Your hiring are influenced by labor market laws, in some countries child labor is allowed

while in some others it is not, daily wages of labor is different in different countries, legal
laws and frameworks of different countries influence your HRM practices, laws about
terminations from services, workplace activities , harassment laws. This particular
model emphasizes more on political factors rather than legal issues.

Political factors may incorporate legal factors as well, political influence in hiring; your
HR policies will be based on legal factors of the country. For example hiring in PIA is
totally based on political influence even the CEO is chosen on political basis ( he does
not have to fly an aero plane)all the MTO are presumed as an elite prestige, even in
foreign office the staff hired other than through CSS are political based.

Third factor is the cultural factors, how this cultural factor is influencing your HRM
policies, interceding is a part of culture and is a general trend, except multinational
companies this factor is influencing all private companies. It may not be the case in
technology related jobs. In short national culture influences at large your HRM policies.
HRM practices are influencing structure and likewise structure is influencing by HRM
practices and likewise HR practices influence selection and development reward and its
performance at the end of the day the performance is the ultimate outcome. See how
narrow is the role as the author is evolving HR practices from mission and strategy e.g.
we have to open 50 branches in next three years this is your strategy/mission, long term
strategy/strategic goal and how much employees will involve in it. Situational factors,
work force characteristics, management philosophy, task technology are all influencing
the interest of stakeholders. Situational factors and stakeholder’s interest both
combinely define HRM policy choices, how will be the work systems, employee
outcome, competence, long term consequences, well-being.

If HR outcomes are good it will benefit in shape of handsome salaries, better

employment opportunities, all this will contribute in benefit of a society. Technology has
a drastic effect that all HR practices are digitalized; climate change effect evolved green
HRM. What must we execute well, how do we delight our internal external customers;
these are questions which the strategic HRM is trying to answer. Basic question is how
we compete. What must be executed?
To delight the customer the basic factor involved is the product itself, no matter how
good you are at presenting your product but if your product is not good the customers
would not be delighted. Likewise you have a good product and you are not good at
presenting it even then the customer would not be delighted. Keeping a part the quality
and technical aspects of a product your customer care, relationship marketing /
management are all at the end of employees, and the employees are to be trained by
the HR, in fact HR is involved in customer satisfaction through providing trainings to the
relevant employees. For example a marketing department head calls a person and
training him then the HR department would not be happy about it as the job pertains to
HR department, the will approach finance department for putting hindrances regarding
release of his pay.

And the last article discusses about over all strategies, HR strategy and then overall
strategy of company. Sequence and flow is better in second and fourth article, rather
second one is more comprehensive, by looking at fourth article it is difficult to accept
that it is formulated in 2013 as it has totally ignored external factors the common thing in
all articles is performance with the difference that the criteria for performance is brought
as per second article.

RBT is resource based theory, competitive company has some resources which have
some characteristics and the resources could be human, material, process, formula etc.
unique characteristics of resources are important which four in number are.

1. These resources should be valuable, but companies may have many resources
like employees, factories, equipment and processes. If resources are not
valuable then they could be just resources but they cannot produce unique
competitive advantage.
2. The resource should be rare. For example silicon is not rare, the chips used in
laptops are made of silicon and is not rare but software technology of each
company is rare. So silicon is valuable but not rare, but if unfortunately the
resources of silicon shrinks and is available with only some company then we
could say only this company could make laptops/ mobiles and silicon is rare.
3. Inimitable, one that cannot be copied. Like the programming coding of a
company if it can be copied then there is no advantage. Like if the ingredients
formula of coke could be copied then makka cola should have survived they tried
their level best but not succeeded to get over the fragrance issue.
4. Non substitutable like there is no substitute to android, substitute concisely
means that a replaceable is available with exact same ingredients and exact
same price.
To implement this theory in HR and take human resources as a resource, are
they valuable? Off course they are like engineers, technologists, technicians and
software developers especially in knowledge based companies where employees
have worth the employees are valuable as well as rare based on expertise and
skills like Dr. Abdul Qadir Khan was rare to the extent of Pakistan. Human
resource is highly imitable, like wise trained substitutes are also available.