The Essence and Concept of Human Resource Management: Evolution, Strategic Integration, and Contemporary Challenges 
Wangchaoqun

Al-Farabi Kazakh National University Farabi Business School, Kazakhstan Almaty, 50000;

Abstract: In recent years, the development of HRM has gradually deepened, and now it is linked to all levels of enterprise development. This paper will present the concept of HRM, some early ideas and theories related to it, and later develop the discussion on strategic human resource management (SHRM). Based on the first frameworks proposed by Harvard and Michigan, this paper studies the support for the development of sustainable competitive advantage in human resource management. Based on the latest empirical data in the 2025 HR Monitor by McKinsey and ManpowerGroup's Employment Outlook Survey, there is still a considerable distance between the original plan and its actual realisation. Based on the above analysis, although HRM has started to play an important role in the company, there are still some deficiencies in its strategic positioning, workforce planning and management of talent attraction and training, as well as in technological application. Finally, the study proposes an all-encompassing system to align strategic purposes with the actual capacity of implementation for the age of artificial intelligence and workforce transformation.

Keywords: Human Resource Management (HRM); Strategic Human Resource Management (SHRM); personnel management; HR evolution; workforce planning; HR transformation

References

[1]Mary Grantham O’Brien,Thao Nguyen Nina Le,Anamaria Bodea,Pavel Trofimovich & Masako Shimada.(2026).Accent Bias Training in Undergraduate Human Resource Management Education.Business and Professional Communication Quarterly,89(2),260-279. https://doi.org/10.1177/23294906231226212.

[2]Anwar Hossain,Mohammad Abdullah Al Mamun,Md Mahathy Hasan Jewel,Tarekol Islam Maruf,Nhat Tan Nguyen,Ruhul Amin Md Rashed & Musa Muhammad.(2026).Examining the influence of green human resource management practices on employees’ environmental behaviour: the role of employee commitment and organisational culture.Social Sciences & Humanities Open,13,102904-102904. https://doi.org/10.1016/J.SSAHO.2026.102904.

[3]Hannah Meacham,Justine Ferrer,Peter Holland & Chris Kulesza.(2026).From disaster to discovery: How dynamic capabilities can inform human resource management practices in a VUCA environment.Personnel Review,55(3),869-882. https://doi.org/10.1108/PR-02-2025-0183.

[4]Muhammad Zia ul Haq,Youqing Fan & Thomas Klikauer.(2026).Transforming organisations for triple bottom line: a review of sustainable human resource management literature.Sustainable Futures,11,101885-101885. https://doi.org/10.1016/J.SFTR.2026.101885.

[5] Varinder Singh Rana & Aisha Khan.(2026).Technology, Innovation, and Strategic Transformation in Human Resource Management.IGI Global Scientific Publishing,

[6](2026).Green human resource management (GHRM) and green innovative behavior:The role of environmental enthusiasm and organizational innovation in supporting perception.Human Resource Management International Digest,34(4),42-43. https://doi.org/10.1108/HRMID-04-2026-0080.

[7]Catherine Hui Yi Lai,Kian Yeik Koay,Yuka Fujimoto,Vivien K. G. Lim & Derek Ong.(2026).Understanding the effects of socially responsible human resource management on cyberloafing: a moderation and mediation model.Management Decision,64(4),1580-1598. https://doi.org/10.1108/MD-07-2024-1525.

[8]Huong Thi Dinh,Nhung Hong Nguyen & Anh Ngoc Nguyen.(2026).Improving employee performance and sustainable performances: the influence of AI, green human resource management, and low-carbon behavior.Journal of Hospitality and Tourism Insights,9(5),2240-2259. https://doi.org/10.1108/JHTI-07-2025-0864.

[9]Fikreyesus Demeke Cherkos & Jemal Kedir Shuka.(2026).Human resource management practices for successful performance of construction companies: unveiling hierarchical importance and interplay.International Journal of Construction Management,26(7),1113-1133. https://doi.org/10.1080/15623599.2025.2544912.

[10]Yihao Su,Hualiang Ren & Suyu Hou.(2026).The Impact of Green Human Resource Management on Employees' Green Initiatives.Journal of Economics and Management Sciences,9(3),p1-p1. https://doi.org/10.30560/JEMS.V9N3P1.

[11]Binhua (Eva) Huang,Haiying Kang,Elana Zur & Lindie H. Liang.(2026).Humanistic human resource management for digital transformation: Addressing the challenges of AI advancement in the workplace.Human Resource Management Review,36(3),101151-101151. https://doi.org/10.1016/J.HRMR.2026.101151.

[12]Nadia A. Abdelmegeed Abdelwahed,Mohammed A. Al Doghan,Naimatullah Shah & Bahadur Ali Soomro.(2026).Entrepreneurial orientation and product innovation performance: developing the linkages through strategic human resource management and technology capability.Journal of Science and Technology Policy Management,17(4),899-923. https://doi.org/10.1108/JSTPM-01-2024-0014.

[13]Marja Sinurat & Lijan Poltak Sinambela.(2026).Analysis of The Free Nutritional Meal Program (MBG) from A Human Resource Management (HR) Perspective.Asian Journal of Economics, Business and Accounting,26(3),144-153. https://doi.org/10.9734/AJEBA/2026/V26I32202.

[14]Tadahiko Kawai,Youichi Hiramatsu & Yuto Kimura.(2026).Introduction to the Special Topic Forum: The Potential of a New Strategic Human Resource Management Theory:Introduction.Journal of Strategic Management Studies,17(2),27-29. https://doi.org/10.24760/IASME.17.2_27.

[15]Jiro Usugami.(2026).Causal Analysis Model in Strategic Human Resource Management and Its Future Directions:Invited papers.Journal of Strategic Management Studies,17(2),31-40. https://doi.org/10.24760/IASME.17.2_31.