ABSTRACT
A key theme of the HRM literature is the way in which the function has struggled to sit at the ‘top table’ and be influential in supporting both the strategy and operation of an organization, whether private or public, or third sector. The strategic nature of HRM and its applications, in particular in terms of its possible interface with QM and BE activities, first requires consideration of the different approaches to HRM that have evolved historically and where the function is now able to position itself as a key contributor to the management of organizational performance. This chapter considers the different schools of thought impacting on HRM and its strong performance orientation. It also begins to look at the strategic implications of HRM supporting a CI agenda, and sets the scene for consideration of where and how HRM and QM can begin to work together.
