The current research can be considered as pioneering in the area of strategic HRM in higher education, since it demonstrates that the simultaneous use of the resource Based View and Social Exchange Theory can provide empirical evdence for examining the mediating role of organisational resource (the level of human capital) and employee attitude and behaviour (employee commitment) as well as employee performance at university-level education. In addition, the results of this thesis contribute to the existing body of research and knowledge and provide recommendations regarding the role of the perceived system of HRM practices as an organisational mechanism that may help universities to configure valuable bundles of committed administrative employees who are equipped with high level of knowledge, skills and abilities (KSA's).