管理学硕士毕业论文参考文献格式：
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管理学硕士毕业论文参考文献格式二：
Introduction
Strategic Human Resource Management (SHRM) is an effective and efficient approach to the development and management of human resources within HR strategies and implementation that are integrated with business objectives in a long term (Armstrong 2008). In essence, ‘this approach is concerned with people issues and macro-concerns about structure, quality, culture, values, commitment and matching resources to future need’ (CIPD Fact sheet 2012). Thus, as one of the most essential HR strategies concerned with human capital, talent management could be regard as a more comprehensive and integrated bundle of activities, the aim of which is to identify and recruit the talent securely in organisations, it is worth bearing in mind that talent is a major corporate resources (Pfeffer 2001). Viewed from this, it demonstrates how talent people could be the paramount values for the HR strategies and development, with the application of strategic employee resourcing and the interpretation of employee relations, i.e. labour laws. This reports aims to examine whether a talent management approach is suitable for the company via three main areas of HR strategies and implementation (employee resourcing, employee relations and employee development) in term of the significantly influences of different culture and legal framework with the changing environment. Hence it could provide a number of perspectives to the Executive Board about the suitableness of a talent management approach.
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