mpanys people (Collins, 1987:p. 15; Rance, 1996). Tight fit is only possible when the senior management has a clear understanding of the firms direction, and is able to effectively communicate that to their subordinates (Dunn, 1995: p. 58). The objectives and manner in which they are to be achieved needs to be explained. Effective communication is essential for HRM to have a constructive contribution to the overall strategy, and to allow the accomplishment of the strategic objectives (Collins, 1987: p. 15). Although HR management should be integrated with other strategies, problems are going to be encountered. Such as the diversity of strategic processes, levels and styles. If each strategic business unit in an organisation develops their own HRM policy independently of other HRM policies it may be difficult to focus HR strategies on the needs of the firm. If the business strategy has not been clearly defined and understood or there is an absence of articulated business strategies, then it would be difficult to develop a complementary HRM strategy. The strategy formulation process is complex as a broad range of environmental factors influences the formation of a strategy. It may, therefore, be difficult to progress directly from corporate strategy to HR strategy. Because of the evolutionary nature of business strategy and the associated continuous changes the HR strategy may be required to be equally flexible in its operation. Extrapolating those HR issues that will remain relevant may be difficult. Business strategies tend to be expressed in a quantitative fashion. However, human resources deal with the quality of employment standards or skills and other qualitative natured HR issues.. The relationship between the two may therefore be difficult to establish. Although it would be ideal to have HRM contributing to the corporate plan, this may be difficult if the HR strategy is governed by external influences. (Armstrong and Long, 1994: p...
