Abstract: HRM first emerged as a clearly defined concept in the mid 1980s as a natural development of personnel management. Despite its centrality in organizational life, as people-management activity and its evident impact on enterprise performance and competitiveness, many organizations or corporate executives in Nigeria are yet to integrate the HRMF with EM, with the resultant gulf existing between the 2. The stduy argued for the bridging of this gap, which is reflected in the non-involvement of HR practitioner in central organizational decision-making processes, inappropriate placement, the relegation of the human resource function to a second fiddle position, the slim promotional prospects opened to the HR practitioner and the problem of status identity for HRM. The consequences of this gap for the HR professional, other professionals and the organization were noted. Different strategic options of integration-business partnership, appropriate placement, role re-definition, high knowledgeability and professionalization, were identified. A paradigm shift canvassed to provide new strategic roles and proactive disposition to handle the new challenges of the HRM.