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Vol. 1

International Journal of Human Resources Development and Management

2004 Vol. 4 No. 3

 

PagesTitle and authors
223-234Do ''innovative'' Human Resource Management practices lead to enhanced performance in public organisations?
Julian S. Gould-Williams, Fiona Davies
DOI: 10.1504/IJHRDM.2004.004767

235-255Management and the human resource function: a model based on social systems theory
Jai Ghorpade
DOI: 10.1504/IJHRDM.2004.004768

256-266Mapping human capital and organisational competitive advantage: a case study of European learning organisations
Patricia Ordonez de Pablos
DOI: 10.1504/IJHRDM.2004.004769

267-287Maintaining work motivation during organisational change
Fred Storseth
DOI: 10.1504/IJHRDM.2004.004770

288-296Contemporary analyses of the model employer: is there a new ideal?
Stephen Gibb
DOI: 10.1504/IJHRDM.2004.004771

297-311Values, culture and organisation: the relevance
Sumita Rai
DOI: 10.1504/IJHRDM.2004.004772

312-322The cost of not training
Anil Mital, Anoop Desai, Anubhav Mital, Anand Subramanian
DOI: 10.1504/IJHRDM.2004.004773

323-334Synergies from the human resource management literature and the resources and capacities theory of the firm: implications for management
Patricia Ordonez de Pablos
DOI: 10.1504/IJHRDM.2004.004774