Abstract
There is an increasing body of research that demonstrates which methods of human resource management contribute to high performance and which methods lead to high commitment, in addition to numerous assessments of the success of real organisations. It is not quite apparent, however, whether or not this relationship really does exist. This line of inquiry highlights the need of enhancing both our theoretical and analytic frameworks so that we can provide a plausible explanation for the existence of this link. The primary aspects of human resource management are the characteristics and behaviour of organisational performance, the connection between HRM and performance, the prudent use of selected lists of HR practices, and the consideration given to HR-related relationships. A model is offered in order to facilitate a deeper comprehension of these interrelationships. We take a broad look at the existing research on human resource management (HRM) and performance as part of our study. Our goal is to pinpoint any areas in which our knowledge is lacking and to use this information to direct future research.
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