You must submit your initial response to the Discussion Question below before deadline. A typical answer should have about 500 words, but it is the quality of the answer that matters, not the number of words. Satisfactory answers will demonstrate clear understanding of the topics and issues related to the DQ. Good answers will be able to explain the reasons in more depth. Excellent answers will be able to raise appropriate critical questions. Weak answers will demonstrate only a partial grasp of what is important in the context of the DQ. Please submit your initial response through the Turnitin submission link below in addition to posting it to the Discussion Board thread. Do include all your references, as per the Harvard Referencing System, but do not include the question itself. Reading The journal article prescribed for this week is required reading for preparing your Hand-in Assignment and can be found in the digital library at the University of Liverpool: Journal article Buller, P. F. & McEvoy G.M. (2012) 'Strategy, human resource management and performance: Sharpening line of sight'. Human Resource Management Review, 22(1), p.43 http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=edselp&AN=S1053482211000490&site=eds-live&scope=site (Accessed 21 February 2013) Textbook Pilbeam, S. & Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall International. (Please note that the references to these readings can be found in the Lecture Notes text under the headings of the topics to which they relate.) The strategic significance of people resourcing Pages 38–41 in Chapter 2 provide background information into the importance of developing HR strategy as well as the difficulties encountered in this process. Strategy, business performance, and human resources Pages 41–42 in Chapter 2 deal with the links between HR strategy and business performance and organisational objectives. Best-practice models Pages 43–47 in Chapter 2 examine the application of a particular set of HR policies and practices for bringing about improved performance. You will learn about the Harvard model, the partnership approach, high commitment HR practices, and the 'black box'. Best-fit models Pages 48–51 in Chapter 2 explore the possibility of organisations needing to adapt HR practices based on specific conditions, rather than applying a universal approach. The authors outline and discuss the business life cycle, structural configuration, and matching models. The resource-based model Pages 51–60 in Chapter 2 cover the resource-based model and examine how this strategy views the human resources within the firm as unique assets that create a sustainable competitive advantage. This approach emphasises the development of these resources while also focusing on the skills, knowledge, and attitudes of human capital.In working out your responses to the Discussion Question, you should choose examples from your own experience or find appropriate cases on the Web that you can discuss. Credit will be given for references you make to relevant examples from real companies.