Most human resource practitioners and organisational strategic thinkers will agree that Human resource management is in line with organisational strategic decision making. It is through human efforts (resource based view) that organisations are able to achieve its strategic goals (mainly profit maximisation in financial terms). A well-resourced and managed workforce, therefore, is essential for organisational competitive advantage through - arguably - effective employee development and appropriate reward systems (amongst other HRM elements).The practice of human resource has become pivotal to organisational existence. This is because human capital is a major contributor to competitive advantage, which, is now recognisable throughout the industrial world. HR professionals, therefore, must be well equipped with appropriate knowledge and skills (regularly updated through continuous professional developments) required to combating the forces of change (internal and external) embedded in their everyday practice.This book covers some of the two metamorphosis elements of human resource management practices i.e.

employee resourcing, and employee development. It, therefore, provide the readers with relevant theoretical approaches to essential people management. In order to understand the forces of change engulfing the existence of organisational working practices, the approach adapted in this book is very much of a theoretical nature embedded on own practical approach. Human resource practitioners should, therefore, understand ways in which to apply employee resourcing and employee development to strategic thinking of their respective organisations through effective contributions to HR issues and policies.