ABSTRACT
Human Resource (HR) strategy is best seen as a process for involving managers from various levels in a negotiation and reinterpretation of the different pressures and influences upon human resource policies and practices. The effects on HR can be described under the headings of HR strategy, organisation structure, HR policies and practices and on the role of itself. The chapter discusses each of these in detail. Human Resource Management (HRM) fulfils an interpretative role, operating now in conditions of high uncertainty. The old models of HRM typically centred on maintaining order in industrial relations, the provision of administrative support, and the delivery of resources to line management. The irrelevance of old management paradigms, evident to some in the West, has come at a time when globalisation and uncertainty in economic affairs have combined to produce a need for a 'fluid' corporation in order to survive.
