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be defined as a set of practices used to manage the workforce of an organization, that is recruitment and selection, training and development, worker involvement, pay and rewards, flexibility, involvement in decision-making, communications and employee welfare.'

If the view of the author is taken that HRM is a set of practices, which means it is a map or managerial tool to solve managerial problems, then the question no theory is required to support assumptions or no empirical evidence is required to support assumptions. There is still a lot of debate about the true nature of HRM from the academic perspective, practitioners view point and also, from the view point of educationalists who teach this discipline.

According to Torrington et at., (2005), define HRM as, 'Resource centered, directed mainly at management's needs for HR (not necessarily employees) to be provided and deployed. Demand rather than supply is the focus on the activity. There is greater emphasis on planning, monitoring and control rather than mediation. Problem-solving is undertaken with other members of the management on HR issues rather than directly with employees or their representatives.'

This definition is also similar to the author which focuses on Practice.

According to scholars like Guest, it is more than just a set of practice - the discipline has well tested models and theories which provide the conclusions with more authority which is why empirical evidence is provided to support findings.

Performance is another issue which requires clarification.

The author does not really specify when dealing with performance as to which performance is being referred to:

Organizational performance

HR performance

Employee performance

Wellbeing is related to performance but which performance. If wellbeing is related to organizational performance, then wellbeing needs to be separated from the rest of the other variables which is difficult to do. Compartmentalizing Wellbeing, if possible, may lead to different conclusions. Wellbeing will then be examined against the organizational performance indicators and see how wellbeing contributes to the overall performance of the organization.

In these times when the going gets tough, employees try to put on their best show, just to be in jobs. Performance increases as times get tough (People Management, published by the Chartered Institute of Personnel and Development, July issues, 2009).

Wellbeing not necessarily leads to better performance. But without a shadow of doubt, plays a significant role leading to effective performance.

In a stable condition, job security, commitment and work-family initiatives have been empirically evidenced by the author that wellbeing improves performance. It is agreed.

But does the same hold for in an unstable condition where jobs are disappearing, people being made redundant, re-structuring take place just to save money, training is going through the windows due to shortage of funds, recruitment freeze in some industries - it is a matter of doubt.

Commitment, Job Satisfaction and Work-life balance are the constituent elements of Wellbeing. But the issue is: commitment, job satisfaction and work-life balance are the outcome of a good wellbeing policy rather than being the constitue