ABSTRACT
This chapter explores the added value of human resource management (HRM) in general and more specifically in decision-making processes. The new competitive reality facing organizations calls on new and different capabilities. How can one create an organization which adds value to its clients, investors and employees? And how can HRM help to realize this? What is the role of HRM in the organization of tomorrow? When the importance of flexibility and productivity is emphasized, how can HRM add significant value to the strategic decision-making process? Is there a role for HRM at this strategic level? Or is its added value rather situated at the level of the implementation of these strategic decisions?
