HRM covers processes in which organizations, with their business strategy,

comprehensively meet their needs for co-workers (Tayeeb, 2004).

Strategic HRM can be defined as ‘the pattern of planned HR deployments and
activities intended to enable an organization to achieve its goals’ (Wright &
McMahan, 1992; p. 298). HR practices are considered as a bundle or system
that collectively enhances the skills and motivation of the workforce
(Appelbaum, Bailey, Berg, & Kalleberg, 2000; Delery & Roumpi, 2017; Lepak,
Liao, Chung, & Harden, 2006).
Compared to a more traditional approach to HRM scholarship focusing on
specific HR practices such as recruitment, selection, training, development,
performance appraisal, and rewards, strategic HRM focuses on whether and
how systems of HR practices help organizations achieve strategic goals and
enhance firm performance. (Boon, Eckardt, Lepak & Boselie, 2017).
Human resource management (HRM) as a discipline has been evolving over
the past 35 years (Armstrong, 2012; Boxall & Purcell, 2000). An analysis of this
evolution reveals a transition from a stage in which administrative personnel
management was mainly devoted to processing information and ensuring
effective employee performance to a stage in which human resources play a
strategic role in business success (Guest, 1997; Lengnick-Hall, Lengnick-Hall,
Andrade, & Drake, 2009). In parallel with the field of business management,
HRM has changed over time to meet the requirements and demands of
companies. A wide range of factors such as technological advancement, the
internationalization of companies and legislative labour improvements have
significantly contributed to the progress and update of the personnel
management function (Legge, 1995; Torrington, Hall, Taylor, & Atkinson, 2009).
(Barrena-Martínez, López-Fernández & Romero-Fernández, 2017).

Human resource management is defined as a strategic and coherent approach

to the management of an organization’s most valued assets – the people
working there who individually and collectively contribute to the achievement of
its objectives. (Armstrong, 2006).
human resource management is defined as “the management of work
and people toward desired ends, [which] is a fundamental activity in any
organization in which human beings are employed” (Boxall et al. 2007,
p. 1)
Human resource management is responsible for how people are treated in
organizations. It is responsible for bringing people into the organization, helping
them perform their work, compensating them for their labors, and solving
problems that arise.
Human resource management is defined as a strategic and coherent approach
to the management of an organization’s most valued assets – the people
working there who individually and collectively contribute to the achievement of
its objectives.

Beeret al. (1984, p. 1) as ‘all management decisions and activities that affect
the nature of the relationship between the organization and its employees – the
human resources’
Beer, M., Lawrence, P.R., Mills, D.Q. and Walton,R.E. (1984)Managing Human
Assets. The FreePress, New York.

Human resource management is defined as a strategic approach towards

the effective employment and development of a highly committed and qualified
workforce to achieve the company’s objectives [5, 6].
Armstrong M, Taylor S. Armstrong's Handbook of Human Resource
Management Practice. 13th ed. London: Kogan Page; 2014
Zaugg RJ. Nachhaltiges Personalmanagement - Eine neue Perspektive und
empirische Explorationdes Human Resource Management. 1st ed. Wiesbaden:
Gabler-Verlag; 2009.