The triangle of HRM practices

The pursuant of a unique bundle of HRM practices is hailed to promote organisational success in today's competitive market (Lu et al., 2015). Although the word ‘success’ might not escape the challenge of a clear definition, understanding and linking espoused, enacted and perceived HRM practices are crucial parts of the unique bundle of HRM practices (Khilji and Wang, 2006). Espoused HRM practices are meant to mean what is said to be done in terms of human resource activities, enacted HRM practices denote what is actually done in terms of human resource activities and perceived HRM practices refer to what is actually perceived of HRM practices by stakeholders of an organisation, in particular employees. This developmental paper aims to develop a model, the triangle of HRM practices, which links espoused, enacted and perceived HRM practices together