Over many decades, the field of human resource management (HRM) has attracted a
great deal of attention across various disciplines owing to its contribution and impact
on the bottom-line issues within organisations. One particular area which has received
considerable attention is the link between HRM practices on organisational
performance (OP). Scholars have consistently attempted to understand the impacts
of HRM practices on OP, often taking one of two perspectives: the systems perspective
or the strategic perspective