Relevant bibliographies by topics / Human resources

Academic literature on the topic 'Human resources'

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Published: 4 June 2021
Last updated: 30 July 2024

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Journal articles on the topic "Human resources"

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Martins-Oliveira, Angele Tatiane. "Human Demand for Natural Resources." International Journal of Zoology and Animal Biology 5, no. 5 (2022): 1. http://dx.doi.org/10.23880/izab-16000406.

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The growing exponential curve representative of the world’s human population has driven the increase in demand for natural resources, which can be due to human needs and the contemporary way of life largely focused on capitalism
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Alomari, Ali Saeed. "The Role of Human Resources Information Systems in Improving the Performance of Human Resources Management." Indian Journal of Science and Technology 12, no. 35 (September 30, 2019): 01–06. http://dx.doi.org/10.17485/ijst/2019/v12i35/147859.

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Arorison, Robert L. "Book Review: Human Resources: Human Resource Implications of Robotics." ILR Review 38, no. 4 (July 1985): 673–74. http://dx.doi.org/10.1177/001979398503800426.

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Parameshwara, Parameshwara. "Emerging Trends in Human Resources Management." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 85–86. http://dx.doi.org/10.15373/2249555x/apr2014/23.

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Bilevičienė, Tatjana, Eglė Bilevičiūtė, and Gintarė Paražinskaitė. "Innovative Trends in Human Resources Management." ECONOMICS & SOCIOLOGY 8, no. 4 (December 20, 2015): 94–109. http://dx.doi.org/10.14254/2071-789x.2015/8-4/7.

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Sattarovich, Jumanov Tulkin. "HUMAN RESOURCES POLICY – CONCEPTS AND ANALYSIS." International Journal Of Law And Criminology 03, no. 06 (June 1, 2023): 71–75. http://dx.doi.org/10.37547/ijlc/volume03issue06-12.

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K Khairnar Sachin, Karishma. "Human Resources Prototype, Implementation and Development." International Journal of Science and Research (IJSR) 12, no. 6 (June 5, 2023): 1029–33. http://dx.doi.org/10.21275/sr23607171940.

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Fossas Olalla, Marta. "The resource-based theory and human resources." International Advances in Economic Research 5, no. 1 (February 1999): 84–92. http://dx.doi.org/10.1007/bf02295034.

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Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (January 2, 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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Veise, SeidMehdi, Alireza Gholami, Leila Hassanaki, Hassan Rahimi Pardejani, and Alireza khairi. "The effects of human resource flexibility on human resources development." Management Science Letters 4, no. 8 (2014): 1789–96. http://dx.doi.org/10.5267/j.msl.2014.7.004.

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Dissertations / Theses on the topic "Human resources"

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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.

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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Bullock, Michael L. "Successful Human Resource Outsourcing Strategies." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6181.

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Human resource outsourcing (HRO) is a strategic choice that managers implement because of a variety of anticipated benefits. The purpose of this qualitative case study was to identify HRO strategies managers used to reduce operating costs while maintaining human resource (HR) effectiveness. Data were collected from semistructured interviews using open-ended questions and a review of company documents. Study participants represented 3 midwestern firms with 50 or more employees. The participants drawn from the population consisted of a minimum of 2 participants per organization who had increased their organization's strategic value using HRO strategies. The transaction cost economics (TCE) theory was the conceptual framework for this study. Data were analyzed using methodological triangulation to identify codes from words, phrases, and sentences using multiple sources to identify recurring themes. Five key themes emerged: outsourcing strategies, outsourced functions, operational costs, organizational effectiveness, and success measurement. The findings of this study may lead to social change by supporting managers in making HRO decisions conducive to reducing operating costs while maintaining HR effectiveness, which might positively impact social change by providing core function jobs to the local community thereby decreasing unemployment rates.
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Blackburn, Alan. "The knowledge-based resources built through human resource management practice." Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.

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黃祐榮 and Yao-wing Robert Wong. "Strategic human resources management system." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1993. http://hub.hku.hk/bib/B31265856.

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Al-Sahhaf, Habeeb. "Human resources management in Kuwait." Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.

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Krulíková, Dagmar. "Human Resources Information System Analysis." Master's thesis, Vysoká škola ekonomická v Praze, 2007. http://www.nusl.cz/ntk/nusl-3859.

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One of the biggest and prolonged capital assets of society is investment in staff. If they are managed in the right way, these investments can be the source of innovation and growth, competitive advantage and previsions of leading position in the market. Viz.[7] This Diploma thesis is aimed on the analyses of the human resources management, structure and demands on the personal information system, which solves this area as a whole. Described systems and solutions are generalization of the author's theoretical and practical experiences with particular human resources information system. There are defined the demands on common concept of HR IS. In this diploma thesis you can find the description
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Wong, Yao-wing Robert. "Strategic human resources management system /." Hong Kong : [University of Hong Kong], 1993. http://sunzi.lib.hku.hk/hkuto/record.jsp?B13497819.

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Harley-McClaskey, Deborah. "Leadership Impact on Human Resources." Digital Commons @ East Tennessee State University, 2008. https://dc.etsu.edu/etsu-works/4714.

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Evanson, Peter. "Being human." Thesis, University of Hull, 2001. http://hydra.hull.ac.uk/resources/hull:13139.

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"What a piece of work is a man, how noble in reason, how infinite in faculties, in form and moving how express and admirable, in action how like an angel, in apprehension how like a god: the beauty of the world, the paragon of animals! And yet to me what is this quintessence of dust?" In his angry and depressed state, Hamlet finds no consolation in his fellow human beings, but that's not to say that he doesn't attribute them with many fine qualities. But what are we to make of this 'quintessence of dust'? What a piece of work is a (hu)man? How are we to understand ourselves? What's more to the point perhaps is, why should we try? One reason springs to mind immediately that we can point to in order to justify an attempt at such understanding. It is surely true that by way of a greater understanding of ourselves we can come to a more complete understanding of 'the way things are' per se. By coming to a greater and more complete understanding of being a human being we can start to see how what we are informs the way we are and vice versa. For instance, the sort of beings that we are as human beings allows us to experience the world around us in a particular way, it may 'open' the world up to us in some respects, whilst 'closing' it off in others. The kind of understanding that I am aiming for involves an exploration and clarification of what it is to be human; what it is to exist as a human being and if there is anything unique about being a human being. If we look for a dictionary definition of 'human being' we find something like the following: "Of or belonging to the genus Homo ... any man or woman or child of the species Homo Sapiens., Defining human beings in this way places them firmly in the 'natural order' of things, it makes them one species amongst many. Admittedly human beings are probably the most complex species in the natural world, but nevertheless they are open to understanding in just the same way as any other species be it an oyster, a cat or a chimpanzee. If we are to take this 'speciesistic', biological line then, we should aim to understand human beings in purely natural, materialistic terms supplied by the 'best' theory that science can offer to us at the time of investigation. In doing this though we might worry that we are missing out on something 'special' about human beings, surely there is something that sets human beings apart from the rest of the animal kingdom, for instance the fact that human beings possess the kind of consciousness that they do. In fact this worry goes deeper than just worrying about human beings being 'special' in some way and whether or not they are the only species that possess such consciousness. Indeed, we might think that there is in general something special about each animal species; namely that each one possesses a distinctive viewpoint upon the world and that this is only accessible if one is a member of that species. This is precisely the sort of worry aired by Nagel. Of course if Nagel is right, then human beings should have no problem with access to what it is like to be human beings, but he also argues that such access can never be explained in purely scientific, naturalistic terms. His argument focuses on attempts to capture experience from the objective perspective of science and he claims that "no matter how the form may vary, the fact that an organism has conscious experience at all means, basically that there is something it is like to be that organism.' This being the case, if a scientific naturalist account is to succeed '''something it is like to be' features must be given a physicalist account." Nagel denies that this is a possibility, he claims that: "Every subjective phenomenon is, essentially, connected with a single point of view, and it seems inevitable that an objective, physical theory will abandon that point of view." According to Nagel, materialist philosophies rest on the fundamental principle that the whole of reality can be described in objective physical terms. The physically objective world is the only world there is and it exists independently of subjective human or animal perspectives. He describes the materialist conception of reality as saying that underneath the different appearances of things there must lie a reality that is independent of how things appear to human beings or any other animals. The world would exist even if there were no human or other observers in it; hence its true nature must be detachable from how it seems to any observers. This means that according to materialist philosophies, if we wish to reach a conception of the world as it objectively is we have to not think of it from an individual point of view or perspective, and not think of it from a general human perspective. The physical world as it is in itself contains no points of view and nothing that can appear only to one particular point of view. Whatever it contains can be apprehended by a general rational consciousness divorced from the sensory organs of particular individuals or species. Although this conception of reality has been immensely useful in the development of physics, Nagel believes that it cannot be the whole story. He argues that the subjective perceptual points of view which are left out of the objective account continue to exist, furthermore they are the necessary conditions of human beings acquiring evidence about the physical world. Human beings cannot collect evidence except from their spatio-temporal location and this means they must have a perspective; as well as this, the objective conception of the world is formed by mental activity. For Nagel then, a complete explanation of reality will have to take account of these things because they are also part of reality. In his arguments against a scientific, objective conception of reality, Nagel appears to take an overly positivistic view of science and of philosophical analyses that take science seriously. However, I think Nagel is correct though in his attack on materialist theories of mind (and by implication, human beings) even if there are some problems with his arguments.7 In the next chapter I will show how materialist, conventionally naturalistic theories of human beings miss out on essential features of them, and also how non-naturalist accounts miss out on much the same sort of features. Much of this is due to both of them working with the same sort of disengaged view of the world, just the sort of view that Nagel is so critical of. I don't believe that Nagel's criticisms should make us give up on a naturalist programme altogether though. Rather what we need to do is to draw it in as inclusive a way as possible, a way that takes into account not just the 'objective' features of the world, but also the 'subjective' features of human experience of the world. In Chapter 2, I outline just such an inclusive, broad framework. Such a framework provides us with the opportunity to explore the continuity between human beings and other non-human animals, whilst at the same time preserving the uniqueness of being human without having to resort to any form of unnecessary or distorting humanism. In other words, it allows us to place human beings alongside other non-human animals firmly in the 'natural order' whilst at the same time recognising human beings unique characteristics. The most interesting of these characteristics is human beings' 'personhood', which I will explore in Chapter 6. However, human beings are also uniquely 'social' beings and I shall look at this fact in Chapter 4 and show how being a social being is an essential feature of being human. This sociality depends in part upon the 'lived' nature of the human beings bodies and I shall look in detail at this in Chapter 3. However, I believe we also need to guard against any unwarranted humanism whereby human beings are overly distanced from other non-human animals. To this end I shall show how human beings can be regarded as unique but at the same time as continuous with the rest of the 'animal kingdom' in Chapter 5. In the course of this thesis, my primary aim is not to provide conclusive or damning arguments against either conventional naturalism or non-naturalism; rather I hope to weave together the components of an alternative picture, one that presents a more convincing, persuasive and plausible alternative - broad naturalism. As Sherlock Holmes says: "One's ideas must be as broad as Nature if they are to interpret Nature." In other words I intend to show that to come to anything like a full understanding of what it is like to be a human being we have to adopt a broadly naturalistic framework. Conventional naturalism and non-naturalism will be shown to be lacking because they cannot fully account for human beings' experience of the world or of how they are 'at home' in their world. However, at the same time by taking the broad approach we can accept that there are 'truths' in both conventional pictures and weave these into a cohesive whole that can account for the experience of being a human being. Most of all though a broadly naturalistic account will allow us to see what a wonderful 'piece of work' a human being truly is.
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Hedman, Mattias, and Charlotte Skinnar. "Human resources outsourcing : att släppa kontrollen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11484.

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Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.
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Books on the topic "Human resources"

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Kemske, Floyd. Human resources. North Haven, CT: Catbird Press, 1995.

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König, Christian, Matthias Stahl, and Erich Wiegand, eds. Human Resources. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-12568-4.

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Renckly, Richard G. Human resources. 3rd ed. Hauppauge, NY: Barron's Educational Series, 2011.

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Kemske, Floyd. Human Resources. London: Nicholas Brealey, 1996.

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American Institute of Certified Public Accountants. Management of an Accounting Practice Committee., ed. Human resources. New York: Management of an Accounting Practice Committee, American Institute of Certified Public Accountants, 1994.

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Buckland, John A. Human resources. Edited by Buckley Robert C. Carrollton, Tx: Chantico Pub. Co., 1991.

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Bach, Stephen, and Martin R. Edwards. Managing human resources: Human resource management in transition. 5th ed. Hoboken, N.J: Wiley, 2013.

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Sherman, Arthur W. Managing human resources. 8th ed. Cincinnati: South-Western Pub. Co., 1988.

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Karlshaus, Anja, and Anke Wolf, eds. Agiles Human Resources. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63538-4.

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Potgieter, Ingrid L., and Nadia Ferreira, eds. Managing Human Resources. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-09803-1.

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Book chapters on the topic "Human resources"

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Mendola, Joseph. "Resources." In Human Thought, 257–77. Dordrecht: Springer Netherlands, 1997. http://dx.doi.org/10.1007/978-94-011-5660-8_11.

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Devonshire-Ellis, Chris, Andy Scott, and Sam Woollard. "Human Resources." In Setting Up Joint Ventures in China, 79–86. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-16040-0_4.

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Devonshire-Ellis, Chris, Andy Scott, and Sam Woollard. "Human Resources." In Setting Up Wholly Foreign Owned Enterprises in China, 65–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15540-6_5.

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Orr, Linda M., and Dave J. Orr. "Human Resources." In Eliminating Waste in Business, 167–200. Berkeley, CA: Apress, 2014. http://dx.doi.org/10.1007/978-1-4302-6089-9_5.

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Bruce, George. "Human Resources." In Shipbuilding Management, 173–83. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8975-1_16.

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Davis, John W., William H. Knotts, and Edward R. Lyons. "Human Resources." In Facility Management, 73–77. Wiesbaden: Gabler Verlag, 1998. http://dx.doi.org/10.1007/978-3-322-84676-1_7.

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Kramar, Robin. "Human Resources." In Business Management and Environmental Stewardship, 97–117. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92307-6_6.

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Dürndorfer, Martina. "Human resources." In Design process improvement, 140–57. London: Springer London, 2005. http://dx.doi.org/10.1007/978-1-84628-061-0_6.

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Weller, Ingo. "Human Resources." In The Palgrave Encyclopedia of Strategic Management, 682–85. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_485.

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Allen, Rob, and Nina Krebs. "Human Resources." In Dramatic Psychological Storytelling, 176–92. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230800557_16.

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Conference papers on the topic "Human resources"

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Zdravković, Ljubiša, and Ljubica Zdravković. "NTERNATIONAL HUMAN RESOURCES MANAGEMENT." In International scientific conference challenges and open issues of service law. Vol. 2. University of Kragujevac, Faculty of law, 2024. http://dx.doi.org/10.46793/xxmajsko2.613z.

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In search of labor force, cheaper raw materials, tax benefits and new markets, an increasing number of companies are involved in international flows and business. On that occasion, they face numerous challenges related to the diversity of the environment, where the business partners come from, that is, the countries in which the branches are opened. As a consequence of that, a special segment of human resource management - international human resource management - has been intensively developing over the past few decades. International human resources management is a set of activities, functions and processes aimed at attracting, developing and retaining human resources involved in the organization's international operations. The business operations of companies and enterprises, and therefore the economic development of a certain state and nation, largely depend on the adequate and high-quality selection of managers and management.
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Dhoot, Radhika. "Best Practices in Human Resource Management : Social Media and Human Resources." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.29.

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Sitnikov, D. Catalina, Ionela Staneci, Mariana Paraschiva Olaru, Costinel Cristian Militaru, and Silvia Mioara Troi. "INTERNAL AUDIT OF HUMAN RESOURCES - BASIC FUNCTION OF HUMAN RESOURCES MANAGEMENT." In 7th SWS International Scientific Conference on SOCIAL SCIENCES - ISCSS 2020 Proceedings. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sws.iscss.2020.7.1/s04.28.

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Zhou, Luwang, Mengchao Liu, Wei Bao, Muyao Tang, Yuntian Liu, and Hong Lu. "The Application of Intelligent Human Resources Cockpit in Human Resources Management." In Proceedings of the 2nd International Conference on Public Management, Digital Economy and Internet Technology, ICPDI 2023, September 1–3, 2023, Chongqing, China. EAI, 2023. http://dx.doi.org/10.4108/eai.1-9-2023.2338701.

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Klenke, Karin. "New human resources infrastructures." In the 1991 conference. New York, New York, USA: ACM Press, 1991. http://dx.doi.org/10.1145/111084.111094.

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DeLyser, Leigh Ann, Stephanie Wortel-London, Lauren Wright, and Anisa Bora. "Understanding our Human Resources." In ICER '19: International Computing Education Research Conference. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3291279.3341206.

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Campos, Ana, Filipa Vale, and Bráulio Alturas. "Human resources metrics dashboard." In the 26th annual ACM international conference. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1456536.1456587.

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Schutte, Nico, and Sonia Swanepoel. "HUMAN RESOURCES MANAGEMENT PROFESSIONALISM IN AN ERA OF HUMAN RESOURCES MANAGEMENT EXCEPTIONALISM." In 26th and the 27th International Academic Conference (Istanbul, Prague). International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.027.044.

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Wang, Li-Jing. "Research on Responsibilities of Human Resources Management for Non-human Resources Manager." In 2015 International Conference on Management Engineering and Management Innovation (icmemi-15). Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/icmemi-15.2015.14.

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Dong, Lihua. "Analysis on the Application of Human Resources Accounting in Enterprise Human Resources Management." In 3rd International Conference on Management Science, Education Technology, Arts, Social Science and Economics. Paris, France: Atlantis Press, 2015. http://dx.doi.org/10.2991/msetasse-15.2015.134.

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Reports on the topic "Human resources"

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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010522.

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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.
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Kraynova, O. S., and E. E. Egorov. Human resources management in services industry. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00075.

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DEFENSE BUSINESS BOARD WASHINGTON DC. Human Resources Task Group Report Task 3. Fort Belvoir, VA: Defense Technical Information Center, December 2002. http://dx.doi.org/10.21236/ada524859.

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Murrell, Emily. Organizational Culture Change Resulting From Human Resources Outsourcing. Portland State University Library, January 2015. http://dx.doi.org/10.15760/honors.144.

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Finke, Jon E. Military Human Resources Professionals for the Transforming Army. Fort Belvoir, VA: Defense Technical Information Center, April 2001. http://dx.doi.org/10.21236/ada393647.

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Lazear, Edward, and Kathryn Shaw. Personnel Economics: The Economist's View of Human Resources. Cambridge, MA: National Bureau of Economic Research, November 2007. http://dx.doi.org/10.3386/w13653.

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BOSLEY, J. W. Human Resources Staffing Plan for the Tank Farm Contractor. Office of Scientific and Technical Information (OSTI), April 2000. http://dx.doi.org/10.2172/803016.

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McPhaul, Jr, and John H. Developing Military Human Resources Managers for Senior Level Positions. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada479644.

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Wark, Lawrence. The Army G-1: The Army's National Human Resources Provider. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada479703.

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Weaver, D. Independent technical review of the Sandia National Laboratories human resources program. Office of Scientific and Technical Information (OSTI), October 1994. http://dx.doi.org/10.2172/10195837.

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