"HRM Practices" are present where ever one should engage in work endeavors. Such organizational activity occurs within both the private and public sectors. Managers within one sector may not be able to just transfer their experience to another sector. HRM practices involve a three step process of recruitment, selection, and orientation. Within these processes is the occurrence of both psychological and legal contracts, which may be dependent on the strength of a signal as defined by signaling theory. It may be the responsibility within HRM practices to create an orientation environment attracting prospective employees. This attraction phase as a psychological contract can become through the process of selection and orientation a binding legal contract. The use by organizations of human resource planning traditionally ensures the right job incumbent to work the right job at of course the right time. In the past, the focus of human resource planning dictated by management concerns is on the short-term. Changing the nature and need of human resources planning of the leading organizations is increasing heightened international competition, demographic shifts, environmental instability, and changes in technology. The product of planning is increasingly the interaction between planners and line management. The realization is taking place in organizations to develop not just short-term solutions but long-term ones to adequately address the concerns of human resources. Human resource planners face increased and new challenges and responsibilities in influencing the direction of the business and serving the needs of the business. Social responsibility is an entity which may present itself within the workforce. The question may arise, however, whether or not social responsibility is for the greater good of the organization. More to say if social responsibility is not for the greater good it will not occur. In a perfect world a socially responsible environment exists within all organizations. The facts are socially responsible behavior coexists with the necessary conditions of organizational development. If conditions do not present themselves accommodating the organization in regard to the practice of social responsibility, the interest of the organization in terms of reinforcement is to make use of an ulterior policy. Learn how United States organizations take action in better allowing the practice of social responsibility. What happens when these actions are not enough? The job of human resources management is to hire the best and most capable individuals in terms of job performance. This job may have become more difficult with the advent of the Civil Rights Act of 1964, stating in no manner shall one be denied employment basing on race or sex. The selection process now may not base strictly on performance, yet instead on other criteria resulting at times in a less efficient workforce. This is the result of a quota system and lower testing cutoff scores to accommodate the Uniform Guidelines on Employee Selection Procedures. It is a great difference hiring less capable front desk attendants and less capable pilots. Despite a more culturally fair employment practice losses in productivity do not gear toward the hiring of a minority population. As one can make the assumption, the field of industrial/organizational (IO) psychology is ever interested in this topic of employment selection and human resources management and their duty to hiring not only the most efficient and capable workforce but also one which is free of illegal employment practices.