However, the debate has now shifted towards a more integrated management approach of how the overall set of HRM practices may ultimately contribute to the competitive advantage of the organisation (Arthur, 1994; Huselid, 1995; Huselid and Becker, 1996; Delaney and Huselid, 1996; Delery and Doty, 1996). This transition reflects not only the importance of human capital in terms of gaining competitive advantage and achieving organisational performance, but also an evolving belief that, in order to survive and compete in the present-day knowledge-based global economy, organisations need to acquire and develop world-class human resource competencies.