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The Human Resources Management Plan is intended as a model for employee management. Skills, career options, hierarchy and occupation are becoming driven by concerns for competence, sub-contracting, team style & core versus peripheral work forces. Human resources management has become a managerially derived and driven set of precepts with line and personnel managers actively involved in its operation. Focus is upon corporate competitive advantage achieved through employee relationships aided via enabling and encouraging individual development and achievement.

Recruiting, selecting, rewarding, managing and developing employees has witnessed accent upon empowering employees to become more involved in the decision-making processes. There is a move away from collective bargaining to an individual interface that offers opportunities to maximise employment opportunities to benefit both the company and the individual alike. Therefore, instead of being a cost to the company, the employee is a potential return on investment. In so being, all stakeholders prosper.

Human Resources Management is essentially a strategically driven activity in shaping and delivering corporate strategies with commitment and results. The move is towards mutual goals, influence, respect, rewards and responsibility. HRM looks to build trust and commitment within goal-orientation, participation and choice. HRM practices stem from a desire to create conflict-free work situations that guide the company towards organisational success pitted against growing international competitive pressures.