As the concept of human resources management gained acceptance in organisations, the concept itself was subjected to intensive review and development. One result was the proposition that human resource management should be subjected to the strategic planning and management process. This proposition led quickly to a second proposition that an effective human resources strategy could provide an organisation with a competitive advantage (Hill and Stewart, 2000).
Paton, R., and Foot, J. (2000). "Nonprofit's Use of Awards to Improve and Demonstrate Performance: Valuable Discipline or Burdensome Formalities"? Voluntas, 11 (December), 321-345.
Commons, P. K. (2003). "The Contribution of Inspection, Self-assessment, Investors in People and the Inclusive Learning Quality Initiative to Improving Quality in Further Education Sector Colleges: An Initial Exploration". Journal of Further & Higher Education, 27 (February), 27-46.
Atkinson, P. E. (1998). Creating Culture Change: The Key to Successful Total Quality Management. 3rd ed. San Diego, California: Pfeiffer & Company.
Bell, E., Taylor, S., and Thorpe, R. (2002b). "Organisational Differentiation through Badging: Investors in People and the Value of the Sign". Journal of Management Studies, 39 (December), 1071-1085.
Sels, L. (2002). "'More Is Not Necessarily Better': The Relationship between the Quantity and Quality of Training Efforts". International Journal of Human Resource Management, 13 (December), 1279-1298.
IIP Links to Organisational Learning and Continuous Development