pages of summary of the whole article (gnarl summary) I want4-5 pages of analyzing this article and clarify the contribution that article achieve to the knowledge (finding).Article snippedThe past ten to 15 years in the human resource management (HRM) literaturehas seen a great emphasis being placed on a strategic approach to thedevelopment and implementation of HRM policies and practices (Collins, 1988;Dyer and Holder, 1988; Legge, 1995; Miles and Snow, 1984; Storey, 1995; Wrightand McMahan, 1992). Although the details vary, the basic prescription for astrategic approach to HRM tends to parallel the process shown in Figure 1. Boththe external and the internal environment are considered in light of theorganizations mission and purpose (which may in turn be influenced bycorporate headquarters where the organization is a part of some larger entity).As a result of this analysis, organizational strategies and objectives aredetermined. HRM strategy should represent an integral part of achieving thisbroader organizational strategy, with strategy in the various sub-fields or areasof HRM supporting the overall HRM strategy. Thus, rather than HRM policiesand practices representing direct reactions to the various external and internalforces, these forces are considered in light of organizational strategy andobjectives and then, if appropriate, changes are made to the overall HRMstrategy which may affect various HRM policies and practices.pages of summary of the whole article (gnarl summary) I want4-5 pages of analyzing this article and clarify the contribution that article achieve to the knowledge (finding).Article snippedThe past ten to 15 years in the human resource management (HRM) literaturehas seen a great emphasis being placed on a strategic approach to thedevelopment and implementation of HRM policies and practices (Collins, 1988;Dyer and Holder, 1988; Legge, 1995; Miles and Snow, 1984; Storey, 1995; Wrightand McMahan, 1992). Although the details vary, the basic prescription for astrategic approach to HRM tends to parallel the process shown in Figure 1. Boththe external and the internal environment are considered in light of theorganizations mission and purpose (which may in turn be influenced bycorporate headquarters where the organization is a part of some larger entity).As a result of this analysis, organizational strategies and objectives aredetermined. HRM strategy should represent an integral part of achieving thisbroader organizational strategy, with strategy in the various sub-fields or areasof HRM supporting the overall HRM strategy. Thus, rather than HRM policiesand practices representing direct reactions to the various external and internalforces, these forces are considered in light of organizational strategy andobjectives and then, if appropriate, changes are made to the overall HRMstrategy which may affect various HRM policies and practices.