In drawing this book to a close, I would like to return to my starting point – specifically, the quote by Nathan Gerard that a new and engaged critique of HRM must, in part, be premised upon the fuller recognition of the human. I hope that this book has provided a rich, psychoanalytically informed account as to how we might understand the human that often seems to be removed from HRM both as a body of theory and as a field of practice. But this view of an essentially divided, desiring, conflicted human revealed by psychoanalysis does not dovetail well with the nostrums of unitarist management approaches which lie at the heart of HRM models and ideas. Indeed, I would argue that the view of the human as revealed by psychoanalysis poses a challenge not only for HRM but also for much management theory and practice, which places such heavy emphasis on rationality, control, stability, forecasting, planning, productivity and so on. Much of the book highlights that the failure by HRM to attend to the human aspect of HRM has had some awful consequences for many workers. Chapter 5's account of the crise de travail in France also provides additional, powerful testimony, as does Yiannis Gabriel's leadership case study of organizational miasma explored in Chapter 7.