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Resource List and Annotated Bibliography
Scoring Guide
Due Date: End of Unit 3.
Percentage of Course Grade: 10%.
Note: Your instructor may also use the Writing Feedback Tool
to provide feedback on your writing. In
the tool, click on the linked resources for helpful writing
information.
Resource List and Annotated Bibliography Scoring Guide
Grading Rubric
Criteria
Non-
performance
Basic Proficient Distinguished
Summarize
current literature,
professional
resources, and
business data to

support an HRM
topic.
20%
Does not
summarize
literature,
professional
resources, and
business data to
support an
HRM topic.
Summarize literature,
professional resources,
and business data to
support an HRM topic,
but resources and
business data may not be
current or may be vague

and difficult to determine
relevance of research
included.
Summarizes
current
literature,
professional
resources, and
business data to
support an
HRM topic.
Summarizes
current literature,
professional
resources, and
business data to
support an HRM
topic, and provides

rationale for
inclusion.
Assess strengths
and weaknesses of
literature,
professional
resources, and
business data to
an HRM topic
and a selected
organization.
20%
Does not list
strengths and
weaknesses of
literature,
professional
resources, and

business data to
an HRM topic
and a selected
organization.
Lists strengths and
weaknesses of literature,
professional resources,
and business data to an
HRM topic and a selected
organization, but the
assessment is incomplete
or lacks clarity.
Assesses
strengths and
weaknesses of
literature,
professional
resources, and

business data to
an HRM topic
and a selected
organization.
Evaluates strengths
and weaknesses of
literature,
professional
resources, and
business data to an
HRM topic and a
selected
organization.
Present current,
peer-reviewed
academic
resources that
support a selected

topic based on
evaluation of
literature in the
field.
20%
Does not
present current,
peer-reviewed
resources that
support a
selected topic
based on review
of research
literature.
Presents peer-reviewed
resources that support a
selected topic based on
review of literature in the

field, but resources are
not current, or relevance
of resources is vague or
difficult to determine.
Presents
current, peer-
reviewed
academic
resources that
support a
selected topic
based on
evaluation of
literature in the
field.
Presents current,
peer-reviewed
academic resources

that support a
selected topic
based on
evaluation of
literature in the
field and provides
rationale for
inclusion.
Present current,
professional
resources that
support a selected
topic based on
evaluation of
resources in the
field.
20%
Does not
present
professional
resources that

support a
selected topic
based on review
of resources in
the field.
Presents professional
resources that support a
selected topic based on
review of resources in the
field, but resources might
not be current. May be
vague and difficult to
determine relevance of
resources included.
Presents
current,
professional
resources that
support a
selected topic
based on
evaluation of
resources in the
field.
Presents current,
professional
resources that
support a selected
topic based on
evaluation of
resources in the
field and provides
rationale for

inclusion.
Present current
business data
sources that
support a selected
organization
based on
evaluation of
resources in the
field.
20%
Does not
present business
data sources
that support a
selected
organization
based on review
of resources in
the field.
Presents business data
sources that support a
selected organization
based on review of
resources in the field, but
resources might not be
current. May be vague
and difficult to determine
relevance of resources
included.

Presents current
business data
sources that
support a
selected
organization
based on
evaluation of
resources in the
field.
Presents current
business data
sources that
support a selected
organization based
on evaluation of
resources in the
field and provides
rationale for
inclusion.
Annotated Bibliography
Annotated Bibliography for the Professional Challenge
8
Annotated Bibliography for the Professional Challenge
U02a1 MBA 6241
Dell E. Gent
9/4/2000

This paper will provide the annotated bibliography for the
professional challenge paper for the completion of MBA 6241
Section 101. This will be the initial research for the challenge
and action plan. This annotated bibliography will provide
sources, highlight practitioners, and conference proceedings in
relation to the professional challenges.
1. Clardy, A. (2008). Policies for Managing the Training and
Development Function: Lessons
From the Federal Government. Public Personnel Management,
37(1), 27-54. Retrieved from Business Source Complete
database.
The administration of employee training resources is guided, in
part, by laws and regulations. This is exemplified in the case
studied here of federal employee training. After reviewing the
literature on the use of human resources development(HRD)
policies, the policy that guides the administration and delivery
of training to the federal work force is described in terms of
role requirements for various members of the HRD federal
workforce, as well as in terms of specific policies across a
variety of HRD practice areas. The practical effects and
implications of using policy for HRD practice are considered. A
generic list of HRD policies applicable to any employment
setting, derived from the federal examples is provided. Future
research directions are identified.
2. Graham, M., & Tarbell, L. (2006). The importance of the
employee perspective in the
competency development of human resource professionals.
Human Resource Management, 45(3), 337-355. Retrieved from
Business Source Complete database.
Mary E. Graham explains in this article that it is possible to
master the competencies of Human Resource Management and
still underperform. According to the author, “This disconnect
may occur because current competency work reflects the

perspective of top management clients of human resources to
the neglect of the employee perspective. In addition,
competencies have become linked so tightly to firm outcomes
that normative influences in competency development are lost.
1 the author makes a great correlation between upper
management and the employee prespective.
3. Lopez-Cabrales, A., Pérez-Luño, A., & Cabrera, R. (2009).
Knowledge as a mediator between
HRM practices and innovative activity. Human Resource
Management, 48(4), 485-503. Retrieved from Business Source
Complete database.
Authors Alvaro Lopez-Cabrales, Ana Perez Luno, and Ramon
Valle Cabrera, test how human resource management HRM,
practices influence the development of employees knowledge
innovation, capabilities and a firms performance. According to
the authors, “Results confirm that HRM practices are not
directly associated with innovation unless they take into
account employees’ knowledge. Specifically the analyses
establish a mediating role for the uniqueness of knowledge
between collaborative HRM practices and innovative activity, a
positive contribution of innovations to the company’s profit.
1 In the opening of this annotation the authors introduce the
purpose and links for the hypothesis given.
4. Marler, J. (2009). Making human resources strategic by going
to the Net: reality or myth?.
International Journal of Human Resource Management, 20(3),
515-527. doi:10.1080/09585190802707276
Janet Marler discusses whether e-HRM makes the HR function
more strategic. A model of e-HRM strategy formulation is
developed and the efficacy of the HR function becoming more
strategic is discussed in this paper. Based on this model, a
primarily administrative HR function is unlikely to become
more strategic with the addition of e-HRM. In contexts where e-
HRM goals are likely to be strategic, however, the tendency for
HR managers to copy best practices, be overly skeptical poses
serious challenges. Implications and avenues for future research

are discussed.
1. The author states that it is unlikely to become more strategic
with the addition of e-HRM.
5. Minbaeva, D., Foss, N., & Snell, S. (2009). Bringing the
knowledge perspective into HRM.
Authors Dana Minbaeva, Nicolai Foss, and Scott Snell highlight
the knowledge perspective that has emerged in management and
research in the last two decades. The authors also demonstrate
the potential and current relations regarding human resource
management. The authors notes that Because HRM is
fundamentally concerned with managing human capital, it
focuses on all firms’ basic knowledge asset.
1 In the opening of this annotation we introduce the authors and
the link between them and the material they have written.
6. Paauwe, J. (2009, January). HRM and Performance:
Achievements, Methodological Issues
and Prospects. Journal of Management Studies, pp. 129-142.
doi:10.1111/j.1467-6486.2008.00809.x.
Jaap Paauwe published his normative framework describing the
essence of HRM. Paauwe presented HRM as a new approach to
personnel management, emphasizing its strategic contribution,
its closer alignment to business, the involvement of line
management, and focusing on HRM outcomes like commitment,
flexibility and quality. The achievement of these human
resource outcomes was, in turn, expected to contribute to a
range of positive organizational outcomes, including high job
performance, low turnover, low absence and high cost-
effectiveness through the full utilization of employees, now re-
labeled as human resources. It is not difficult to understand the
wide appeal that the notion of HRM had (and still has) to
academics and practitioners alike. It led to the renaming of
chairs/departments within universities and to changed job titles
in the business community. Many academics on both sides of

the Atlantic have become active in this field, with a special
focus on the relationship between HRM and Performance.
Within this rapidly expanding field of study, the HRM–
Performance relationship has been approached from a variety of
perspectives rooted in organizational behavior, sociology,
economics, industrial relations and organizational psychology,
with a particular emphasis placed on the impact of various
combinations of human resource practices on a range of
performance outcomes at the individual and organizational level
of analysis.
7. Ranft, A., Ferris, G., & Perryman, A. (2007). Dealing with
celebrity and accountability in the
top job. Human Resource Management, 46(4), 671-682.
Retrieved from Business Source Complete database.
Annette Ranft explains in her article that today, human
resource executives assume prominent leadership roles in their
firms and play important roles in the strategy process. Along
with the expansion and evolution of the HR function, the
responsibilities of coordination, control, and accountability for
organizations and their leaders, particularly the CEO, remain.
Forming strong relationships with CEOs thus is viewed as one
way to encourage HR’s prominence in the firm’s overall
success, particularly its financial health. In recent years, CEOs’
presence in the mass media has surged as well, with some CEOs
achieving celebrity status. Celebrity status has the potential to
increase CEO discretion, decrease CEO accountability, and
expand firm resources. As such, achieving celebrity status can
affect the relationship between CEOs and HR executives in
regard to accountability. In this article, we discuss
accountability as a key job demand and address some of the
complexities and dynamics of CEO accountability.
8. SHRM Society for Human Resource Management Annual
Conference and Exposition June
27-30 San Diego Convention Center http://annual.shrm.org/
The Society for Human Resource Management (SHRM) held a
conference in San Diego California with their visionary leaders.

This conference will help develop future leaders and focus on
strategic capabilities for any organization. Each key note
speaker brings their expertise to the filed Human Resource
Management.
References:
Clardy, A. (2008). Policies for Managing the Training and
Development Function: Lessons
From the Federal Government. Public Personnel Management,
37(1), 27-54. Retrieved from Business Source Complete
database.
Graham, M., & Tarbell, L. (2006). The importance of the
employee perspective in the
competency development of human resource professionals.
Lopez-Cabrales, A., Pérez-Luño, A., & Cabrera, R. (2009).
Knowledge as a mediator between
HRM practices and innovative activity. Human Resource
Management, 48(4), 485-503. Retrieved from Business Source
Complete database.
Marler, J. (2009). Making human resources strategic by going to

the Net: reality or myth?.
International Journal of Human Resource Management, 20(3),
515-527. doi:10.1080/09585190802707276
Minbaeva, D., Foss, N., & Snell, S. (2009). Bringing the
knowledge perspective into HRM.
Paauwe, J. (2009, January). HRM and Performance:
Achievements, Methodological Issues
and Prospects. Journal of Management Studies, pp. 129-142.
doi:10.1111/j.1467-6486.2008.00809.x.
Ranft, A., Ferris, G., & Perryman, A. (2007). Dealing with
celebrity and accountability in the
top job. Human Resource Management, 46(4), 671-682.
Retrieved from Business Source Complete database.
SHRM Society for Human Resource Management Annual
Conference and Exposition June
27-30 San Diego Convention Center http://annual.shrm.org/

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