1)Suppose a coworker just brought you a union leaflet urging employees to sign an authorization card. What questions would you ask of the union supporter? What may happen from this point on?
answer (1) minimum 600 words , APA format, reference for both answers required
in separate word document write annotated bibliography
2)you are required to read two articles and complete an annotated bibliography for each article (scholarly/peer-reviewed journal articles)
article-1

Managing Human Resources in Higher Education: The Implications of a Diversifying Workforce

Author(s):Gordon, George; Whitchurch, CeliaSource:Higher Education Management and Policy, v19 n2 p131-153 2007. 23 pp.Availability:OECD Publishing. 2, rue Andre Pascal, F-75775 Paris Cedex 16, France. Tel: +33 145 24 8200; Fax: +33 145 24 9930; Web site: http://www.sourceoecd.org/16823451URL:http://dx.doi.org/10.1787/hemp-v19-art14-enPeer Reviewed:YISSN:1682-3451Descriptors:Higher Education, Foreign Countries, Human Resources, Personnel Management, Diversity (Faculty), Quality of Working Life, Tenure, Performance Factors, Barriers, Organizational Change, Organizational Development, Politics of Education, Educational Policy, Educational AdministrationKeyword:EuropeAbstract:Human resource capacity has become a critical issue for contemporary universities as a result of increasing pressures from governments and global markets. As a consequence, particularly where the institution is the employer, changes are occurring in the expectations of staff and institutions about employment terms and conditions, as well as the broader aspects of working life, and this is affecting academic and professional identities. Even under different regimes, for instance, in Europe, with the government in effect as the employer, institutions are giving greater attention to ways in which they might respond to these developments. This paper considers key issues and challenges in human resource management in higher education, and some of the implications of these changes.Abstractor:As ProvidedLanguage:EnglishNumber of Pages:23Education Level:Higher EducationPublication Type:Journal Articles; Reports – DescriptiveJournal Code:APR2018Entry Date:2009Accession Number:EJ822708Database:ERIC
Article 2

Managing Human Resource Capabilities for Sustainable Competitive Advantage: An Empirical Analysis from Indian Global Organisations

Author(s):Khandekar, Aradhana; Sharma, AnuradhaSource:Education & Training, v47 n8-9 p628-639 2005. 12 pp.Availability:Emerald (North America), 60/62 Toller Lane, Bradford, BD8 9BY, England. Tel: +44 (0)1274 785040; Fax: +44 (0)1274 785034; e-mail: america@emeraldinsight.com.URL:http://www.emeraldinsight.com/rpsv/cgi-bin/cgi?body=linker&reqidx=0040-0912(2005)047:08L.628Peer Reviewed:YISSN:0040-0912Descriptors:Foreign Countries, Indians, Data Analysis, Human Capital, Human Resources, Competition, Global Approach, Predictor Variables, Administrative Organization, Organizational EffectivenessLocation Identifiers:IndiaKeyword:IndiaAbstract:Purpose: The purpose of this article is to examine the role of human resource capability (HRC) in organisational performance and sustainable competitive advantage (SCA) in Indian global organisations. Design/Methodology/Approach: To carry out the present study, an empirical research on a random sample of 300 line or human resource managers from nine Indian and foreign global organisations, from New Delhi (the National capital region of India) is carried out. The principal research method employed included the sample and measurements tools, and data analysis concerning the humanresource capabilities for organisational performance and sustainable competitive advantage by using SPSS package 12. Findings: The findings of the study reveal that human resource capabilities are positively correlated to organisational performance. Furthermore, human resource capability was found to be a significant predictor of sustainable competitive advantage. Research Limitations/Implications: More samples from different Indian companies, especially middle and small scale industries, can enrich the current study. Practical Implications: This study contributes to the existing theory about the strategic importance of human capital for organisational performance and sustainable competitive advantage from resource-based view of the firm in the Indian context. Originality/Value: The study will contribute to the understanding of Indian human resource management (HRM) as an imperative for strategic HRM and international human resource management. Business organisations will get an insight into the Indian business scenario and can chalk out their strategic policies and human resource planning with this perspective.Abstractor:AuthorLanguage:EnglishNumber of Pages:12Publication Type:Journal Articles; Reports – ResearchJournal Code:APR2018Entry Date:2005Accession Number:EJ723284Database:ERIC