**9. Conclusion and new directions for HRM**

High Performance Organisation and High-Performance Work Systems proponents had earlier provided what they thought would serve as the magic wand for overall organisational performance by targeting structural mechanisms that they think could modify staff's behaviour. However, the role that HRM had to play in this, if any, had not been properly dealt with by such enthusiasts. The critical examination of both performance management theories helped to highlight additional key aspects of people that needed to have been considered. Likewise, the data from 4 SMEs in the UK surfaced four key areas, each of which had aspects of resilience, whose inclusion in managing performance enhanced the possibility of effectiveness and efficiency at both the individual managerial and staff level but also organisationally. Its four aspects were therefore included not only in the proposed model of 'Strategic Workforce Resilience Management' but also is 'Strategic Workforce Resilience Capability'. Both recognise the need for management to develop such a competence if they are to address the problem of competence [24]. However, the study's findings recognise the need to go a step further. This shift from previous studies' emphasis on management competence and control over the performance management of SMEs to overall workforce performance capability has contributed to Saunila's [15] idea of innovative capability and Shibin et al.'s [16] idea of better and more effective use of human resource capacity. Although a critical evaluation of performance management theory reveals the essence of using structures [11] to enhance employees' commitment [14] the extent to which resilience theory can contribute to organisational performance 'comeback' has not been previously attempted. In order to contribute to this deficit created by structural enthusiasts of HPO and HPWS, this chapter has used additional aspects from resilience theorisation [25] to develop a new model that shows how HRM professionals can add value to performance management in SMEs.

The chapter used both management's and staff's experiences of performing under pressurised environments to abstract how they fared. The predominant theme was found to centre on using a bottom-up approach as it produced greater effectiveness in implementing the team-work, competency development and commitment qualities that High Performance Organisation and High-Performance Work Systems' enthusiasts had recommended. The bottom up approach highlighted something additional though. This centred on the possibility for HR practitioners and scholars to include resilience competency development in their processes such that a new way of conducting HR can be realised. A practical way of doing so is included in the four aspects of the model proposed here to help fill the overall organisational performance implementation gap in a way that yields greater effectiveness and facilitates sustainability as recommended by Ali et al. [21] and Thanki and Thakkar [27]. Therefore, HRM studies and practice should go beyond treating individuals merely as usable resources to drive performance but as a network of

relational beings [19]. Instead, this chapter is proposing the need to enhance not only staff's but also management's resilience competence and developing appropriate people management and resilience programmes as the one highlighted in the four aspects of the model to achieve this in practice. Still in keeping with the need for HRM to go beyond its current position of a structural approach to performance, future work in this area could investigate how specific resilience behaviours in supervisors, higher level managers and staff could be developed as a bespoke strategic management of people. Additionally, the emerging literature and scholarship also seems to suggest that HRM scholars' treatment of individual aspects of performance-enhancement measures from knowledge management (Cerchione et al. [29] to effective resource utilisation [11, 16] may need to be complemented with other aspects such as resilience development in order to mitigate additional performance risks [17]. The work continues…
