The paper "Staffing and Human Resource Development" is a good example of a literature review on human resources. Human resource management makes decisions on structures of rewards, deploys training arrangements, assigns decision-rights, sets up teams, and so forth, and such arrangements have a considerable impact on the human capital contribution to innovation. According to Waldeck and Leffakis (2007, p. 162), the influence of such practices could be modeled both with regard to moderator (practices that strengthen or weaken the link between innovation performance and human capital) as well as mediator (human capital mediates the HR practices influence to innovation performance) paradigms.
Basically, communication networks for employees, as partially designed by organizational structure, could have an effect on organizational development. Bailey (2011, p. 491) motivational research reveals that the type of innovative behaviors that bring about prosperous innovation is enthused by a number of rewards but abridged by others. Besides that, styles of management, the utilization of feedback, goals setting, the use of projects as well as teams, have all been indicated to influence innovation and creativity behaviors within the organization. In this regard, the essays seek to provide critical analysis of Westpac bank’ s HRM practices, with regard to staffing and human resource development. Westpac Background Westpac Banking Corporation remains to be one of the few banks in Australia together with its main competitors such as Australia and New Zealand Banking Group (ANZ), Commonwealth Bank of Australia (CBA), as well as National Australia Bank (NAB) that have successfully and profitably operated in Australia.
Westpac was instituted in 1817 and in 1850 it was merged as the Bank of New South Wales (BNSW). Besides that, Westpac merged with the Commercial Bank of Australia Limited in 1982, established in 1866, Victoria, and renamed itself to Westpac Banking Corporation.
According to Westpac (2013), Westpac's name is rooted in the western Pacific, which is the region the bank has served in the past.
Avery, D.R. & McKay, P.F, 2006. Target Practice: An organisational impression management approach to attracting minority and female job applicants. Personnel Psychology, vol. 59, 157-187.
Bailey, M., 2011. Policy, professionalism, professionality and the development of HR practitioners in the UK. Journal of European Industrial Training, vol. 35, no. 5, pp.487-501.
Barrett, M., 2013. Westpac. Interior, vol. 7, pp.82-88.
Douglas, K., 2009. Getting Real on Evidence-Based Staffing. Nursing Economics, vol. 27, no. 6, pp.416-21.
Keating, B., Quazi, A., Kriz, A. & Coltman, T., 2008. In pursuit of a sustainable supply chain: insights from Westpac Banking Corporation. Supply Chain Management, vol. 13, no. 3, pp.175-79.
Minbaeva, D.B., 2005. HRM practices and MNC knowledge transfer. Personnel Review, vol. 34, no. 1, pp.125-44.
Westpac, 2013. Company overview. [Online] Available at: http://www.westpac.com.au/about-westpac/westpac-group/company-overview/ [Accessed 14 May 2014].
Bates, R. & Khasawneh, S. 2005. Organizational learning culture, learning transfer climate and perceived innovation in Jordanian organizations. International Journal of Training & Development, vol. 9, no. 2, pp. 96-109
Clarke, N., 2004. HRD and the challenges of assessing learning in the workplace. International Journal of Training & Development, vol. 8, no. 2, pp. 140-156.
Collins, C.J. & Han, J., 2004. Exploring applicant pool quantity and quality: The effects of early recruitment practice strategies, corporate advertising, and firm reputation. Personnel Psychology, 57, 685-717.
Shipton, H., West, M.A., Dawson, J., Birdi, K. & Patterson, M., 2006. HRM as a predictor of innovation. Human Resource Management Journal, vol. 16, no. 1, pp. 3-27.
Sun, L.E. & Shi, K.P., 2008. The Human Resource Competency Studies and the IPMA-HR Competency Training and Certification Program in China. Public Personnel Management, vol. 37, no. 3, pp.353-62.
Waldeck, N.E. & Leffakis, Z.M., 2007. HR perceptions and the provision of workforce training in an AMT environment: An empirical study. Omega, vol. 35, no. 2, pp. 161–172.