This case study provides a multi-level investigation of human resource management strategy planning and implementation processes, through an intensive case study of the banking sector in Pakistan. Few studies in the strategic human resource management field have explored the realities and complexities of the processes through which human resource policies are planned and implemented in the workplaces and the role played by individual actors in the process. The novelty of the thesis lies in the consideration at a conceptual and empirical level of the role of the three main actors – leaders, human resource managers and line managers – in the integration, formulation and implementation of human resource strategies. Employee experiences are presented to instigate detailed accounts and tap into the top to bottom chain of human resource strategy planning and implementation. The empirical findings from qualitative interviews with leaders, human resource managers, line managers and employees across five case study banks reveal that these processes are dependent on the enactment and contextualisation by the actors involved in the process. At a conceptual level, the thesis proposes a new ‘Actor-Process Model’ to understand the way these actors are involved in the process, shaped by various organisational, institutional and cultural conditions.