A case study near a large business company shows the difficulty in evaluating this contribution being given the strategic lack of legitimacy of the HRM and the absence of tested criteria of evaluation of its results. In this line, we will discuss the approach exposed by De Cieri and al. (2003) which deals with the problem of HRM in Australia, in term of strategy, people and performance.
The approach by the resources constitutes one of the theoretical bases of the strategic human resources management (SHRM) which aims at developing the collective effectiveness of the employees in order to achieve the goals of the company (De Cieri et al. 2003; Truss and Gratton, 1994; Wright and McMahan, 1992). This approach seems relevant to clarify the bond which exists between the human capital, the practices in human resources and the performance of the firm (Delery and Shaw, 2001; McMahan and al, 1999). It supports the renewed interest for the personal element as a source of durable competing advantage while placing the immaterial resources with the row of the strategic credits, making it possible the company to acquire an advantage with respect to its rivals (Boxall, 1996, 1999; Coff, 1997; Gratton, 1999; Kamoche, 1996; Truss, 2001).
The perennially and the success of the company constitute the interest shared by all the agents of stakes in the company (Louarn and Wils, 2001). According to the approach by the resources, the organisational performance appears through the creation of a durable competing advantage founded on a human capital highly qualified and highly implied, regarding to a whole HR practices, and through the formulation and the placement of a dynamic HR strategy and futurology (Bamberger and Meshoulam, 2000; Hagan, 1996; Lado and Wilson, 1994; Snell and al, 2000), allowing to have knowledge and competences necessary to face the current and future challenges, and at the favourable time. Thus, any choice judicious of the HR practices to be created and their coherence with the strategy of the company can confer a better performance (Delery and Doty, 1996; Kamoche, 1996). On this subject, numbers empirical studies tried to prove the bond between on the one hand systems the not easily imitable HR practices and on the other hand the organisational performance (Arthur, 1994; Becker and GeHRart, 1996; Delaney and Huselid, 1996; Gardner and Al, 2000; Huselid, 1995; MacDuffie, 1995). Some of these studies led to detect this bond, and approved it in spite of some methodological limit and of recognized errors of measurement (Boudreau and Ramstad, 1999; Wright and al, 2001).
Moreover, one will try through this article to discuss the approach of De Cieri and al. (2003) which deals with the problem of HRM of resources in Australia, in term of strategy, people and performance.
If one refers to the works of De Cieri and al. (2003), it seems to be important to announce that the goal of the text is to give a clear and methodical vision of an intellectual, strategic and practical approach of the human stock management. It is significant to assign also that the work is based on a major academic study as well of theoretical as empirical point, through concrete example cases. Indeed, the work