STRATEGIC HRM OR MANAGING THE EMPLOYMENT RELATIONSHIP

Discusses strategic human resource management (HRM) which emphasizes t he importance of HRM policies and practices being integrated by a long er-range HRM strategy, which in turn is an integrated part of an overa ll organizational strategy. Proposes an alternative, more overtly poli tical, employment relations model with HRM policies and practices as n egotiated outcomes which attempt to resolve the often conflicting expe ctations of a number of interested parties. Presents a study in which only one-third of a sample of Australian HR managers reported that an HRM strategy had a great or moderately great impact on HRM within thei r organization, and there was no evidence that the impact of an HRM st rategy resulted in a reduction of the direct impact of other factors. More important factors included legislation/regulation, industry chara cteristics, organizational strategy and objectives, top management pri orities, organizational size and structure, and the impact of technolo gical change. In addition, these factors impacted differentially on HR M practices and policies in areas such as recruitment, training, pay/b enefit and industrial relations. Suggest these results support the app ropriateness of a broader employment relations view of the field.