay on track and make informed decisions throughout the strategic management process.3. Benefits of Strategic ManagementStrategic management offers several benefits to organizations:3.1 Clear DirectionBy formulating a clear strategy, organizations establish a sense of direction and purpose. This enables employees to align their efforts and work towards common goals, enhancing overall organizational performance.3.2 Competitive AdvantageStrategic management helps organizations identify unique value propositions and differentiate themselves from competitors. By leveraging their strengths and focusing on key opportunities, organizations can gain a competitive advantage in the marketplace.3.3 Adaptability to ChangeIn today's rapidly evolving business landscape, agility and adaptability are essential for success. Strategic management enables organizations to anticipate and respond to changes in the external environment, ensuring their long-term viability in a dynamic marketplace.3.4 Resource AllocationStrategic management facilitates effective resource allocation by aligning financial, human, and technological resources with strategic objectives. This ensures optimal utilization of resources and maximizes the organization's ability to achieve its goals.3.5 Performance MeasurementBy implementing strategic objectives and monitoring progress, organizations can measure their performance and identify areas for improvement. This allows for continuous learning and ongoing improvement, enhancing overall organizational effectiveness.ConclusionStrategic management is a fundamental process that enables organizations to navigate the complexities of the modern business landscape. By analyzing the external environment, assessing internal capabilities, formulating effective strategies, implementing plans, and evaluating performance, organizations can achieve their objectives and thrive in a highly competitive marketplace. Embracing strategic management is essential for long-term success and sustainability.。

战略管理概念与案例英文版.原书第十五版课程设计

Strategic Management: Concepts and Cases - CourseDesign for the 15th EditionIntroductionStrategic management is the process of formulating and implementing strategies that enable an organization to achieve its goals. It involves the analysis of the organization’s internal and external environment, the development of strategies, the implementation of those strategies, and the evaluation of the results. The field of strategic management has evolved significantly over the years, with new concepts and practices constantly emerging.The purpose of this course is to provide students with a comprehensive understanding of the core concepts and theories of strategic management, as well as the practical tools and techniques used in the field. Through case studies, readings and class discussions, students will gn an in-depth understanding of the strategic management process.Course ObjectivesUpon completion of this course, students will be able to:•Understand the core concepts and theories of strategic management•Analyze the internal and external environment of an organization•Develop strategies to achieve an organization’s goals•Implement strategies effectively•Evaluate the results of strategic management initiatives Course StructureThe course will be divided into the following sections:Section 1: Introduction to Strategic Management•Overview of strategic management•Historical development of strategic management•Importance of strategic management•Key concepts in strategic managementSection 2: Analyzing the Environment•External environment analysis•Internal environment analysis•SWOT analysis•Porter’s Five Forces analysisSection 3: Strategy Development•Corporate-level strategy•Business-level strategy•International strategy•Competitive strategySection 4: Strategy Implementation•Organizational structure and design•Culture and leadership•Managing change•Resource allocationSection 5: Evaluation and Control•Measuring performance•Feedback and learning•Adjusting strategiesSection 6: Case Studies•Harvard Business School Case Studies•Other selected case studies Evaluation Criteria•Class participation (20%)•Written assignments (40%)•Case study analysis (20%)•Final exam (20%)TextbookThe textbook for this course is。

合作策略英文(ppt 29页)

Nonequity strategic alliances: contractual agreements given to a company to supply, produce, or distribute a firm’s goods or services without equity sharing
Chapter 4 Business-Level
Strategy
Chapter 5 Competitive Rivalry
and Competitive Dynamics
Chapter 6 CorporateLevel Strategy
Chapter 7 Acquisition and Restructuring
Strategies
Chapter 8 International
Strategy
Chapter 9 Cooperative
Strategy
Strategy Implementation
Chapter 10 Corporate Governance
Chapter 11 Organizational Structure and
Chapter 9
Cooperative Strategy
Michael A. Hitt R. Duane Ireland Robert E. Hoskisson
©2003 Southwestern Publishing Company
1
Strategic Inputs
Chapter 2 The External Environment
Cooperative strategy is a strategy in which firms

战略管理概念与案例

advantage ■ 设计用来开发核心竞争力、获取竞争优势的一系列综和的、协调的
约定和行动
6
第六页，共四十三页。
1. Nature of Competition: Basic concepts
竞争力的特性: 基本概念
■ Competitive Advantage (CA) 竞争优势(CA)
■ Implemented strategy that competitors are unable to duplicate or find too costly to imitate
■ Strategic Management Process (SMP)战略管理过程(SMP)
■ Full set of commitments, decisions and actions required for a firm to achieve strategic competitiveness and earn above average returns
15
第十五页，共四十三页。
3. 21st Century Competitive Landscape
21世纪竞争格局
3.2.2 Technology and Technology Changes (Cont’d)
技术和技术进步
1) Technology diffusion技术扩散
■ Perpetual innovation: describes how new informationintensive technologies are replacing older forms持续创新容信息密集型的新技术如何快速和有效地替代旧技术
■ Speed to market may be primary competitive advantage进入市场的速度几乎成为最主要的竞争优势

Strategic Management(战略管理-中英文)

The process companies use to: 企业用于达到目标的过程
Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
a
1
What Is Strategic Management? 什么是战略管理
Core Competencies 核心竞争力
Capabilities the firm is especially good at 企业强项
Competitive advantages 竞争优势
Core competencies that are: 核心竞争力
1) Valuable 有价值
2) Rare 稀有
Competing via 竞争方
式…
Rivalry: 竞争
•Business level strategies 经营层次战
略
•Multiproduct strategies 产品多元化
战略
a
•Mergers & acquisitions 并购
Market entry: 市场进入 •Across borders 跨国 •Alliances 联盟

战略联盟的学习过程及其管理

战略联盟的学习过程及其管理摘要:随着商业环境的变化,战略联盟已成为企业提高竞争优势的有效途径,学习是企业参加战略联盟的主要动机。

通过战略联盟学习类似于一种实物期权投资,在获取新知识和新技术方面将使企业更具有灵活性并能有效地控制投资风险。

然而,战略联盟的学习过程比组织内部的学习过程存在更多的障碍。

关键词:战略联盟;组织学习;战略联盟学习一、引言二、战略联盟的学习过程(一)通过战略联盟学习的涵义战略联盟已发展成为组织成长的一种重要组织形式,是组织理论创新的主要成果表现。

战略联盟是组织间为了提高合作双方的能力以达到其战略目标而进行的合作。

这样的联盟包括合资经营企业、契约式企业到国际合作集团以及一些不太正式的合作组织(Child,1996)[6]。

从产业价值链的位置看,有些联盟是由价值链上具有相同位置的公司形成的,这种联盟的主要动机常常是为了达到规模经济,或减少进行代价昂贵的新项目开发所承担的财务风险,而不是为了获取知识。

另一些战略联盟是由价值链上占有不同位置的公司结成的,在这种情况下,获得新的知识和能力可能是它们合作背后的主要动机(Glazer,1991)[7]。

(二)战略联盟的学习过程战略联盟把合作成员不同的文化和战略目标结合在一起,因此,联盟的管理就不得不把合作双方的管理结构和管理体制进行平衡[14]。

战略联盟的一个积极特征是:由合作各方带到联盟内的互补知识和专长可以通过知识转移,以及来自不同公司或者是不同国家的专家的刺激下产生动态协作来促进学习;一个消极的特征是联盟合作者之间存在着知识共享的障碍。

从深层来看,合作者之间基本的关系是竞争性的,调和成员的不同公司特征或社会特质是一件困难的事。

联盟成员可能认为他们没有什么可向合作者学习的,或许有些成员没有经验或能力去获取或吸收从战略联盟得来的知识。

战略联盟的组织特征决定了它的不稳定性,其学习过程更加复杂。

1.不同等级知识的学习过程战略联盟追求的学习类型取决于它们的目的、伙伴和业务范围的需要,因此,区分战略联盟合作者之间和战略联盟合作者同它们的合资企业之间所转移知识的等级就显得十分重要。

《管理学》(Management)(英文大纲)

Part 2 Defining the Manager’s Terrain
Chapter 3 Organizational Culture and the Environment: The Constraints
The manager: Omnipotent or Symbolic? The organization’s Culture The environment
Part 6 Controlling
Chapter 18 Foundations of Control
What is control? Why is control important? The control process Types of control Implications for managers Contemporary issues in control
The importance of strategic management The strategic management process Types of organizational strategies
Part 3 Planning(Cont’d)
Chapter 9 Planning Tools and Techniques
Understanding managerial communication The process of interpersonal
communication Organizational communication Understanding information technology
Part 6 Controlling(Cont’d)
Chapter 19 Operations and Value Chain Management

项目管理(中英文对照)

Sep.-Dec. 2004 Jinan University 佟瑞 (Edward Tong) MBA,MPM copyright reserved 10
The Strategic Management Process
战略管理过程
Review and define the organizational mission. 评论和界定组织使命 Set Long-range goals and objectives. 设立长期目标和目的。 Analyze and formulate strategies to reach objectives 分析并阐明战略以期达到目标 Implement strategies through projects. 通过项目来执行战略
Sep.-Dec. 2004 Jinan University 佟瑞 (Edward Tong) MBA,MPM copyright reserved 6
What is Strategic management?
Strategic management is the process of assessing ”what we are” and deciding and implementing” what we intend to be and how we are going to get there.” Strategy describes how an organization intends to compete with the resources available in the existing and perceived future environment.
Sep.-Dec. 2004 Jinan University

战略管理期末考试重点共68页文档

2-2
Strategic Analysis
• Ch 1 Strategic Management: An Overview
• Strategic Management(P5) • Processes of Strategic Management • Social Responsibility(P15) • Strategic Direction (P19) • Sustainable Development • Corporate Governance
or improve their performance.
“A good strategy… neutralizes threats and exploits opportunities while capitalizing on strengths and avoiding or fixing weaknesses.” (Barney, 2019:17)
2-6
Social Responsibility
• Social responsibility: the expectation that businesses or individuals will strive to improve the overall welfare of society.
• Analysis
• Strategic goals (vision, mission, strategic objectives) • Internal and external environment of the firm
• Strategic decisions
• What industries should we compete in? • How should we compete in those industries?

Strategic Management(战略管理-中英文)

The process companies use to: 企业用于达到目标的过程 Form a vision – view of how the current firm will look in the future 形成愿景—当前企业如何展望未来
Analyze their external environment and their internal environment 分析企业的内外部环境
Market entry: 市场进入 Across borders 跨国 Alliances 联盟 Entrepreneurship 创业
Strategic Leadership 战略领导
– Developing a vision for the firm – 为企业制定愿景 – Designing strategic actions to achieve this vision – 设计战略行动来达成愿景 – Empowering others to carry out those strategic actions 赋能授权他人来执行战略行动
Strategic Management 战略管理
Leadership in Enterprise for Asian Development 亚洲发展中的企业领导
Leonard D. Van Drunen June 2008
What Is Strategic Management? 什么是战略管理
Support activities 辅助任务
Human resources 人力资源
Primary activities 基本任务
Outsourcing外包
Using an external supplier to provide part of the value chain 利用外埠供货商来达成部分价值链 Benefits of outsourcing: 外包益处 Same quality or better at a lower cost. 同等或较好的品质，但成本较低。 Higher quality because of supplier specialization.供货商专业，品质较好。 Economies of scale that the specialization produces. 专业化产生的经济比 Increased flexibility, reduced risks, decreased capital requirements.

战略管理理论(英文)

Follow this Learning Outline as you read and study this chapter.
The Importance of Strategic Management
ØDefine strategic management, strategy, and business model.
8–11
Strategic Management Process (cont’d)
• Step 3: Doing an internal analysis
➢ Assessing organizational resources, capabilities, and activities:
❖ Strengths create value for the customer and strengthen the competitive position of the firm.
ØExplain why strategic management is important.
The Strategic Management Process
ØList the six steps in the strategic management process. ØDescribe what managers do during external and internal
➢ Goals: the foundation for further planning
❖ Measurable performance targets
• Step 2: Doing an external analysis
➢ The environmental scanning of specific and general environments

Strategic Management Process战略管理课件

1，低成本或者说成本领先（cost leadership）战略；
2，差异化（differentiation）战略；
3，集中化或者说聚焦（focusing）战略。
此外，在显著不同的产业发展阶段上，可供选择的战略方案亦不同。例如：
处于萌芽期、胎期的产业，建立先占优势（first mover advantage）的必要性和可能性；在成熟期产业里，市场警讯（market signaling）、价格领导、维持竞争优势的产品差异化等战略。
内部环境分，探索竞争优势的来源，特别是能够产生竞争优势的资源（resources）和潜能（capabilities）,以及特异能力(distinctive
competencies)
SWOT分析的目的在于寻找能够使公司的资源与潜能可以和所处市场环境相吻合（fit,match or align）的战略。易言之，经由SWOT分析所产生的战略方案，应该是建立在公司的优势之上，充分利用机会，避免劣势，对抗威胁。
structure
战略执行组织结构与战略控制
设计： Control system
战略管理程序由两大部分组成，即：
1，战略的形成 2，战略的执行
Strategy formulation 战略形成
使命：说明组织存在的理由，界定组织营运的范围，即组织应从事何种事业。
主要目标：明确指出组织所希望达成的长期目标。营利组织多以层级目标的方式来运作。如General Electric公司在Jack Welch执政时期，将“股东财富极大化” 摆在最高层，在目标层级的第二层上是
1，多国本土化（multidomestic）战略； 2, 国际化（international）战略；

Chapter 2(中英完整版)

机会指那些能帮助企业获得竞争优势的总体环境条件。机会指那些能帮助企业获得竞争优势的总体环境条件。 Threat
General environment condition that may hinder a company's efforts to achieve strategic competitiveness
Competitor Environment
Gives details about
A firm’s direct and indirect competitors The competitive dynamics expected to impact a firm's efforts to generate above-average returns
威胁指那些会妨碍企业获得竞争优势的环境条件。威胁指那些会妨碍企业获得竞争优势的环境条件。
12
External Environment Analysis
Scanning 搜索——总体环境各方面的研究总体环境各方面的研究搜索 Monitoring
(Cont’d)
4 components of External Environment
7
The External Environment
经济
人口
社会文化
政策技术
全球化
8
External Environment: General, Industry and Competitor
Industry Environment
(Cont’d)
行业环境
Set of factors directly influencing
11
External Environment Analysis

人力资源管理(英语)-教学大纲

Human Resource ManagementCourse Code：050232BCourse Name：Human Resource ManagementPeriods：32Credits：2Name(s) of academic staff：Wei Hua-yingPreparatory Courses：Learning outcomes(1)Define the roles and activities of a company's human resource managementfunction.(2)Discuss how to strategically plan for the human resources needed to meetorganizational goals and objectives.(3)Define the process of job analysis and discuss its importance as a foundationfor human resource management practice.(4)Compare and contrast methods used for selection and placement of humanresources.(5)Describe the steps required to analyze, develop, implement, and evaluate anemployee training program.(6)Identify and explain the issues involved in establishing compensationsystems.(7)Identify how new technology, such as digital and social media, is influencinghuman resource management.(8)Discuss what companies should do to compete in the global marketplace.(9)Identify the importance of the process of human resource managementfunctions in small businesses and entrepreneurial firms.Course DescriptionThis course is an introduction to the human resource management (HRM) function and related elements and activities to examine the role of the human resource professional as a strategic partner in managing today’s organizations. Key functions such as recruitment, selection, development, performance management, appraisal, retention, compensation, and labor relations are examined. Implications of the legal and global environments are examined and current issues such as employee engagement and employee health and safety are analyzed. Emphasis is placed on the modern day importance of HRM at the corporate level as well as the importance ofHRM in small businesses and entrepreneurial firms.●Mode of deliveryLecture and Tutorial.●Content outline of the subject and learning time per topicLecture OutlineChapter 1 Introduction to Human Resource Management （1）What Is Human Resource Management?（2）The Trends Shaping Human Resource Management （3）Today’s New Human Resource Management（4）The New Human Resource Manager（5）The Plan of This Book（6）Chapter Contents Overview（7）The Topics Are InterrelatedChapter 2 Equal Opportunity and the Law（1）Equal Opportunity Laws Enacted From 1964 to 1991（2）The Laws Enacted from 1991 to the Present（3）Defenses Against Discrimination Allegations（4）The EEOC Enforcement Process（5）Diversity ManagementChapter 3 Human Resource Management Strategy and Analysis（1）The Strategic Management Process（2）Types of Strategies（3）Strategic Human Resource Management（4）HR Metrics, and Benchmarking, and Data Analytics（5）High-Performance Work Systems（6）Employee Engagement Guide for Managers: Employee Engagement and Performance.Chapter 4Job Analysis and the Talent Management Process（1）The Talent Management Process（2）The Basics of Job Analysis（3）Methods for Collecting Job Analysis Information（4）Writing Job Descriptions（5）Writing Job Specifications（6）Employee Engagement Guide for Managers（7）Using Competencies ModelsChapter 5 Personnel Planning and Recruiting（1）Workforce Planning and Forecasting（2）Why Effective Recruiting Is Important（3）Internal Sources of Candidates（4）Employee Engagement Guide for Managers（5）Outside Sources of Candidates（6）Recruiting a More Diverse Workforce（7）Developing and Using Application FormsChapter 6Employee Testing and Selection（1）Why Employee Selection Is Important（2）The Basics of Testing and Selecting Employees（3）Types of Tests（4）Work Samples and Simulations（5）Background Investigations and Other Selection MethodsChapter 7Interviewing Candidates（1）Basic Types of Interviews（2）Avoiding Errors That Can Undermine an Interview’s Usefulness （3）How to Design and Conduct the Effective Interview（4）Employee Engagement Guide for Managers（5）Developing and Extending the Job OfferChapter 8Training and Developing Employees（1）Orienting and Onboarding New Employees（2）Employee Engagement Guide for Managers: Onboarding at Toyota （3）Overview of the Training Process（4）Implementing the Training Program（5）Implementing Management Development Programs（6）Managing Organizational Change Programs（7）Evaluating the Training EffortChapter 9Performance Management and Appraisal（1）Basics of Performance Appraisal（2）Techniques for Appraising Performance（3）Dealing with Rater Error Appraisal Problems（4）Managing the Appraisal Interview（5）Employee Engagement Guide for Managers（6）Performance ManagementChapter 10Managing Careers and Retention（1）Career Management（2）Employee Engagement Guide for Managers（3）Managing Employee Turnover and Retention（4）Employee Life-Cycle Career Management（5）Managing DismissalsChapter 11Establishing Strategic Pay Plans（1）Basic Factors in Determining Pay Rates（2）Job Evaluation Methods（3）How to Create A Market-Competitive Pay Plan（4）Pricing Managerial and Professional Jobs（5）Contemporary Topics in Compensation（6）Employee Engagement Guide For ManagersChapter 12Pay for Performance and Financial Incentives（1）Money’s Role in Motivation（2）Individual Employee Incentive and Recognition Programs（3）Incentives for Salespeople（4）Incentives for Managers and Executives（5）Team and Organization-Wide Incentive Plans（6）Employee Engagement Guide for ManagersChapter 13Benefits and Services（1）Introduction: The Benefits Picture Today（2）Pay for Time Not Worked（3）Insurance Benefits（4）Retirement Benefits（5）Personal Services and Family-Friendly Benefits（6）Flexible Benefits Programs（7）Employee Engagement Guide For ManagersChapter 14Building Positive Employee Relations（1）What is Employee Relations?（2）Employee Relations Programs For Bu ilding And Maintaining Positive Employee Relations（3）The Ethical Organization（4）Managing Employee Discipline（5）Employee Engagement Guide For ManagersChapter 15Labor Relations and Collective Bargaining（1）The Labor Movement（2）Unions And The Law（3）The Union Drive and Election（4）The Collective Bargaining Process（5）Dealing With Disputes And Grievances（6）The Union Movement Today And TomorrowChapter 16Safety, Health, and Risk Management（1）Introduction: Safety and the Manager（2）Manger’s Briefing on Occupational Safety Law（3）What Causes Accidents?（4）How to Prevent Accidents（5）Employee Engagement Guide for Managers（6）Workplace Health Hazards: Problems and Remedies（7）Occupational Security and Risk ManagementChapter 17Managing Global Human Resources（1）The Manager’s Global Challenge（2）Adapting Human Resource Activities to Intercountry Differences （3）Staffing the Global Organization（4）Training and Maintaining Employees Abroad（5）Employee Engagement Guide for Managers（6）Managing HR Locally: How to Put into Practice a Global HR SystemChapter 18Managing Human Resources in Small and Entrepreneurial Firms （1）The Small Business Challenge（2）Using Internet and Government Tools to Support the HR Effort（3）Leveraging Small Size with Familiarity, Flexibility, Fairness and Informality（4）Using Professional Employer Organizations（5）Managing HR Systems, Procedures, and Paperwork●Assessment：Final Examination 60%; Attendance 20%; Group Assignment 20%.●ReferencesMain references:Gary Dessler (2016) Human Resource Management, 15th Edition, London: Pearson。