This paper examines how in
human resource management (HRM),
best practices have become an essential topic of research and discussion and how academics have carried out important studies centering on the relationships that may exist between human resource management practices and business
performance. It looks at how in terms of delivering higher levels of performance, best practices HRM seems most appropriate when the social needs of the workforce are high and the
employees are responding to the positive changes brought by best practices. It explores how best practices HRM also clash with short-term strategies because it can take a long time to feel their full effects.