What is HR Strategy HRS In your opinion is it a process, a result or "What is HR Strategy (HRS) )?" In your opinion is it a process, an outcome or a set of activities?" This essay will be based on a literature review and may include: A rationale for: (i) the emergence of HRS, (ii) the value of HRS, (iii) some discussion on different approaches to HRS, (iv) some discussion on types of HRS strategy (hard or soft), (v) the concept of adaptation and other issues you want to include based on your reading, (vi) including your conclusion, with your definition of HRS.Introduction.Schuler and Walker (1990) define human resources strategy (HRS) as "a set of processes and activities shared jointly by human resources and line managers to solve business-related problems". I believe this definition helps address the above question. However, Bamberger and Meshoulam “Conceptualize HR strategy as an outcome: the pattern of decisions regarding policies and practices associated with the system of human resources” (Bamberger & Meshoulam, 2000: p15). In my opinion, HRS is a set of "processes and activities" that, when implemented, result in an outcome. I aim to justify this statement by discussing the topic of HR strategy in relation to the subparagraphs listed above. By examining the reasons or "logic" of the emergence of HR strategies in the modern business environment, the value, various strategic approaches, types and concept of adaptation, I believe I can highlight the importance of a well-conceived HRS for any strategy or business plan. (i) Emergence of human resource strategies Modern businesses and the economic environments in which they operate are very different from the organizations and economies examined by Chandler in his studies of "managerial capitalism" (from the late 19th century to the 1970s ). The development of technology and the creation of global economies have resulted in a significant increase in efficient and effective competition in all sectors operating in market economies. Companies will no longer be able to rely on aggressive competition simply from reliable favorites to achieve economies of scale and create "barriers to entry" into their markets, etc. Companies have become more market-oriented rather than production-focused (as evidenced by our recent Waterford study), and this is part of t...... middle of paper ......ource Management”, Wiley .Walker J., 1992, “Human Resource Strategy”, McGraw Hill.Wright PM, Snell S., 1998, “Academy of Management. The Academy of Management Review,” Mississippi State. Volume 23, Number 4: “Towards a unifying framework for exploring suitability and flexibility in strategic human resource management.” Kamouche K., 1993, "A critique and proposed reformulation of strategic human resource management", Department of Commerce, Birmingham Business School. Gratton L., Stiles, Truss & Hailly, 1999, “Strategic Human Resource Management”, Oxford University Press.Stace D. & Dunphy D., 1999, “Beyond traditional paternalistic and developmental approaches to organizational change and human resource strategies”, The International Journal of Human Resource Management 2:3.Baird L. & Mesaulham I , 1998, “Managing Two Strategic Human Resource Management Attacks, Academy of Management Review. Volume 13, number 1.Miles R. & Snow C., 1984, "Designing Strategic Human Resources Systems", Organizational Dynamics.Barney J., 1995, "Looking Inside for Competitive Advantage."Wright P & McMahon G., 1988, “Theoretical perspectives for the strategic management of human resources.”