The conceptual literature strongly supports the importance of developing a strategic partnership role for human resources management, and the empirical results indicate significant economic returns for the organization in do it. So why is it so difficult to put these ideas into practice? Discuss, with specific examples and references to strategic literature on human resource management. Introduction As the world is becoming global and competition is becoming more and more intense, human resources are becoming more and more important to the success of a company. If we look at history we can see that workforce has been considered a commodity in many companies. Businesses were only concerned with maximizing production, without taking into account human feelings and social needs. For much of its history, human resources has been treated as a paper-and-pencil moving function or a hiring and firing department. With the growth of information technology and global competition, many professionals and academics have begun to believe that employee performance has implications for the company's production. An increasing number of companies have realized the importance of their people (i.e. human resources) in obtaining and maintaining a competitive advantage. For example, Barney's (1995) resource-based theory of the firm argued that the firm's human resources can provide a source of sustained competitive advantage if they satisfy four attributes; value, rarity, inimitability and organization. Associated with this point is Barney's statement that “managers must search within their companies for rare and valuable resources and exploit these resources throughout their organization.” It is through highly qualified employees, a unique organizational culture, management system, process and organizational structure that distinctive competencies can be achieved. Organize......half of paper......does it take to make it happen? Human Resource Planning, 26(3), 15-29.9. MacDuffie, J. (1995). Human resource panels and manufacturing performance: organizational logics and flexible production systems in the global automotive industry. Labor and Industrial Relations Review, 49, 197-22110. Porter, M. E. (1985). Competitive advantage. New York. The free press.11. Smith, G. (2004). An assessment of Southwest Airlines' corporate culture. Measuring Business Excellence, 8(4), 26-33.12. Ulrich, D (1997). HR Champions. Boston, MA: Harvard Business Press.13. Wright, P. M., & McMahan, G. C. (1992). Theoretical perspectives for strategic human resources management. Journal of Management, 18(2), 295-320.14. Wright, P. M., & Snell, S. A. (1991). Towards an integrative vision of strategic human resources management. Review of human resources management, 1(3), 203-225.