1 Which of the issues discussed in this chapter are most relevant to your approach to HRM? Is there a clear and conscious attempt to link HRM with wider strategy? Can you give examples of issues where the two support, or do not support, each other? How did those arise, and what have been the effects?

 What assumptions do people make in your business about the role of HRM? Is it, for example, seen as mainly a topic for the specialist, or as part of every manager’s responsibility? Does the workforce as a whole buy in enthusiastically to the policies adopted, or do they perceive a gap between the rhetoric and the reality?