Abstract
In an era of globalisation, organisations have to face a business environment which involves quick responses to change, such as new laws or social trends, so that they do not expire or become obsolete. It is evident that only people, and not machines, are able to anticipate these changes and formulate an adequate strategy. Therefore, Human Resource Management is more than ever a key factor of success for organisations. Since the 1980s, the strategic role of Human Resource Management in the organisation, has taken a considerable place in our society. From this period, "some researchers have begun to use the new term "strategic human resource management" to additionally emphasize the importance of a strategic orientation of the personnel function" . Nevertheless, there is confusion over the differentiation between human resource management and strategic human resource management. Indeed, the large literature rarely distinguishes between human resource management and strategic human resource management. However, there really exist differences between both processes. It has also justified the role of Strategic Human Resource Management. To answer to this question, it will initially be advisable to define suitably and precisely "Strategic Human Resource Management" and elaborate its aims. Then, the second part will explain and describe the different approaches of Strategic Human Resource Management, which include: the best-fit approach, the configurational approach, the resource-based view and the best-practise approach.
