While past human resource management (HRM) research has focused on micro-level, individual, and functional phenomena, recent research has shifted its emphasis toward macro-level, systemic, and strategic dimensions. This new trend in HRM research is referred to as Strategic Human Resource Management (SHRM). SHRM can be classified into contingency, universalistic, and configurational approaches (the latter encompassing both deductive and inductive methods) depending on the perspective regarding the impact of HRM on firm performance. The contingency approach assumes a fit between HRM and the organizational context; the universalistic approach assumes that there exists an optimal set of HRM practices applicable to any organization; and the configurational approach assumes internal consistency among HRM practices and equifinality across different organizations. Although the fundamental assumptions of the three approaches differ, they are not mutually exclusive but rather complementary in enhancing our understanding of the phenomena, outcomes, and logic of SHRM. Regardless of the approach, what has been particularly emphasized in recent research is internal fit among various HRM elements and external fit between HRM and contextual factors (e.g., corporate strategy, life cycle stage, environment). However, as SHRM is still in its early stages, many challenges remain for future research.