In 650 words explain and answer the following:

What did the research for the capstone project show on estimated costs and benefits?

What recommendation and how can this organization better match its HR activities with its strategic objectives to improve performance and quality (including the costs and/or estimated future benefits). Provide 4 cited references and include (Mello, 2019).

Introduction

This study investigates the human resource (HR) practices of Procter & Gamble (P&G), a prominent multinational consumer goods corporation. It scrutinizes the challenges and opportunities related to the recruitment and retention of employees within the retail sector, with a particular focus on the P&G's corporate model and HR strategies. This analysis further elucidates the advantages of employment within a company.

Established in 1837 in Cincinnati, Ohio, P&G originated as a partnership between William Procter and James Gamble, who amalgamated soap and candle-making enterprises. Over time, P&G diversified its product range to encompass shortening, laundry detergent, dishwashing liquid, disposable diapers (pampers), toilet paper, and toothpaste. The company achieved household recognition through its innovative marketing strategies, notably sponsoring daytime television programs, which gave rise to the term "soap operas" (P&G, 2025).

Currently, P&G operates in over 70 countries, with billions of consumers globally. The company is structured into five industry-based sector business units that manage ten product categories. These units are empowered to drive both top- and bottom-line growth in targeted markets. Furthermore, P&G has established an enterprise market unit designed to respond swiftly to changes that accelerate growth, thereby enabling the organization to capitalize on economies of scale, enhance its competitive position, and offer professional development opportunities for employees (Mello, 2019).

The success of P&G s is attributed to their flexibility and adaptability. The company's global presence allows it to adjust rapidly and frequently to changes, thereby promoting efficiency and reducing production and administrative costs. However, this expansion also presents challenges, particularly for HR, as each job market may present unique challenges depending on location. Ensuring a consistent HR approach across all markets while aligning with the organization's core mission, values, and strategies is imperative (Dannenberg et al., 2020).

HR Organizational Plan ObjectiveCompany Overview

Procter & Gamble (P&G) is a global leader in consumer goods headquartered in Cincinnati, Ohio. Operating in over 70 countries, P&G offers an extensive array of products, including personal healthcare, hygiene, and home care. The company's organizational structure is meticulously crafted to support its diverse product portfolio and expansive global operations. P&G is organized into five primary sectors: Beauty, Grooming, Health Care, Fabric & Home Care, and Baby, Feminine & Family Care, each responsible for multiple globally recognized brands such as Tide, Gillette, Pampers, and Olay. This matrix-style structure facilitates agility and accountability by enabling business units to operate semi-independently, while maintaining alignment with corporate strategy (Mello, 2019).

The company's structure also emphasizes innovation, brand leadership, and responsiveness to local market demands. Each regional division has autonomy to tailor product offerings and marketing strategies to fit cultural preferences and consumer needs, which enhances brand relevance in diverse markets. Moreover, P&G integrates global business services and corporate functions, including HR, legal, and financial, across its operations to ensure consistency, cost efficiency, and compliance. This blend of centralized support and decentralized execution allows P&G to scale operations effectively, promote leadership development, and maintain a consistent global standard of excellence (Collings, Mellahi, & Cascio, 2017).

Organizational Challenges and Opportunities

As P&G continues its expansion, it encounters several human resource (HR) challenges, such as employee turnover, diversity, innovation, training, and compliance with legal and regulatory frameworks. The COVID-19 pandemic has exacerbated these challenges by disrupting labor markets and altering workforce expectations. Nonetheless, P&G has opportunities to harness technological advancements, employee engagement initiatives, and tools like new data tracking methods and social media to effectively address these challenges (Collings, Mellahi, & Cascio, 2017).

Strategic Importance of Human Capital

Human capital is a pivotal asset in P&G. The company acknowledges that the knowledge and skills acquired by employees through their daily operations are invaluable. Strategic HR planning is crucial for ensuring the preservation and transfer of this knowledge within an organization. By investing in employee development and fostering a culture of continuous learning, P&G aims to sustain competitive advantage in the industry (Mello, 2019). According to Delery and Roumpi (2017), organizations that adeptly manage and develop their human capital secure a sustainable competitive advantage, particularly when HR practices are aligned with overarching business strategies.

Expansion Strategy Post-COVID-19

In response to the challenges posed by the COVID-19 pandemic, P&G intends to expand its manufacturing operations to the suburban markets of Virginia and North Carolina. This strategic initiative aims to augment production capacity and better meet the growing demand for consumer goods, while diversifying regional operations. The pandemic exposed critical vulnerabilities in global supply chains, prompting companies, such as P&G, to increase domestic production resilience and reduce logistical disruptions caused by overreliance on international sourcing (Dannenberg et al., 2020).

By targeting suburban regions, P&G can capitalize on more affordable land, access a diverse labor pool, and proximity to key distribution corridors on the East Coast. Additionally, these locations offer incentives, such as tax breaks, infrastructure grants, and partnerships with state-sponsored workforce development programs. This regional expansion is also a proactive step toward strengthening the company's business continuity planning and reducing dependency on existing high-capacity manufacturing hubs.

From an HR perspective, this expansion presents opportunities to develop localized talent pipelines, invest in community relations, and implement training programs aligned with a company's operational needs. The initiative also aligns with P&G's broader sustainability goals by allowing for more efficient transportation networks, reduced carbon emissions, and adoption of smart manufacturing technologies (Russo et al., 2022). Through this strategy, P&G not only increases capacity but also builds long-term resilience and equity into its operations.

Staffing and Recruitment Goals

The HR action plan for this expansion encompasses the following objectives.

• Establish three new manufacturing plantsin each state
• Appoint a regional director within four months
• Identify suitablereal estate locations for the plants
• Recruit plantmanagement staff at least three months prior to opening
• Acquire and install production equipment and machinery within three months
• Hire line staff at least one month before the plants become operational

These objectives align with best practices in global talent acquisition, which emphasizes the importance of early engagement, strategic timing, and scalable hiring systems (Collings et al., 2017).

Talent Management and Knowledge Retention

To support this expansion, P&G s' HR strategy emphasizes attracting and retaining top talent. The company plans to implement mentorship programs, cross-training initiatives, and succession planning to ensure preservation of institutional knowledge. Additionally, P&G collaborates with local educational institutions and workforce development boards to create talent pipelines and promote inclusive hiring practices. As Collings et al. (2017) assert, multinational firms adopting integrated talent management frameworks are more likely to achieve high employee engagement and business performance.

Steps to Implement and Evaluate the HR PlanImplementation Timeline and Milestones

Months 1 and 2: Appoint a regional HR lead and conduct market analysis and workforce forecasting.

Months 2 and 3: Initiate the recruitment of plant managers and secure real estate.

Months 3-4: Install machinery and finalize staff recruitment plans.

Months 4-5: Conducted onboard, training, and compliance assessments.

Months 5-6: Launch operations and post-hire evaluations.

Metrics and Key Performance Indicators

To assess the efficacy of the HR plan, the P&G monitors the following metrics:

• Time-to-fill and onboarding satisfaction scores
• Employee engagement and retention rates
• Cost-effectiveness of hiring campaigns
• Productivity levels of new hires
• Workforce diversity benchmarks

Continuous feedback loops and benchmarking are integrated into the HR analytics dashboard to provide real-time insights and inform decision-making (Delery & Roumpi, 2017).

Addressing COVID-19-Related Barriers

Acknowledging the ongoing impact of the COVID-19 pandemic, the P&G's HR team will develop contingency plans to address potential challenges, such as supply chain disruptions, labor shortages, and shifts in employee expectations. These plans include remote hiring processes, virtual training platforms, and digital onboarding resources to ensure continuity and adaptability across all workforce levels (Russo et al., 2022).

P&G recognizes that future crises, whether pandemic-related or stemming from other global disruptions, require a scalable and agile human resource infrastructure. To this end, the company is enhancing its digital learning management systems (LMS) to provide just-in-time training, compliance education, and cross-skilling for frontline and remote employees. These platforms enable employees to gain certifications and technical proficiencies without geographic constraints, promoting both productivity and safety (Blanchard, 2018).

In addition, P&G adopts flexible scheduling models and hybrid work arrangements for corporate and support teams to help mitigate burnout and maintain operational continuity during public health or economic emergencies. Strategic partnerships with local health care providers and wellness platforms are also being explored to ensure that employees have access to physical and mental health support during uncertain periods.

By embedding resilience and responsiveness into its HR and operational frameworks, P&G positions itself to maintain business continuity, protect its workforce, and uphold its commitment to customers, even under unpredictable and challenging global conditions.

Strategic Human Resource PracticesAligning People and Strategy Through Collaborative and Data-Driven HR

Procter and Gamble (P&G) employs strategic human resource practices that align with its global business goals. The organization prioritizes cross-functional collaboration, agility, and talent empowerment by structuring teams to promote shared responsibility and decentralized decision making (Mello, 2019). P&G's relationship-builder role encourages collaboration across departments, improving communication and workflow efficiency. Another integral function is the human capital steward, which fosters a culture of employee-driven innovation and discretionary effort (Delery & Roumpi, 2017).

P&G utilizes data analytics in workforce planning, linking HR decisions to operational outcomes. It collects customer feedback, employee input, and supply chain data to optimize performance and align HR initiatives with evolving demands (Russo et al., 2022). These practices reflect the characteristics of high-performing organizations, which emphasize strategic alignment, workforce adaptability, and evidence-based planning (Richards et al., 2010; Collings et al., 2017). Additionally, real-time dashboards and talent modeling assist P&G in implementing agile HR strategies while enhancing its global competitiveness (Prasad et al., 2019).

Employee Motivation and Satisfaction

Fostering Engagement Through Leadership and Intrinsic Motivation

Motivational theories underpin employee engagement in P&G. The company employs Herzberg's Two-Factor Theory to differentiate between hygiene factors and motivators, acknowledging that advancement, recognition, and meaningful work are essential for job satisfaction (Thant & Chang, 2021). These principles guide the design of P&G's career progression pathways, which encompass rotational assignments, cross-training, and skill development.

Blanchard's (2018) situational leadership model was also integrated into P&G's management training programs, promoting leaders to adapt their style according to employee maturity and task complexity. Regular employee engagement surveys and transparent feedback mechanisms enable companies to sustain high morale and monitor organizational health (Ikramullah et al., 2022). Eldor (2020) highlighted that collective engagement fosters a shared vision and enhances service quality, a principle evident in P&G's global workforce strategy. Overall, a firm's combination of motivation, autonomy, and feedback mechanisms leads to higher retention and performance (Mello, 2019; Martocchio, 2020).

Advancement and GrowthBuilding Internal Leadership Pipelines for Global Agility

The evolution of P&G into a global enterprise reflects strategic investments in leadership and employee development. The organization employs structured development programs, such as international leadership pipelines, internal academies, and succession tracks, all rooted in long-term talent forecasting (McGrath, 2002). These programs ensure that leadership talent is internally cultivated and aligned with the business needs across global markets.

Growth in P&G s is driven by a human capital philosophy that regards learning as an investment. This aligns with Dannenberg et al. (2020), who assert that internal capability building enhances organizational resilience. Mentorship and coaching structures further reinforce skill acquisition and facilitate knowledge transfer (Delery & Roumpi, 2017). Collings et al. (2017) observed that companies prioritizing global talent mobility and leadership development tend to outperform competitors in dynamic markets. P&G's commitment to employee advancement positions it to swiftly adapt to the industry and regulatory changes.

Compensation

Incentivizing Talent Through Performance-Based and Equitable Pay Systems

The P&G compensation system was designed to be both competitive and equitable. The compensation components include base pay, performance bonuses, and competency-based rewards. Base salaries are determined according to market benchmarks, whereas performance-based pay is linked to clear productivity and leadership metrics (Martocchio, 2020). This framework aligns with global best practices that reward accountability and innovation.

Unlike companies that rely heavily on seniority, P&G s emphasize performance differentiation. Greene (2002) critiques that seniority pays for its lack of motivation. Instead, P&G utilizes human resource information systems (HRIS) to monitor and reward employee contributions (McGrath, 2002). These systems promote meritocracy, drive engagement, and reduce the pay bias.

Competency and skill-based pay structures incentivize employees to continuously improve and expand their capabilities (Delery & Roumpi, 2017). This compensation model supports talent retention and contributes to the development of a skilled future-ready workforce.

Employment Law and Regulation

Ensuring Compliance in Domestic and International Labor Environments

Operating in over 70 countries, Procter & Gamble (P&G) adheres to a diverse array of employment regulations. In the United States, the company complies with more than 180 labor laws, which encompass wage and hour regulations, workplace safety, discrimination, and benefits (Cohen & Qaimmaqami, 2005). Compliance is systematically integrated into human resources (HR) systems through audits, automated documentation, and managerial training.

Globally, labor standards exhibit significant variations. For example, in Germany and the United Kingdom, legislation often provides greater protection for employees than for employers, necessitating notice, due process, and justification before termination (Djabaroua, 2015). In contrast, most U.S. states adhere to "at-will" employment, allowing for greater employer discretion. P&G customizes its HR policies to align with each jurisdiction while upholding corporate values of equity and transparency.

Proactive compliance also encompasses environmental, social, and governance (ESG) reporting and HR accountability. Russo et al. (2022) emphasize that post-pandemic regulations require organizations to be more transparent and adaptable. The P&G's governance practices ensure that its HR decisions are consistent with stakeholder expectations and evolving global standards.

Recruitment and Performance ManagementIntegrating Talent Acquisition with Ongoing Development and Review

The P&G recruitment framework is data-driven and scalable. The company employs AI-powered applicant tracking systems and psychometric assessments to identify candidates with a high degree of fit (Prasad et al., 2019). Digital platforms facilitate candidate engagement, reduce bias, and enhance the time-to-fill metrics.

Recruitment is aligned with long-term workforce planning, promoting diversity and inclusion across regions. Performance management follows a continuous model that includes real-time feedback, quarterly reviews, and 360-degree evaluations (Delery & Roumpi, 2017). These reviews are linked to development goals and ensure alignment with personal and business performance indicators.

Collings et al. (2017) advocated the integration of recruitment and performance systems to foster consistency and agility, an objective P&G achieved through global HR platforms and shared best practices. By linking recruitment outcomes to strategic performance measures, a company drives continuous improvement across all talent levels.

Analysis of Key IssuesIn today's competitivebusiness environment, organizations must prioritize effective human resource management (HRM) strategies to enhance performance and sustain growth. Procter & Gamble (P&G) exemplifies this approach by closely aligning its HR strategy with human capital theory, which emphasizes the importance of investing in employee development. Through a performance-based HRM system and structured leadership development programs, P&G supports internal growth and long-term retention, building a resilient and skilled workforce. Additionally, strategic humanresource management plays a pivotal role in aligning HR practices with corporate missions and goals, further bolstering P&G's competitive position. Despite strong domestic performance, the company faces challenges in maintaining consistency across global markets.Alignment with Human Capital Theory and Strategic HRM

P&G's HR strategy closely aligns with human capital theory, which emphasizes investing in employee development as a means of enhancing organizational performance (Mello, 2019). The company employs a performance-based HRM system that includes structured leadership development programs starting at the entry level to support internal growth and long-term retention. These initiatives are fundamental to the P&G's approach to building a resilient and skilled workforce.

Strategic human resource management (SHRM) further bolsters P&G's competitive position. According to Jiang and Sohail (2022), human capital will play a pivotal role in the expansion and sustainability of retail chains. SHRM involves aligning HR practices and policies with corporate missions, goals, and customer needs (Mello, 2019). P&G's efforts to align HR with strategic goals across markets demonstrate strong domestic performance, although the company encounters challenges in maintaining international consistency.

Challenges in Global Expansion and Workforce Integration

Procter and Gamble (P&G), operating in over 70 countries, adheres to a diverse array of employment regulations. In the United States, the company complies with more than 180 labor laws, encompassing wage and hour regulations, workplace safety, discrimination, and benefits (Cohen & Qaimmaqami, 2005). Compliance is systematically integrated into human resources (HR) systems through audits, automated documentation, and managerial training.

Globally, labor standards exhibit significant variations. For instance, in Germany and the United Kingdom, legislation often provides greater protection for employees than for employers, necessitating notice, due process, and justification before termination (Djabaroua, 2015). In contrast, most U.S. states adhere to "at-will" employment, allowing for greater employer discretion. P&G customizes its HR policies to align with each jurisdiction while upholding corporate values of equity and transparency.

Proactive compliance also encompasses environmental, social, and governance (ESG) reporting and HR accountability. Russo et al. (2022) emphasize that post-pandemic regulations require organizations to be more transparent and adaptable. The P&G's governance practices ensure that its HR decisions are consistent with stakeholder expectations and evolving global standards.

Recommendations

In the face of increasing globalization, Procter & Gamble (P&G) must navigate the complexities of international expansion with strategic precision. To effectively address these challenges, P&G should establish a specialized Global Training and Integration Unit. This unit will be pivotal in preparing employees for international assignments through culturally responsive training, legal and policy briefings, and the development of interpersonal skills tailored to specific countries. Complementing this initiative, P&G should implement a Data-Driven Retention and Engagement Dashboard to enhance employee retention and proactively identify potential risks. Additionally, deploying region-specific, targeted recruitment campaigns will improve talent acquisition by aligning strategies with local cultural and legal nuances. These recommendations aim to bolster P&G's global HR strategy, ensuring sustainable growth and competitive advantage in diverse markets.

Recommendation 1: Establish a Global Training and Cultural Integration Unit

To effectively address the complexities associated with international expansion, Procter & Gamble (P&G) should establish a specialized Global Training and Integration Unit. This unit is responsible for preparing employees for international assignments through culturally responsive training, legal and policy briefings, and the development of interpersonal skills tailored to specific countries.

Action Steps:

1. Establish a global human resource (HR) task force by the fourth quarter of 2025 to spearhead program development.
2. Develop country-specific training modules with contributions from international offices.
3. Initiate pilot programs in two high-priority regions, Brazil and Germany, by mid-2026.

Recommendation 2: Implement a Data-Driven Retention and Engagement Dashboard

To enhance employee retention and proactively identify potential risks, P&G should integrate its existing human resource information systems (HRIS) with a dashboard that monitors key indicators, including engagement, absenteeism, and turnover, by department and location.

Action Steps:

1. Align survey tools with performance tracking systems by the first quarter of 2026.
2. Designate regional HR leaders to conduct monthly data reviews and produce internal reports.
3. Utilize insights to make real-time adjustments to development programs, communication strategies, and reward systems.

Recommendation 3: Deploy Region-Specific, Targeted Recruitment Campaigns

To improve talent acquisition, P&G should transition from a generalized recruitment strategy to one that is region-specific, digitally optimized, and aligned with local cultural and legal nuances. Messaging emphasizes professional development, diversity initiatives, and comprehensive reward packages.

Action Steps:

1. Launch recruitment campaigns on platforms such as LinkedIn, Instagram, and local job boards are tailored to specific regions.
2. Engage regional HR experts to develop language and content that reflects local norms and expectations.
3. Highlight leadership development opportunities, wellness programs, and family friendly policies are key differentiators in employer brands.

Conclusion

Procter & Gamble's strategic approach to human resources serves as a benchmark for global excellence in talent management. This paper examines the company's evolution, current HR practices, and future opportunities through a structured exploration of key themes across 12 chapters. Beginning with an introduction to P&G's history and global footprint, the analysis framed HR as a core driver of competitive advantage, particularly in a rapidly changing post-pandemic landscape (Dannenberg et al., 2020; Mello, 2019).

The HR organizational objectives revealed a strong emphasis on retaining institutional knowledge, supporting workforce diversity, and ensuring compliance across multiple legal jurisdictions (Delery & Roumpi, 2017; Cohen & Qaimmaqami, 2005). The HR action plan for expansion into Virginia and North Carolina demonstrated P&G's readiness to scale operations using clearly defined staffing goals, training systems, and strategic partnerships with educational institutions (Collings et al., 2017). Implementation steps further reinforced this plan through structured timelines, measurable key performance indicators (KPIs), and contingency strategies to navigate COVID-19-related disruptions (Russo et al., 2022).

Strategic HR practices have been analyzed in the context of human capital theory, emphasizing performance-based systems, cross-functional collaboration, and the use of data analytics to drive decision-making (Mello, 2019; Richards et al., 2010). Employee motivation and satisfaction were supported through Herzberg's Two-Factor Theory and Blanchard's situational leadership model, both of which inform P&G's emphasis on advancement, recognition, and adaptability in leadership (Thant & Chang, 2021; Blanchard, 2018). Advancement and growth, as evidenced by global leadership pipelines and internal academies, position companies to thrive in increasingly dynamic environments (McGrath, 2002; Collings et al., 2017).

Compensation systems that prioritize meritocracy, skill-based pay, and equitable structures reflect an organization's focus on rewarding productivity and reducing bias (Martocchio, 2020; Greene, 2002). Compliance with U.S. and international labor laws is embedded in HR systems, ensuring legal and ethical alignment across regions (Djabaroua, 2015; Cohen & Qaimmaqami, 2005).

Recruitment and performance management systems are integrated through advanced technologies, talent analytics, and continuous feedback, which are the hallmarks of high-performing global enterprises (Prasad & al., 2019; Delery & Roumpi, 2017). These systems drive alignment between hiring outcomes and organizational strategies, while enabling workforce agility and innovation.

Finally, the analysis of key HR challenges, including global integration gaps, retention pressures, and evolving workforce expectations culminated in three actionable recommendations: launching a Global Training and Cultural Integration Unit, deploying a data-driven retention dashboard, and developing region-specific recruitment campaigns. These initiatives were designed to fortify P&G's adaptability and resilience in an increasingly complex global talent landscape.

In conclusion, P&G's human resource strategy demonstrates maturity, foresight, and responsiveness. By maintaining its commitment to employee development, data-informed planning, and inclusive leadership, the company is well positioned to sustain its role as a global industry leader and employer of choice in the evolving international business landscape.

References

Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management:Where do we go from here? Journal of Management, 32(6), 898-925.https://doi.org/10.1177/0149206306293668

Blanchard, K. (2018). Effective training (6th ed.). Chicago Business Press.https://reader.yuzu.com/books/9780998814070

Boxall, P., & Purcell, J. (2016). Strategy and human resource management (4th ed.).Palgrave Macmillan.

Cohen, A. F., & Qaimmaqami, D. J. (2005). The US Sarbanes-Oxley Act of 2002:Summary and update for non-US issuers. International Journal of Disclosure &Governance, 2(1), 81-106.

Collings, D. G., Mellahi, K., & Cascio, W. F. (2017). Global talent management andperformance in multinational enterprises: Amultilevel perspective. Journal ofManagement, 43(2), 540-566. https://doi.org/10.1177/0149206314544438

Dannenberg, P., Fuchs, M., Riedler, T., & Wiedemann, C. (2020). Digital transition by COVID???19 pandemic? The German food online retail. Tijdschrift voor Economische enSociale Geografie, 111(3), 543-560. https://doi.org/10.1111/tesg.12453

Delery, J. E., & Roumpi, D. (2017). Strategic human resource management, humancapital and competitive advantage: Is the field going in circles? Human ResourceManagement Journal, 27(1), 1-21.https://doi.org/10.1111/1748-8583.12137

Djabaroua, Z. M. (2015). Improving corporate accountability by strengtheningemployment law. Brooklyn Journal of International Law, 40(3), 917-952.

Eldor, L. (2020). How collective engagement creates competitive advantage for organizations: A business???level model of shared vision, competitive intensity, andservice performance. Journal of Management Studies, 57(2), 177-209.

Greene, R. J. (2002). Rewarding performance: Guiding principles; Custom strategies. Routledge.

Ikramullah, M., van Prooijen, J.-W., Iqbal, M. Z., Shah, B., & Ul-Hassan, F. S. (2022).Does interpersonal justice negatively predict overall performance appraisal fairness? APakistani study. Performance Improvement Quarterly, 35(1-4), 17-30.

Jackson, S. E.,Schuler, R. S., & Jiang, K. (2014). An aspirational framework forstrategic human resource management. Academy of Management Annals, 8(1), 1-56.https://doi.org/10.5465/19416520.2014.872335

Martocchio, J. J. (2020). Strategic compensation: A human resource management approach (10th ed.). Pearson Education, Inc.

Maxwell, M. (2004). The long and short of recruitment strategies. Nursing Economic$,22(3), 159-160.

McGrath, D. (2002). Effective recruitment strategies for the biotechnology industry.Nature Biotechnology, 20(3), 317. https://doi.org/10.1038/nbt0302-317

Mello, J. A. (2019). Strategic human resource management (5th ed.). CengageLearning Inc.

Prasad, K. D. V., Rao, M., & Vaidya, R. (2019). Recruitment metrics andaccomplishments: A study with reference to information technology sector. Journal ofManagement Research and Analysis, 6(2), 106-111.

Richards, G., Kronick, M., &Lake, H. (2010). High performance organizations in thepublic sector. Optimum Online, 40(2), 3.

Russo, R. G., Ali, S. H., Mezzacca, T. A., Radee, A., Chong, S., Kranick, J., Tsui, F.,Foster, V., Kwon, S. C., & Yi, S. S. (2022). Assessing changes in the food retailenvironment during the COVID-19 pandemic: Opportunities, challenges, and lessonslearned. BMC Public Health, 22(1), 1-11.https://doi.org/10.1186/s12889-022-12890-x

Thant, Z. M., & Chang, Y. (2021). Determinants of public employee job satisfaction inMyanmar: Focus on Herzberg's Two-Factor Theory. Public Organization Review,21(1), 157-175.https://doi.org/10.1007/s11115-020-00481-6

Tuckey, M. R., Boyd, C. M., Winefield, H. R., Bohm, A., Winefield, A. H., Lindsay, A., &Black, Q. (2017). Understanding stress in retail work: Considering different types of jobdemands and diverse applications of job resources. International Journal of StressManagement, 24(4), 368-391.https://doi.org/10.1037/str0000032

Ulrich, D., & Dulebohn, J. H. (2015). Are we there yet? What's next for HR? HumanResource Management, 54(2), 159-171.https://doi.org/10.1002/hrm.21710

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting 'human'back into strategic human resource management. Human Resource ManagementJournal, 21(2), 93-104.https://doi.org/10.1111/j.1748-8583.2010.00165.x.