ABSTRACT
Since the development of Human Resource Management (HRM) as a field of scientific research in the 1980s, many changes have taken place in this area. An important development has been the integration of HRM into the strategic management process. This growing area of research has been labelled strategic HRM in that it emphasizes the strategic role of HRM in meeting business objectives (Delery, 1998). Strategic HRM draws attention to the contribution of HRM to the performance of organizations, in other words, what is the added value of HRM for organizations? For achieving this, the integration between strategy and HRM is emphasized; the basic premise underlying strategic HRM is that organizations adopting a particular strategy require HR practices that may differ from those required by organizations adopting alternative strategies (Delery and Doty, 1996), assuming an important link between organizational strategy and HR practices that are implemented in that organization.
