Human resource management (HRM) has been increasingly taken into consideration by business studies and organizational management approaches because it is closely related to performance daily and organizational practices (Kalleberg & Moody, 1994) . Human resource practices are suggested to have an influence on improving organizational performance in most organizations. Fundamentally, organizational performance refers to employee performance and daily work outcomes that reflect an organization's ability to achieve its goals and objectives, such as employee performance, productivity, employee job satisfaction, financial results (Huselid, 1995). In my opinion, HR practices can make a positive contribution to organizational performance, because except for unpredictable external environments, human resource management can improve most of the factors influencing employee performance which ultimately influence organizational performance in prospects long term. This essay aims to demonstrate that HR practices can have a positive effect on organizational performance based on literature discussion and empirical evidence. The next section briefly reports some negative opinions on the limitations of human resource management related to improving organizational performance. The third section discusses the positive relationship between HR practices and organizational performance established by applying human resource management processes of hiring, selecting, placing employees, and building employment relationships within organizations. The final section will analyze an example of a Mark & ​​Spensers company that has successfully used HR practices to improve its organizational performance and create competitive advantages. Negative evidence There are few topics raised recently… half of the document… Human Resource management as production of ideology. Management reviews. 24 (4), 367-393. Pardee, R. L. (1990). Motivation theories by Maslow, Herzberg, McGregor and McClelland. A literature review of selected theories addressing job satisfaction and motivation. Sels, L., De Winne, S., Maes, J., Delmotte, J., Faems, D., & Forrier, A. (2006). Unraveling the HRM-performance link: Value-creating and cost-increasing effects of human resource management for small businesses*. Journal of Management Studies, 43(2), 319-342.Sheehan, M (2013). Human resource management and performance: Evidence from small and medium-sized enterprises. International Journal of Small Business. 26 (2), 164-176.Syed, N and Lin, X (2012). Impact of high-performance human resource management practices on employee job satisfaction: Empirical analysis. Interdisciplinary journal of contemporary research in business. 4 (2), 318-342.