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ractiveness to many organisations. More specifically it has b been pointed out that there are weak areas in relation to the meanings of specific practices, the consistent implementation with each other and the application of a best practice HRM. Truss (2001) found that the organisation had a huge influence in the process and implementation of HR policies and that successful organizations do not always implement 'best practice' HRM even if intended. Conversely, Hughes (2002) argues that empirical support for universal HRM is growing.

2.1 Strategic HR

Beer et al (1994) and Lawler and Mohrman (2003) state that the ever changing environmental challenges facing organisations has effectively increased the expectations of the HR function to replace its bureaucratic procedures, reactive style, incoherent processes and fragmented policies. As such, proponents of 'HRM' have advocated a new strategic agenda for the HR function and re-invention of HR roles.

It was found that a number of theorists agreed that; 'tightening the linkages between HRM and organisation strategy has become essential to competitive viability' Lam and White (1998). Ulrich (1997) and Storey (2007) express the need for HR professionals to align their practices with wider strategic initiatives, such that they effectively form a strategic 'partnership' with organisational line managers. There are a number of critical reasons to move in this direction, not the least of which is that it may be the only way HR can take control of its own future. In support of this, Schuler and Jackson (1987);. They believe that through these partnerships, HRM efforts will become significantly more congruent with the overall strategic objectives of the organisation.

2.1 HR Models

When HRM first emerged it was assumed that it offered a new and more strategically integrated approach to the management of people (Guest 1987). Despite the growing shift towards more strategic and integrationist models of the HR function, there has been very little systematic empirical research on how the repositioning of HR has affected HR organisation; its structures, processes and boundaries (Pettigrew and Whittington 2003). (Ulrich 1997) concludes that.. 'The failure of much of prescriptive literature on HR roles and business partnering is that they forget 'identity' and treat action one dimensionally as the instrumental realization of clearly defined strategic choices and goals.'

Taking the above into consideration there may be lack of evidence in this particular subject and those identified may be subjective to their own beliefs with lack of evidence to substantiate them.

2.1.1 Ulrich's Model

Review of the HR topic area always retrieved Ulrich's three-legged stool model as the most common HR function structure implemented today. Ulrich (1998) states that there are five essential competencies that emerging HR professionals need to embody: Knowing the business, mastering HR practices, managing change processes, creating cultures and workplaces that build individual capability and organisational commitment, and finally they need to demonstrate personal credibility. Ulrich states that HR practitioners engage in a set of proactive roles defined along two axes: strategy versus operations, and process versus people. The business partner role, however, cannot work in isolation. In his original work Ulrich sug