HUMAN RESOURCE MANAGEMENT: 'CONTENT', 'PROCESSES', OR 'PERCEPTIONS'?

This paper introduces a comprehensive conceptual framework as a means to compensate for the failure to recognise the complexities in capturing a complete picture of how an HRM system may add value to employees and organisations. This is achieved by highlighting the immense differences that exist when examining HRM as 'content', as 'processes' and as 'perceptions'. The paper reviews relevant - key studies and debates on their approach towards HRM (in regards to the three key elements mentioned in the title). In essence, this review indicates that while studies examining HRM as 'content', 'processes' and 'perceptions' independently proliferate, attempts to bring these three interrelated areas together are limited. Also, by reviewing particular case studies, it becomes obvious that while HRM policies may be in place, this does not imply that they are effectively enacted by line managers or that they are interpreted by employees in the desired way.