This systematic review of theoretical approaches is to determine whether the recruitment and selection process in SMEs shows evidence of a strategic ‘fit’ and second, examining the extent of a structured, innovative and flexible recruitment and selection process. HR managers may be aware of Strategic Human Resource Management but their understanding of recruitment and selection process as a HR architecture linking the firm and HR strategy may be vague. Findings in literature shows that priority research tends to be non-HRM related functions. HRM practices are seen as less important. The review also shows evidence that recruitment and selection is an under researched area and no specific research papers provided insights on the concept of ‘fit’ in recruitment and selection. Although general literature presents various models of recruitment but the compatibility between the individual, job and environment – ‘fit’, as a strategic process in SMEs seems disconnected and unexplored. This suggests that the HRM functions in the Malaysian SMEs are treated and perceived as secondary, routine and an insignificant function.