CRITICAL CONCEPTS IN HRM3it less treated within the organization. As other management functions like marketing, finance, etc. enjoyed power, high remuneration, and prestige, the personnel management was treated as less important within the organization, an aspect that led to the emergence of the HRM. The HRM managed to encounter the criticism and gain credibility in the organizational management enabling the department to acquire strategic focus towards proper employees’ management and organizational performance. According to Guinot, Chiva, and Mallen (2016), the HRM had its responsibilities on the basis of two critical theories. These included the Michigan theory that adopted a strategic approach linking workforce management to the strategy of the organization and Harvard model that emphasized on the coordination and functionality of the human resources. The two models adopted a unitary perspective incorporating influence, mutual goals, respect, responsibility, and rewards that later resulted in employee commitment and better results for both the workforce andthe organization. The unitary perspective of the theories postulated that what is essential for the organization should as well be vital for the employees, an aspect that changed the focus of organizational management to effective employment relationship towards the achievement of theset workforce and organizational goals. According to Jackson (2012), the two models formed the prescriptive or the normative HRM theory or model as critical human resource concepts incorporating policy and organizational goals on the basis of the strategic integration as pointed out by Shen, Tang and D'Netto (2014). It is from the theories that focus on the culture of the organization; training and development, diversity management, and international performance management were given center stage in the effective and sustainable performance of the organization. In the case study, the performance of No Name Aircraft has to be a worry to the CEO making it a center stage of

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