Following hard on the transformation of
personnel management to human resources
management we are now being exposed to
another new concept: “human resources
strategy”. Already the literature and public
courses are proliferating and urging us to
develop a strategic approach. However, very
few commentators have so far offered a framework
within which to do this. Some have even
suggested that, like human resources management,
human resources strategy does not
really exist and the danger is that it will be
talked into existence[1]. So to date we have
been offered a mixed discourse on a range of
key issues facing organizations in the late
1980s and 1990s.
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