The necessity for schools to implement human resources management (HRM) is increasingly acknowledged. Specifically, HRM holds the potential of increasing student outcomes through the increased involvement, empowerment and motivation of teachers. In educational literature, however, little empirical attention is paid to the ways in which different HRM practices could be bundled into a comprehensive HRM system (content) and how HRM could best be implemented to attain positive teacher and student outcomes (process). Regarding the content, and following the ‘AMO theory of performance’, it is argued that HRM systems should comprise (A) ability-, (M) motivation- and (O) opportunity-enhancing HRM practices. Regarding the process, and based on ‘HRM system strength’ literature, it is argued that when teachers perceive HRM as distinctive and consistent, and if they perceive consensus, this will enhance teachers’ and schools’ performance. By combining insights from educational studies on single HRM practices with HRM theories, this paper builds a conceptual framework which can be used to design HRM systems and to understand the way they operate.