Abstract:
ntroduction Since the 1980s, human resource management (HRM) has become the most widely recognized term in the Anglophone world referring to the activities of management in organizing work and managing people to achieve organizational ends. The term is not restricted to organizations in the Anglo-American sphere: it is popular in the Francophone and Hispanic worlds and is growing in the Arabian world, among others.1 HRM is an inevitable process that accompanies the growth of organizations (Watson, 2005). It is central to entrepreneurial and managerial activity and occurs whether or not HR specialists are employed to assist in the process. It can certainly be reformed and renewed as organizations change but it is not something that can ever be ‘restructured’ out of organizations unless everyone is laid off—but then the organization itself will die.