ABSTRACT
This chapter reviews the concept of human resource management (HRM) and the associated concepts of strategic HRM and international HRM. It identifies the integration of senior specialists within the top management team as a key issue and presents data concerning the extent of such integration in Europe. The assumption is that human resource management is in some sense 'strategic' when it follows closely the corporate strategy of the organisation. This conception is widespread in the United States. It is argued that the Taylorist or in its later forms Braverman-style labour process approach has been outdated by technological developments and the resultant increases in flexibly specialised production; in the requirement for highly skilled, well educated and well trained workers and in the consequent need for either more normative, indirect controls or for a move away from control towards commitment.
