Hoskisson (1999) informs that strategic HRM was not born of a resources based view but it has been instrumental in its development. According to him, strategic HRM has been helpful in providing the required resources which then supports the organisation’s execution of important strategies and action plan. Thus, HRM has been supportive in its contribution to the organisation’s resource gathering and execution capabilities which are essential in any size of project. In another view, it is observed that the single most valuable, distinctive, and imitable resource that organisations have is knowledge which can be used to manipulate, employ, and transform multiple organisational resources (Grant, 1996; Kogut and Zander 1992). This is an interesting perspective as it shows the ability of organisations to make their possession of intellectual knowledge and knowledge based resources as a competitive advantage in the industry of their operations. Recently, the shift and focus has moved from employee management to their involvement in strategic contribution to the organisation. This has resulted into the development of employee recruitment in a different manner which focuses on the individual’s inherent qualities and possession of knowledge that can be directly used for the organisation. Then further, it has shifted into more of knowledge management and managing knowledgeable workforce and developing their skills, creating striking and winning relationship with the employees, and executing rewards programs for knowledge based results (Mathis and Jackson, 2005). Where knowledge is spread across tasks, technologies, tools, and people, the best possible knowledge base is the people-embodied knowledge which forms the foundation of the organisation’s core capabilities, and is also fundamental in developing its value proposition (Argote and Ingram, 2000). This particular theory of people embodied knowledge is also being appreciated by Morris and Snell (2007). They maintain that knowledge possessed by people of the organisation is important and must be nurtured and preserved periodically which makes it more rewarding for the employees and the organisation.