The theoretical model of the CBHRT — which includes factors such as industrial relations, strategy, human resource management, and performance — was proved to have value on the sectoral, individual organization, and international comparative levels. In attempting to achieve the balance between social justice and competitiveness to further the uniqueness of HRM, this book has tried to illustrate some practical insights on HR roles and introduce the 4logic HRM scorecard. Research and development in the area of HRM and performance carries on as this proves to be a relevant topic for enchancing the competitive advantage of firms. HRM is concerned with several issues regarding legitimacy, fairness, sustainability, and other such issues. This concluding chapter realizes that it takes a lot to study the factors that shape HRM practices and policies, and it is important for practitioners to consider a unique HRM approach that is appropriate for their respective organizations.
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