Clear, J. (2018). Atomic Habits: tiny changes, remarkable results: an easy & proven way to build good habits & break bad ones. New York [New York], Avery, an imprint of Penguin Random House. $14.99 ISBN-10: 0735211299 ISBN-13: 978-0735211292
James Clear’s Atomic Habits is a non-fiction publication within the self-help genre, intended for any reader interested in forming new routines to promote continuous personal growth. The book covers four major laws of behavior modification as well as many examples of how the laws can be practically applied to make optimal habits easier to sustain. The author shows the work of successful individuals and teams of people to illustrate the power of each law as they are utilized to produce exceptional results. The book has twenty chapters, organized in a consistent pattern to make the content readily digestible. For instance, a law is first introduced and described in detail, then a real-world application follows to give further context.
Mr. Clear’s book is commendable because it delivers complex, scientific information in a way that is easy to understand and relate to. The work effectively argues that even the smallest improvements to daily behaviors can lead to extreme levels of success over time.
A great self-help book will serve as a roadmap for readers, setting them on the path to personal achievement. Atomic Habits is no exception, as it provides the fundamental knowledge and actionable steps readers need to take control of their behavior. Furthermore, the author is highly qualified to speak on this topic as he is an expert in personal development and behavior change.
James Clear is a highly influential writer and speaker with millions of subscribers and weekly listeners worldwide. While playing baseball in high school, Mr. Clear was accidentally struck in the face with a baseball bat and suffered a traumatic brain injury that sent him into a coma. In his best-selling book, Atomic Habits, Mr. Clear explains how this injury compromised his memory and forced him to relearn many basic behaviors and lifestyle habits. Throughout the long and arduous process of starting over, he was able to construct what he calls an “operating model for habits” that anyone can gain value from. Now, Mr. Clear is regarded as an expert in habit formation, as he has made significant contributions to the self-help genre and collected volumes of scientific research to support his lived experience.
Mr. Clear begins his book by educating us on what exactly “atomic habits” are, and how we form them. He explains that atomic habits are small, repeated actions (or lack thereof) that accumulate frequently and manifest into larger consequences over time. He immediately wants us to understand that long-term success is not the result of one-time efforts, but rather the culmination of micro-improvements to our repeated behaviors. With this premise in mind, Mr. Clear goes on to unpack the four laws of behavior change, which are fundamental principles that help us build good habits and break bad ones. He also introduces the concept of identity-based behavior change, which ties an individual’s self-perception into their daily habits and creates a more powerful incentive to start or maintain a habit. Finally, Mr. Clear provides productivity recommendations such as environmental redesign, which can help us to make better choices by removing distractions and temptations from our homes and offices.
The title Atomic Habits is quite clever as it foreshadows one of the major themes presented in the work. The premise is that atoms are the smallest units of a given system, and the author wants his readers to focus on the smallest improvements they can make to the habits they are trying to build. In many cases, subconscious habits are small, low-energy inputs that influence the broader trajectory of a person’s life as they accumulate over time. In order to make positive adjustments to this trajectory, the author argues, one must take control of and master the atomic habits first. The logic here is that just a 1% improvement each day is all it takes since the progress compounds into massive changes later down the road. The title is also interesting because it wraps in a scientific appeal since the word “atomic” is typically only used in the context of physics or chemistry. This subtle connection gives potential readers a clue that the contents of the book are evidence-based, which is an accurate assumption as the author does support his claims with legitimate research findings.
After establishing the concept of compounding habits, the author delves into the four laws of behavior change to illustrate how everyday people can take advantage of their internal dopamine-driven reward system. The four laws (cue, craving, response, reward) are inspired by B.F Skinner’s operant conditioning theory and Charles Duhigg’s habit loop model. Mr. Clear uses these findings from behavioral psychology to teach us that habits are influenced by catalysts (cues) and reinforcements (rewards). According to the research, “behaviors can be controlled or modified by manipulating external stimuli such as reinforcements and punishments on the subject” (Skinner, B.F., 1953). Rather than relying on a person’s internal motivation to accomplish goals, the author wants us to see that external rewards are more powerful since they condition the brain to associate the routine with a positive outcome. Moreover, adding repetition to this process “strengthens the feedback loop over time, making the habit less conscious and more automatic” (Duhigg, C., 2012). All of this is to say that if we can reduce the personal willpower and mental friction associated with completing a task, the formation of good habits becomes much easier, and better results will follow.
I am of the opinion that Atomic Habits by James Clear is a must-read for anyone serious about making positive changes in their life. In my view, Atomic Habits offers so much actionable advice that it should be well-positioned to become a modern classic in the self-help category. Whether you are looking for better health, greater productivity, or just fantastic personal growth, this book is right for you. James Clear is a straightforward and pragmatic writer who has distilled years of scientific discovery into a simple blueprint for success through daily habits. Atomic Habits is a masterful collection of stories, anecdotes, and research that gives readers a sense of what it takes to achieve their goals intelligently and efficiently.
What makes Atomic Habits truly unique is its emphasis on tiny, identity-based changes. Rather than just setting goals as we typically do, Mr. Clear challenges us to define the new type of person that we aspire to be. This reframing of the mindset gives habit formation a deeper meaning and also increases the odds of sustainability. When you change your perspective from “I want to eat healthier” to “I am a healthy person who eats healthy foods,” you become psychologically invested in that behavior, since it links directly to your identity and what you stand for as a person. Since reading the book, I have applied this strategy and others to make positive, incremental changes in my own lifestyle choices. Thanks to the insights from Atomic Habits, I have been able to maximize the impact of my efforts, and I believe millions of other people can also benefit from the book in the same way.
Duhigg, C. (2012). The Power of Habit: Why We Do What We Do in Life and Business. New York: Random House.
Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press.
Nick DiResta is a human resources professional and doctoral candidate at Winona State University. As an academic, Nick actively researches best practices in the field of learning and development, which includes productivity techniques and positive habit formation. He aims to leverage the insights from Atomic Habits to become a more effective practitioner and produce outstanding results for the individuals he serves.
Position Paper by Nick DiResta, MBA
Doctor of Education Program at Winona State University
EDUO 803: Multiple Perspectives
Each year, millions of Americans spend enormous amounts of their time, energy, and money pursuing a higher education. Organizations that track these figures say that “the average recent cost for a year of college at a four-year school in the US– including tuition and fees, on-campus room and board, books, supplies and other expenses – is roughly $38,270, or about $153,000 over four years” (Welding, L., 2024). As high as those numbers seem to be on their own, many reports do not even properly consider the additional opportunity cost of lost wages while students attend classes, complete homework assignments, and participate in extra-curricular activities. Such exorbitant sacrifice in the name of education has prompted economists to question why so many people believe that obtaining a degree is still worthwhile under these conditions. Over time, highly accomplished authors have articulated two competing theories that aim to show what the compelling benefits of education are and where they come from. This paper argues that the signaling model of education better explains the rationale for completing a college degree over the human capital model.
Initially made famous by economist Michael Spence in his 1973 publication Job Market Signaling, the signaling model proposes that acquiring advanced levels of education is valuable because it allows individuals to convey their unobserved abilities (such as intelligence, discipline, and conformity to social norms) towards employers in the labor market (Spence, 1973). In Spence’s model, the financial return on investment provided by a college diploma is not fully represented by new job skills acquired within university classrooms. On the contrary, signaling states that employers are willing to pay more for graduates because they are a safer bet due to the implied characteristics they possess, which allowed them to graduate from school in the first place.
Economics professor and author Dr. Bryan Caplan expands on Spence’s theory by introducing research on what he calls the “sheepskin effect.” In his best-selling book, The Case Against Education, Dr. Caplan explains that the major benefits of a college education only appear after the student crosses the finish line and receives their paper diploma (previously printed on actual sheepskin). This phenomenon fits into the signaling model because it highlights the fact that a college degree can significantly increase an individual’s earning potential and job prospects, even if the education itself doesn’t fully align with the job. Dr. Caplan demonstrates the sheepskin effect by presenting examples of two students – one who successfully graduated with a bachelor’s degree and one who failed to graduate due to missing only one credit. He shows that not completing a degree – even if a student is only one credit short – has a significant impact on labor market outcomes. In this scenario, both students gain similar levels of knowledge and skills from four years of coursework, but the one who successfully jumps through the final hoop is far more likely to earn higher wages and find more job opportunities (Caplan, 2018). The rationale here is that failing to graduate sends a negative signal in the labor market, implying that the student was unable or unwilling to meet every requirement of their long-term commitment. This discrepancy in outcomes strongly suggests that the primary value of a degree comes from the acquisition of a costly credential and not from the content or knowledge absorbed in the process. The signaling model logically explains why individuals are willing to bear the cost of attending college, as the credentials earned will separate them from other job seekers and improve their economic outlook to a greater extent.
Those who disagree with the assertions made by the signaling model often subscribe to an opposing economic theory known as the human capital model of education. Brought to the mainstream by economist Gary Becker, the human capital model suggests that education is useful for boosting the marginal productivity of workers in the labor market. Becker (1975) argues that individuals who invest more in their education become more productive because they accrue greater levels of human capital in the process. Just as a corporation invests in physical capital like machinery to increase output, investing in education augments an individual’s usefulness by upgrading their skills and knowledge. Using this same logic, Becker applies human capital theory to the practice of on-the-job training. He claims that employees who receive such an investment from their employer actually do become more efficient in the workplace compared to peers who do not build additional specialized skillsets. Interestingly, Becker does concede that the individual should successfully graduate from the degree program or training schedule to realize the maximum benefits of increased human capital. Moreover, his research found that college graduates were more likely to receive additional on-the-job training compared to their non-credentialed counterparts. This particular distinction weakens the argument for human capital theory because it provides evidence that the signaling effect of credentials is prevalent and gives employers a clue as to which employees are worthy of extra investment in the first place.
Of the two preeminent economic theories of education, the signaling model offers a more compelling case for educational value than the human capital model. The signaling model recognizes that a college degree is a costly credential that denotes intelligence and conscientiousness to potential employers. The large discrepancy in earned wages between graduates and non-graduates – regardless of acquired skills or head knowledge – supports the premise that the signal a degree sends is more relevant than the content a degree holds. Moreover, the signaling model affirms that the higher costs and longer timeframes associated with college graduation positively correlate with the strength of the signal projected into the labor market. In aggregate, the signaling model of education provides a more logical framework for understanding the educational aspirations of American college students.
Becker, G. (1975). Human capital: A theoretical and empirical analysis, with special reference to education, second edition. National Bureau of Economic Research. Columbia University Press.
Caplan, B. (2018). The case against education: Why the education system is a waste of time and money. Princeton University Press.
Spence, M. (1973). Job market signaling. The Quarterly Journal of Economics, 87(3), 355–374.
Welding, L. (2024). Average cost of college: facts and statistics. BestColleges.com. https://www.bestcolleges.com/research/average-cost-of-college/
By Nick DiResta
MBA Program at Southern New Hampshire University
OL-600 Final
As the Director of Human Resources, it is my responsibility to develop effective talent acquisition strategies that will help our company fill the 30 current call center vacancies. Doing so will align with our organizational goals because we will then have sufficient human capital to fuel our expansion efforts throughout South Carolina, Tennessee, and India. To push the Talent Acquisition Plan into action, I will recommend both internal and external sourcing methodologies.
Research from Deloitte demonstrates that there are three effective practices for sourcing internal talent. First, we must “foster a culture of internal mobility” by prioritizing the employee experience and supporting employee growth into new positions that best fit their skills. Next, we must “cultivate an internal talent pool” by developing close relationships with our staff members to understand their ideal career trajectory within the firm. Lastly, it will be important to “fully integrate talent acquisition as a core vertical of the HR department going forward” (Erickson, R., & Moulton, D., 2018). The reasoning here is that the recognition and promotion of internal talent is one of the best opportunities to maximize the potential of an existing workforce and realize the full return on investment for each hiring decision. Furthermore, it is noted that high performing companies build up a “roster of employees with growth potential” and then “tap into their talent pool” to meet the demands of new business challenges.
With regards to external sourcing, I recommend injecting the ideals of transparency and authenticity into the marketing efforts of recruiters. For context, it is well documented that one of the most influential aspects of external talent acquisition is the “level of realism” that the recruiter incorporates into his/her messaging. Since the recruiter’s role is to attract candidates to fill openings, there is “some pressure to exaggerate the positive features of the vacancy while downplaying the negatives” (Noe, R., et al, 2023). The balance here is delicate, as applicants are sensitive to negative information, but they can also be skeptical or even misled by false pretenses if oversold on the position. A strategy that should be explored here is to conduct “realistic job previews” that tamper expectations and grant candidates an honest look at their potential future. If applicants are interested beyond this point, we can then discuss compensation plans and growth opportunities to round out the interview process. The rationale here is that honesty and realism up front can help lower the odds of mismatched expectations and filter out candidates that may be involved for the wrong reasons.
After the appropriate candidates are successfully onboarded, our next priority will be to promote their ongoing engagement and subsequent retention as employees of the firm. My Employee Engagement Plan is a strategic proposal designed to keep people interested in working for the company long-term and will ultimately increase retention rates across the board.
As supported by the research findings of Raymond Noe and his associates, my proposal is focused on the all-important metric of job satisfaction. The idea here is that “workers will feel more fulfilled if their position aligns with their internal values.” To this end, it will be important to find out those internal values by “investing time in our employees to discover what motivates them” (Noe, R., et al, 2023). Once our people understand that leadership has a vested interest in their personal success, they will feel more comfortable engaging with us and building a healthy culture. Going forward, our staff will be inclined to work harder and spend more of their career hours with us, knowing that their company is on their side. If management can maintain a cohort of employees with high job satisfaction, we can expect to experience lower turnover and higher productivity outcomes.
Similar to my prescription for employee engagement, the same level of investment and delayed gratification should be applied to our learning and development efforts at the company. My Learning and Development Plan is formulated to maximize worker potential by introducing training programs that aim to accelerate technical skill growth and increase the efficiency of our inputs vs. outputs.
My plan centers around the implementation of “continuous learning experiences” that promote the acquisition of important competencies coupled with ongoing feedback and support from department experts. The goal here is to institute learning as a core component of each job, so that we are constantly expanding the horizons and capabilities of our people. In addition to this, we will leverage a concept called “knowledge management” that will extend the reach and depth of our training efforts outward into other parts of the firm. According to Raymond Noe, knowledge management strategies are powerful because “more team leaders will be participating in the creation, sharing and usage of our propriety information” (Noe, R., et al, 2023). The primary result of The Learning and Development Plan will be a well-educated, empowered workforce that is able to teach and communicate functional skills beyond the initial training provided by the HR team.
A well-rounded human resources initiative would not be complete until the nuances of employee compensation are thoroughly considered. As defined by The Society for Human Resource Management, ‘total rewards’ is a “framework that outlines the comprehensive benefits given to employees who achieve specific business goals” (SHRM, 2023). With this blueprint in mind, my Total Rewards Plan offers solutions for the management of modern-day incentive structures.
The first objective here will be to evaluate the company’s current compensation offerings and judge them against the strongest competition in our industry. Next, we must have the HR team “work closely with senior managers to address any discrepancies that may be discovered.” Moreover, it will be important to carry out any new adjustments by reconciling budget constraints with our most pressing business demands. Once the new rewards packages are agreed upon and offered to our team, we will need to “audit their success by monitoring their performance in the face of ongoing market developments” (SHRM, 2023). Through the intelligent construction of total rewards, our firm will be well positioned to retain top talent and further expand our call center operations.
Another core competency of the Director of HR is to improve the work environment and help the organization meet its obligations with minimal complications. The way in which we accomplish this from an HR perspective is to set boundaries that define acceptable workplace behaviors which sustain a healthy community and culture. The merits of punitive vs. non-punitive disciplinary approaches will be considered for the purposes of modifying and influencing employee behaviors.
A punitive methodology will hinge on a cause-and-effect relationship whereby management may look to correct a problem by punishing a wrongdoer. An example of this theory in action is documented by the Tampa Electric suspension case where an employee “lost his temper and assaulted a coworker.” The punitive response was to “suspend the perpetrator for 13 days without pay, in an attempt to financially harm his family.” The exercise was ultimately unsuccessful, as the employee came back to work and committed a repeat offense only five months later. Subsequent research on the matter would conclude that punitive methods are ineffective because they “leave the worker freed of responsibility for future good performance and do little to make permanent behavioral adjustments” (Campbell, D., et al., 1985). Based on this evidence, we must look towards alternative methods to find lasting results.
Within the modern work environment, non-punitive approaches have gained popularity due to their progressive ideals and impressive performance as compared to punitive approaches. According to author Noelle Forseth, a proper non-punitive program is “nuanced and well informed by legal and ethical implications.” Clear communication and proactive involvement on the part of the employer is key to getting ahead of workplace conflicts before they happen. The plan for our organization will follow suit, with “documented discussions” taking place on a regular basis to record both positive and negative employee interactions. Furthermore, employees “must be reviewed and evaluated consistently, which is better than confronting problems only at the time of incident” (Forseth, N., 2023). Naturally, HR will be involved at each step, offering training and guidance on these matters to raise awareness and set standards. To this end, non-punitive approaches can offer solutions that positively impact employee relations and build a cohesive discipline structure for our organization to take advantage of.
To expand on our mission of protecting company interests while outpacing the competition, we will shift gears into a discussion of employee performance metrics. Moreover, a performance management system is a tool that will help us capture a remarkable return on our human capital by leveraging the resources we already possess.
The most immediate way that we can enhance our firm’s productivity is by introducing the concept of SMART goals into each department. According to The University of Pennsylvania, “incorporating SMART methods into managerial feedback can help an organization reach new operational standards for performance expectations.” Furthermore, giving workers “specific, measurable goals that can be easily tracked over a period of time is an excellent way to hold them accountable for production” (UPenn HR, 2023). One of the best outcomes for this plan will be continuous improvement methodology, whereby managers are able to consistently stretch their goals and raise the bar to reach new milestones with their teams.
In order to create a synergy of positive employee sentiment and high performance standards, we must grasp the nuances of labor relations management. This topic is relevant because HR is regarded as an authority that should provide guidance when dealing with labor conflicts.
If our organization were to face an employment conflict, we would consult the proper grievance procedures to reach an appropriate conclusion. Such grievances are disputes brought forth by employees and are handled differently depending on the structure of the company. For instance, “unionized workplaces elect an official to complete filings on behalf of grieving members and then forward the cases into arbitration” (Upcounsel Technologies, 2020). In this structure, the member will have strong representation by a third party, which limits the employer’s negotiating power.
On the other hand, non-union employees often do not have such protections in place, causing an imbalance of power. This discrepancy can be seen as an opportunity for HR to improve grievance mitigation efforts and bridge the gap between employee and employer expectations. An example of such an improvement would be to grant HR the jurisdiction to resolve contractual disputes internally. If a grievance is valid, HR should have retaliation protections that will allow the department to function as a non-biased third party in order to stand with employees without fear of blowback from their employer. Such rebalancing of power could be important for the future of safer, less-exploitative work environments.
The modern labor market is becoming increasingly diverse as companies pursue equity by hiring more women and visible minorities into their ranks. This shift in demographics introduces new complexities and potential challenges that HR professionals will be expected to contend with going forward.
The best ways to manage the change brought about by diversity and inclusion are to focus on promoting “equity in pay” as well as “equity in representation” throughout an organizational hierarchy. For example, it will be important to ensure that “gender is never a contributing factor when determining pay rates or promotional opportunities for employees” (Noe, R., et al, 2023). Furthermore, there should also be a “balance of gender and racial representation” amongst the management and executive positions. On the basis of diversity and inclusion, true equity will be achieved only when both variables are accounted for.
In the context of human resources, risk management is a topic that becomes relevant when we’re trying to mitigate potential physical, emotional, and reputational damages. My Risk Management Plan offers a strategic framework for instituting preventative actions that will protect the company and its people collectively.
The most important step we can take is to identify all significant risks that our firm is currently exposed to, both internally and externally. Once our hazardous areas are known, it will be wise to reconsider the value we are receiving for such exposure and adjust accordingly. As such, if a business pursuit is found to be too risky, discontinuing those efforts may be advantageous, at least in the short term. According to research by AIHR, we should design our policies and procedures to “control the controllables” by reducing the likelihood of preventable incidents. Once our dedication to risk management is communicated to stakeholders, it will be essential to “perform regular audits to ensure that our efforts are both effective and in compliance going forward” (Boatman, A., 2023). A proactive approach to organizational risk management is critical for the protection of assets and the preservation of competitive advantages.
As a for-profit enterprise, our company is dedicated to increasing stakeholder value by increasing revenues and reducing operating expenses. Although the idea of maximizing profitability is a primary concern, it isn’t the only variable to consider when building a sustainable business model in the 21st century. Recently, a concept known as “corporate social responsibility” (CSR) has emerged and it’s capturing the attention of powerful business executives.
In order to receive positive sentiment from the public, companies are realizing that they must act responsibly towards both their communities and environments at large. Firms are now being held to “higher ethical and moral standards when pursuing value creation in the marketplace,” and must “show a degree of accountability for their activities” when conducting business. The human resources department is crucial to drive CSR initiatives by “helping their firms to participate in such innovations and gain positive publicity” (Stobierski, T., 2021). HR professionals will also share our socially responsible values by recruiting the next generation of environmentally conscious workers, which in turn produces brand loyalty as a result. Creating a culture of corporate social responsibility is vital for our company’s strategic objectives moving forward.
The most successful firms will deploy HR strategies that consider a “global context” which offers value on an international stage. According to The Society for Human Resource Management, “expatriate assignments are becoming integral parts of leadership training to foster cross-cultural competencies” (SHRM, 2008). Engagement at this level is a heavy investment for any company, and as such, it will be critical for HR professionals to adequately prepare their employees for such missions.
In order to create a well-rounded expat, the HR team must focus on instilling a “global mindset” into their teams. My proposal for expat training includes developing intellectual, emotional, and social capital in each trainee so that they will be seamlessly accepted by the host country during assignment. To accomplish this, we will conduct courses and weekly meetings to discuss expat topics in greater detail and keep engagement high. Our innovative HR team will quickly produce highly skilled, well-adjusted team members capable of operating overseas.
The SHRM business cluster is a group of behavioral competencies comprised of “business acumen, consultation, and critical evaluation” (SHRM, 2023). In aggregate, HR professionals deploy these attributes to manage their firm’s human capital efficiently. If a department wishes to improve its skillset, I recommend focusing on change management initiatives that will challenge the operational status quo. For these purposes, the “consultation” competency is the most appropriate, as HR should be comfortable explaining their positions as well as taking in feedback from outside experts. Furthermore, HR must be committed to excellence by considering innovative perspectives and continuously incorporating such feedback into its self-improvement efforts.
The SHRM leadership cluster consists of two main competencies known as “leadership and navigation,” and “ethical practice.” Executives who possess these traits exhibit confidence and integrity as they conduct business and give directives. For the purposes of furthering our organizational expansion efforts, the technical competencies of “leadership and navigation” will be the most relevant for our HR team. The reasoning here is that our company is in dire need of skilled operators that can scale our vision exponentially in the coming years. Successfully deploying agility, resilience, and collaboration during high stress situations will be key for achieving our organizational objectives.
The SHRM interpersonal cluster is a collection of competencies that center around proficient relationship management. The relevant knowledge, skills, and abilities herein are used to create and maintain professional contacts for networking purposes. In order to support the development of such competencies in the workplace, the HR department can choose to engage its employees in a few meaningful ways. For instance, teambuilding exercises that focus on outward communication can be useful to bring employees outside their comfort zones and develop trust with each other. Furthermore, networking events could be held with partner firms or sponsors to help expose employees to outside perspectives and foreign cultures. The practice and repetition of starting conversations with new people can build interpersonal skills and promote the desired employee behaviors for this cluster.
Strategic HR initiatives are meant to be actionable items with measurable goals that firms can use to achieve long-term business objectives. A high-level HR department will understand the importance of companywide campaigns that incorporate several behavioral competencies to improve outcomes.
Although such initiatives can vary widely depending on several market forces, I can recommend some general strategies that will be helpful for improving the bottom line. First, we should always be “conscious of our value proposition and take defined steps to deliver on brand promises.” Our executives will utilize their leadership cluster skills to accomplish this as they act with authority and integrity to build brand loyalty. Beyond this, we should “decrease outsourcing by bolstering our interpersonal cluster skills to promote employees from within” (Boatman, A., 2023). The combination of both efforts will reduce turnover costs, retain valuable customers, and champion a healthy workplace culture. The application of each competency cluster in tandem will be the most appropriate approach, as it leverages the collective power of all departments working in sync.
Boatman, A. (2023). “HR Risk Management: A Practitioner’s Guide,” Academy to Innovate HR, https://www.aihr.com/blog/hr-risk-management/#Plan.
Campbell, D., Fleming, R.L., & Grote, R. (1985). “Discipline without Punishment – At Last,” Harvard Business Review: Human Resource Management, https://hbr.org/1985/07/discipline-without-punishment-at-last.
Division of Human Resources. (2023). “Effective Performance Management,” University of Pennsylvania, https://www.hr.upenn.edu/for-managers/performance-management/effective-performance-management.
Editorial Team at The Society for Human Resource Management. (2023). “What are Total Rewards Strategies?” SHRM.org. https://www.shrm.org/resourcesandtools/tools-and-samples/hr-qa/pages/totalrewardsstrategies.aspx.
Editorial Team at Upcounsel Technologies. (2020). “What is a Grievance: Everything You Need to Know,” Upcounsel.com, https://www.upcounsel.com/what-is-a-grievance.
Erickson, R., & Moulton, D. (2018). “3 Techniques for Sourcing Internal Talent,” Deloitte Talent Acquisition Series, https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-human-capital-three-techniques-for-sourcing-internal-talent.pdf.
Forseth, N. (2023). “9 Effective Steps for Discipline in the Workplace,” When I Work Blog: People Management, https://wheniwork.com/blog/employee-discipline.
Minton-Eversole, T. (2008). “Best Expatriate Assignments Require Much Thought, Even More Planning,” SHRM.org, https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/bestexpatriateassignments.aspx.
Noe, R., Hollenback, J., Gerhart, B., & Wright, P. (2023). Human Resource Management, McGraw Hill Thirteenth Edition (e-book). ISBN: 9781266037269.
SHRM Editorial Team. (2023). “The SHRM BoCK Introduction: The Business Cluster,” SHRM. https://www.shrm.org/VLRC%20Asset%20Library/SHRM%20BoCK%20Introduction.pdf pp.26
Stobierski, T. (2021). “The Benefits of Corporate Social Responsibility Training,” Harvard Business School Online, https://online.hbs.edu/blog/post/corporate-social-responsibility-csr-training.