Human resource management (HRM) was defined by Boxall and Purcell (2003: 1) as ‘all those activities associated with the management of employment relationships in the firm’ and by Boxall et al (2007: 7) as: ‘The management of work and people in organizations’. Boxall and Purcell (2010: 29) described HRM as ‘an inevitable process that accompanies the growth of organizations’. HRM covers activities such as human capital management, knowledge management, organization design and development, resourcing (workforce planning, recruitment and selection, and talent management), performance management, learning and development, reward management, employee relations and employee well-being.
The notion of HRM as developed primarily by academics has a strong conceptual basis drawn from the behavioural sciences and from human capital and industrial relations theories. This chapter focuses on the concepts that underpin the HRM model, as these contribute significantly to the concept of SHRM.