process of human-resource management may be desirable but there are no
obvious ways of doing it successfully.
However, although there are many difficulties, a strategic approach is
desirable in order to give a sense of direction and purpose and as a basis for
the development of relevant and coherent HR policies and practices. As Dyer
and Holder (1988)^59 remark, strategic HRM should provide 'unifying
frameworks which are at once broad, contingency based and integrative'.
The formulation and implementation of HRM strategies is discussed under the
following headings:
fundamental process considerations - approaches to the development
of HR strategies;
strategic frameworks - the overriding strategic thrusts that will influence
particular strategies;
models for the development of HR strategies;
approaches to addressing key business issues concerning fit, flexibility
and the achievement of coherence;
implementing HR strategies.
FUNDAMENTAL PROCESS CONSIDERATIONS
When considering approaches to the formulation of HR strategy it is
necessary to underline the interactive (not unilinear) relationship between
business strategy and HRM, as have Hendry and Pettigrew (1990)^60. They
emphasize the limits of excessively rationalistic models of strategic and HR
planning. The point that HR strategies are not necessarily developed formally
and systematically but may instead evolve and emerge has been made by
Tyson (1997)^61 :
The process by which strategies come to be realized is not only through
formal HR policies or written directions: strategy realization can also come
from actions by managers and others. Since actions provoke reactions