ABSTRACT

Human Resource strategy is best seen as a process for involving managers from various levels in a negotiation and reinterpretation of the different pressures and influences upon human resource policies and practices. A three level framework was proposed by Tyson (1995) which takes the interpretation of social, political, economic and technological trends as the first level, the various contingent factors at the organisational level, such as market share, industrial relations traditions and management ideologies at the second level, and the perceptions and norms of employee groups as the third level.