Read the below passage by Collings, McMackin, Nyberg and Wright (2021) and answer the question that follow. Early in the evolution of the field, Wright and McMahan defined strategic HRM as the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals (1992: 298). They argued that the domain of strategic HRM encompassed the determinants of decisions about HR practices, the composition of human capital resource pools, the specification of the required human resource behaviours, and the effectiveness of these decisions given various business strategies and/or competitive situations (Wright and McMahon, 1992: 298). Since then, strategic HRM research has overwhelmingly focused on the relationship between HR practices and firm performance (Huselid, 1995) or the impact of those practices on mediators between these two variables (Boxall et al., 2016). However, the global pandemic revealed how myopic such research has been for addressing how firms strategically manage people. This narrow focus limits our understanding of key questions exposed during COVID19. For example, the pandemic requires a shift in understanding of how work context, such as working onsite versus working from home (WFH), influences employee behaviours and actions. The pandemic has also exposed tensions among stakeholders and challenges the primacy of the shareholder view which has dominated thinking in strategic HRM (Crane and Matten, 2020; Hitt et al., 2020). Finally, while HR has taken a strategic turn, tensions around its role have been exposed during the pandemic, highlighting the requirement for both strategic and tactical contributions. Q.1.1 Assuming that you work for a global corporation during Covid19, which of the three approaches on Strategic Human Resource Management (SHRM) would you use to manage the company's personnel and why?