Human Resource Management (HRM) emerged onto the British managerial scene in the late 1980s (Storey 1995) as a direct response to new unseen levels of competition which had left other management techniques antiquated. In a fairly short period of time there were many signs that it had taken hold and contributions from American practitioners had been eagerly awaited in the United Kingdom. It is not surprising when considered that a strand of HRM known as resource-based thinking suggests that a competitive advantage can be gained from the correct use of resources (Wernerfelt 1984).
The actu…
