Abstract
This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.
Highlights
1.1 Human Resource ManagementCurrently, the academic area where the human resources of an organization can be a source of competitive advantage, provided that the policies for managing people are integrated with real strategic business planning and organizational culture (Chen & Hung, 2010)
The strategic human resource management (HRM) concentrates on the point that there should be a link between a business’s strategy and the use of its human resources
The main rationale for strategic HRM thinking is that by integrating HRM with the business strategy, rather than human resources strategies being a separate set of priorities, employees will be managed more effectively, organizational performance will improve and business success will follow
Summary
The academic area where the human resources of an organization can be a source of competitive advantage, provided that the policies for managing people are integrated with real strategic business planning and organizational culture (Chen & Hung, 2010). This methodology emphasizes the position of correspondence between human resource policies and organizational objectives. The strategic HRM concentrates on the point that there should be a link between a business’s strategy and the use of its human resources According to this perspective, people management can be a key source of sustained competitive advantage (Robinson et al, 2008; Royal & O’Donnell, 2005).
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