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positive by workers initially, its support tends to weaken overtime as experience accumulates. Some researchers have argued that HPPs weaken support for unions because such models provide workers with alternative means to exercise voice and right to fair treatment. It is stated by researchers like Godard that HPPs have declining marginal returns due to sources of distrust and commitment problems arising out of the structure of employment relations because employee interests are subordinated to those of owners. Due to the cost associated with HPP it is in the interest of some employers to adopt a work intensification approach. The costs in HPP reflect higher wages, more training and various resource requirements needed to maintain high involvement levels. Research suggests that there is diminishing returns to HPP, thus it is in the interest of employers to adopt low to moderate levels of HPP as add-ons to traditional practices owing to cost benefit trade-offs. Due to the adoption of team involvement system, workers are subjected to increased performance pressures and stress levels and hence this approach is difficult to sustain. The limitations of HPP may be greatest in liberal market economies when compared to other economies. As far as the meaning of specific practices goes there have been some contradictions between 'nice words and harsh realities' which is most apparent over the issue of employment security. There have been different kinds of definitions of employment security by different researchers. It is unjustified to assume that employment security is to be achieved by compromising the firm's profits. The employer's financial flexibility is restored by basing salaries on firm's performance and increasing employee workloads. This can be seen as work intensification. Thus, employment security can be seen as a reward for those who conform to and comply with employer requirements. A similar argument can be made regarding self-managed teams and team working. They are intrusive, difficult to implement and they serve to strengthen rather than weaken management control. It is nearly impossible to introduce any realistic version of team working when employees are unable to enlarge their jobs to attain higher skill levels or there are legal and technical reasons why employees are not allowed to make certain decisions. In such situations team working can only prove to be more stressful and add nothing to the skills. Another example could be selective hiring. The measures used include employment test prior to hiring, sophistication of processes such as psychometric tests, etc. More number of job applicants for few positions is indicative of the poor HR procedures due to failure to define the job and field adequately before advertising. There are wider worries that selective hiring can lead to 'cloning' of employees which can be problematic if there are changes in business objectives and it can also add to lack of diversity in workforce in terms of experience and skills. The other areas where such arguments have been raised are training & development and information sharing. The above examples show that these practices are not as straightforward and positive as the proponents of 'best practice' imply. There have also been some doubts on the universal applicability of 'best practice HRM.' Firstly, it is easier to engage in such activities when labour costs do not form major proportion of controllable costs like in capital intensive sectors.