Abstract
Kamoche draws an attention to the influences which have shaped the contemporary views of Strategic Human Resource Management (SHRM). The chapter reflects the concern put forward by Kamoche, that most models of Human Resource Management (HRM) can be characterised by 'over-rationality' as a basis for defining strategy, which is narrow in scope and problematic in nature. It argues that the interpretative nature of social phenomenon and the complexity of human nature needs to be considered. The chapter emphasises the need for further research into the political nature of HR managers and their choice processes as SHRM strategists. It draws on observations and research findings into senior managers' effectiveness in private and public sector organisations. Although the influential models of strategic HRM have highlighted the 'internal and external' factors which influence the HRM practices whether 'Matching Model' or 'Harvard Framework'- are still accused of taking an unitaristic view of management.
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