International Journal of Human Resources Development and Management

2004 Vol. 4 No. 3

Pages	Title and authors
223-234	Do ''innovative'' Human Resource Management practices lead to enhanced performance in public organisations? Julian S. Gould-Williams, Fiona Davies DOI: 10.1504/IJHRDM.2004.004767
235-255	Management and the human resource function: a model based on social systems theory Jai Ghorpade DOI: 10.1504/IJHRDM.2004.004768
256-266	Mapping human capital and organisational competitive advantage: a case study of European learning organisations Patricia Ordonez de Pablos DOI: 10.1504/IJHRDM.2004.004769
267-287	Maintaining work motivation during organisational change Fred Storseth DOI: 10.1504/IJHRDM.2004.004770
288-296	Contemporary analyses of the model employer: is there a new ideal? Stephen Gibb DOI: 10.1504/IJHRDM.2004.004771
297-311	Values, culture and organisation: the relevance Sumita Rai DOI: 10.1504/IJHRDM.2004.004772
312-322	The cost of not training Anil Mital, Anoop Desai, Anubhav Mital, Anand Subramanian DOI: 10.1504/IJHRDM.2004.004773
323-334	Synergies 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