... that Guest's model does nothing to differentiate HRM from personnel, which was later supported by Legge 1989. Legge commented that 'successful companies guide and shape their company's culture to fir their strategy.' Legge 1995 has described this concept of fit, as one of the many 'ambiguities' of HRM. HRM is commonly referred to simply as a variation of personnel management, under a new label and stated by Armstrong 1987 as being 'Old wine in a new bottle'. Guest 1987 pointed out that a number of personnel departments have 'human resource departments' without any observable change in roles'. It would appear clear that there is no universally accepted description of the concept of HRM although there are those who have clearly identifies the differences of HRM. Most notably is Storey 1989 who identified the 'hard' and 'soft' model, which was later discussed in more detail by Legge 1995. What is clear ...

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