Managing People & Performance Essay

This date seeks to holistically analyse the precise passel issues which impact the rearive doing of a Maltese sea passenger and vehicle service alliance, namely Gozo guide Comp whatever Limited. The main(prenominal) area of concern has been loftylighted to be emanating finished miss of strategic antenna indoors Gozo Channels HRM, more so on that efflorescence is no alignment amid the companionships pipeline outline and HR outline. Throughout, this inscription exit seek spic-and-span recommendations through and through various worry methodologies on how to all overcome the barriers and issues which are feigning populates per getance.The first indi stomacht of this document explains what are the reasons which ultimately affect the executeance of Gozo Channels employees and review of twain the external and indispensable condition are explored, therefore let oning what the critical issues are.Part devil of this document dissimilariates out the acti on devise of what is mandatory to overcome much(prenominal) barriers and utilise different pre tiltings acquired and researched from the Managing People and cracking punishment module, a detailed plan is set up to tackle each(prenominal) and constantlyy area effecting the cognitive operation of employees.The elective pathway throughout this assignment is cerebrate on High performing Teams and champion major detailor being proposed with justification is motivation.The conclusive verbal expression concentrates on achieving a palpate of evolution non a feel of revolution inwardly Gozo Channel, in terms of a sound recruitment dodge, educate and maturation.1.INTRODUCTIONGozo Channel Company Limited is a government entity which for over thirty years has been providing sea ferry- apotheosis for both(prenominal) vehicles and passengers mingled with the island of Gozo and the main island of Malta. Although it operates the life- railroad tie between the two islands in a m onopolistic environment, heart and soul without direct competition, in 2004 the government had to issue a call for a Public function Obligation , according to the European Union channelizeation law, which basically is an arranging in which a governing body or other agency offers an auction for subsidies, permit the winning company a monopoly to operate a specified service of public transport for a specified degree of time for the given premium (Wikipedia, 2009)1.1.THE IMPACT OF THE PUBLIC SERVICE arrangement ON GOZO CHANNELS HR OBJECTIVES Initially in 2004, the transport authority awarded a 6 year PSO contract to GC on the groundwork of its provisions, resources and standards (fleet, clement resources, experience and infrastructure). At that time the company was awarded an yearbook subsidy of approximately 4 million.This subsidy as rise up as the r pointue generated along with the various cost cutting exercises, resulted in re on-going yearly profits, which in effect m eant that the company seemed to be on the honest 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 melodic phrase of unbelief among company employees, causing all sorts of speculation. It was the first time that the company had to grapple for its bread and thatter and speculative pressures forced GC in submitting an annual offer of approximately 800k to contain continuity. This drastic decrease in subsidy requires a holistic review in GCs melodic phrase strategy exclusively more significantly the HR strategy has to be neatly reorient to meet its objectives.1.2.MY ROLE at heart THE COMPANYAs chari tabular array Resources and ICT Manager, analysing both the external and infixed context of GC is alert to escort the moderate review of its flow rate serve upes, policies and human resource capital. My qua lity is to delay that the HR strategy is parallel with the companys profession strategy and more significantly ensure that all employees are nurtured, move and happy to support much(prenominal) strategy, thus ensuring that GC move onwards in one strategic direction.2.CRITICAL content2.1.INTERNAL AND EXTERNAL FACTORS OF THE CRITICAL ISSUEBeing a government entity the company has to deal with multiple socio- semipolitical pressures, oddly 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 postulate 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 approach as mentioned in paragraph 1.1, I bedevil to prize both the external and internal context to conk out witness the forces sustaining the critical issue.2.1.1.EXTERNAL semipolitical FACTOR SGCs wag of directors are all political appointees and their strategy and vision is circumscribed by the government in administration. Bearing in mind that each administration normally enjoys a term of 5 years, the business strategy varies every time which in encumbrance deters continuity.2.1.2.INTERNAL policy-making FACTORSMoreover the majority of GCs employees experience been politically hand-picked, meaning they were not employed on the basis of skill and/or virtuousness but on unspottedly nepotism. These two incidentors form an integral post of the companys critical issue and though they are ground on different levels of the companys structural hierarchy, the source is the akin i.e. Political.2.1.3.EXTERNAL ECONOMIC FACTORSGC currently has 214 employees, of which approximately 80% reside on the island of Gozo and since its inception GC has been always regarded as a leaders employer, providing the ever needed employment boost to Gozitans . According to the latest st atistical needive information gathered from the National Statistics Office (May 2013) Gozo has a rate of 10.6% of the overall registered lazy and with limited employment opportunities in Gozo, many Gozitans seek employment alternatives in Malta. Being a government entity alike means that the trade fraternitys have their fair share of influence on the external economic context in terms of collective bargaining and legislation, such(prenominal) as Family strong-disposed Measures , COLA etc.2.1.4.INTERNAL CULTURAL FACTOROne of Maltas leading trade 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 three sections namely, Seaborne Officers, General Staff and root Managers. GC together with UHM negotiates collective agreements which stipulate policies, procedural agreements and regulate grades and correct structures.This soused and rigid systematic approach intert wined with a unionised culture, with a rugged byplay for life mentality spreading from top to bottom, restricts the re place caution concept of the company. This is provided attested through the low employee turnover deep down GC, which is practically zero and but attributable to natural wastage .2.1.5.TECHNOLOGY FACTOR nowadayss market offers an array of Human Resources centering Systems which are systems and fulfiles that spoil HRM and Information Technology. Although GC has invested in HRMS comprising of the following two packages payroll, time and attendance, there is escape of a proper Human Resources package that allows ease of advance for surgical procedure appraisals, benefits administration, recruiting and learning oversight, surgical operation records, scheduling, absence commission and analytics.2.2.HUMAN RESOURCES accountability WITHIN GOZO CHANNELCoupled with the main factors mentioned above, GCs HR has a specialist approach leaning towards a personnel division role earlier than that of the more dynamic and strategic role of HRM . Guest (1987) identifies the differences between Personnel and HRM as shown in Table 1 below.PersonnelHRMTime and readyingShort-term, reactivead hoc marginalLong-term, proactive, strategic, integratedPsychological contract ComplianceCommitmentControl SystemsExternalSelf-controlEmployee RelationsPluralist, collective, low perpetrateUnitarist, mortal, high gear trustStructures and systemsBureaucratic/mechanistic, centralised, formalOrganic, devolved, flexibleRolesSpecialist/professionalLargely integrated into line forethoughtEvaluation criteriaCost minimisationMaximum utilisation (human plus accounting) Table 1 The differences between personnel and human resource warinessThe traits listed by Guest (1987) under Personnel, are parallel to GCs HR functions and the drawbacks are get ahead highlighted in Gratton and Truss (2003) three-d good deal strategy precedent whereby GCs placement is weak b oth in the vertical and horizontal alignment.Figure 1 Gratton & Truss (2003) The three-dimensional large spell strategyThe HR department has no influence on GCs strategy and the functions are merely day-to-day administrative matters relating to staff driven by rigidprocedures which have little observable relationship with at presents realities hence the alignment in the mere tactics speak position in the Gratton & Truss (2003) three-dimensional pack strategy mold as depicted figure 1.2.3. counsel AND COMPANY anatomical structureThis omit of strategic approach is besides compounded by the fact that GC has no Chief Executive. Furthermore there is omit of leadership throughout the management team and mass management seems to be rivet on the HR department only, rather than integrated throughout the full management structure.2.3.1.STRUCTUREThe company is currently driven by 4 department heads namely, Operations, Commercial, Human Resources and Finance, and although the struc ture is flat and ideal, there is lack of cohesion between them and each department is individually driven towards its own goals.2.3.2.MANAGEMENT PHILOSOPHYSumantra Goshal (2004) refers to the fall of Enron and explains how Andrew Fatsows (former Chief Finance Officer of Enron) designed Enrons management system around a firm faith that employees pursued only their own self-interest quoting Fatsows philosophy that You must allow people to eat what they huntonly then entrust they hunt well Although the context of Enron is not related to GCs context, it does show that when you edit out the companys goals and pursue individualistic targets the results lead to disastrous consequences.2.3.3.PEOPLE MANAGEMENTLack of leadership and people management is mound to the fact that Line Managers tend to shirk such righteousness, but more so the main factor is lack of ability, hence the staffing issue mentioned in paragraph 2.1.2.2.4.POLICIES & PROCEDURESGC has an SMS manual containing specific management 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 communication between GCs management and critical feedback, which is brought up during internal audits, management reviews, cam stroke reports, etc., is not argueed and analysed correctly. so the planning and implementation process of the ISM one shot 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 maritime legislation. Therefore there is no manpower flow and no training strategy, albeit the occasional of course organised ad hoc or as r equired.2.6.COMMUNICATION SYSTEMSThe downward process is non- costent 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- individual(prenominal) 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 plant life within his own castle rather than in teams a scenario where no one seems to share information.3.ACTION AND IMPLEMENTATION PLANHaving analysed the critical issue in the first part of this document, the tasks ahead have been actualisely lined. I have set out a plan to channelise the mind-set of the current HRM system. This plan tackles 4 critical areas which are highlighted further on in section 3. The table below illustrates GCs action plan showing the timescales for the impleme ntation of each critical area.Critical IssueTime Frame externaliseImplementationReview3.1 HRM outlineBeginning of beginning(a) QuarterEnd of 1st QuarterYearly3.2 HR Function and People ManagementBeginning of 2nd 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 Action Plan3.1.HRM STRATEGY TYPEIt is noticeable that GCs HR strategy is not line up with its argument strategy not to mention that the last mentioned is in essence un put across collect to the evaporable 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 poser adapted from Higgs, in Rees & McBain (2004) ensures that GCs business strategy is aligned with its people management policies and practices. On th e basis of the issues mentioned in section 2, GC requires three types of HR strategies as delineated by Higgs,M (2004) cost strategy, ability strategy and commitment strategy.Figure 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 possible level of man power cost.3.1.2.CAPABILITY STRATEGYParallel to this, GC has to also be strategically aligned to ensure that employees are nurtured, trained and prompt to cater for future day potential 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 changing the mind-set of the HR function from a specialist role to a strategic role. It is natural that all Heads of Department, Line Managers and M asters are fully responsible for people management and share this responsibility.This way a greater emphasis pass on be put on these roles to become the implementers of the HR policies and thus it is irresponsible 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 winn, thus taking ownership of their problems, bring them finisher to employees by helping them better understand the pressures they are facing, gives them a backbone of empowerment and helps them to improve as managers by understanding better the processes and their position within GC.In launch to implement this change in the managements compute ethic, it is essential that all those involved in managing people undergo training in the EIRA legislation, leadership skills and more seriously making them aware of GCs policies, regulations and processes.3.3.ENHA NCING THE PERFORMANCE OF HUMAN jacket crownGratton & Ghosal (2003) define human capital as an umbrella term comprising the in splitectual, wound 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 evolution its human capital and at the same time enhance their deed to a high level of output. The Bathpeople and performance model by Purcell et al (2003) is the perfect model to adapt in point to discover High Performance from employees.Utilising the best abilities and skills of each employee as well as motivating them through various incentives such as pay incentives, promotions & training and also by giving employees an opportunity to participate 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 to take a pro-active approach from the entry level of each individual and form a process based on a risk-based approach to assure historical events and future plans. The guidelines for such action should be based on cycle as shown below in figure 4. This way each individual employee will be monitored in an efficacious way and trained according to his/her competence necessarily, therefore 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 option policy in place which works severally and politically free from external or internal interference. Jackson and Schuler (2000) define the terms recruitment and selection as Recruitment involves searching and obtaining satisfactory job candidates i n such numbers that the organisation can select the most appropriate person to fill its need and Selection is the process of obtaining and using information about job applicants in coiffure 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 Planning by Armstrong (2006) shown in figure 6 below. This model identifies tetrad cite stages business strategic plan, resourcing strategy, demand or supply forecasting and human resources plans, which in effect kni ts 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 Training and Development arguing that unless attention is paid to all vi dimensions shown in the figure, then the quality of training and development 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 developing 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 assistance 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 recitation 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 mainly through lack of interest from students to pursue such a career. This was further tarnished by the fact that the maritime authority failed to licence the Higher National Diploma in Marine 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 authorities concerned and by ensuring that the maritime authority and MCAST provide endor sed 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 put in the future of human capital becoming 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 acknowledge recompense 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 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 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 PyramidPorter 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 theory defines satisfaction as the main contributor to motivation it does not insure 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 effects 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 agreement 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) id entifies 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 eyepatch 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 similar 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 motif (factors of satisfaction) and claims that unless you eliminate the employees dissatisfaction/s and moreover help him overcome such dissatisfaction/s you can neer 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 closing 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, and 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 are aligned to its vision and strategy, an ideal s trategic system is the dimension add-in 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 wit as The balanced scorecard retains traditional financial measures.But financial measures tell the story of past events, an comely 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 maneuver 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 be intertwined with the four core areas, namely Financi al, Internal Business, Innovation & Learning, and Customer.3.4.2.KEY PERFORMANCE INDICATORSThe Balance visiting card Kaplan R S and Norton D P (1992) will also modify GCs HRM to develop its KPI. For example absenteeism can be strategically measured to evaluate 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 either through KPI, incident reports, customer feedback and employee feedback.Moreover processes may be amended to incorporate new legislation and perhaps to evaluate whether th e 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 fitly to achieve a high output of performance. As clearly be 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 winning employees, effective decision-making, open and clear communication thus ensuring that employees use effective communication methods and channels, valued 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, mutual 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 heighten bonds between employees, and a domineering 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 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 lacking 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 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 aline 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. wherefore the ac tion plan mentioned in section 3 has to be strictly adhered to, in order to change GCs direction which is easily 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 plaza faculty Notes Adams (1965) Equity Theory Henley Business School, MPP Core mental faculty Notes, pp96 and further cited http//www.mindtools.com/pages/article/newLDR_96.htm Briscoe, D.R (1995) International Human Resources Management. Prentice house Guest, D.E. (1987)Human resource management and industrial relations, Journal of Management Studies 24(5), pp. 503-521 Gratton, L & Truss, C (2003) Th e 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 Publishing 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) apply the Balanced Scorecard as a strategical Manage ment 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 Model cited in Henley Business School, Blackboard Learn, MPP Module & Key Resources Maslow, A (1954) Motivation and Personality. New York Harper Row cited in Henley Business School, MPP Core Module Notes, p92 NSO Register Unemployedhttp//www.nso.gov.mt/statdoc/document_file.aspx?id=3631Porter, LW, Bigley, GA & Steers, RM (2003) Motivation and Work Behaviour, 7th 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 marry Unlocking the Black Box. Chartered Institute of Personnel and Development