Strategic Human resource management is an approach that refers how the aims of the organization will be acquired through people by means of human resource strategies and combined human resource practices and policies. Strategic Human resource management is also based with viewing the people of the organization as a strategic element for the acquirement of competitive benefit (Huslid, 2003).
Kaplan and Hurd (2002) define that strategic HRM is a collection of tasks and processes shared jointly by line managers and human resources to solve business issues based on people. According to (Kostova and Roth, 2002) the macro organizational approach to look the function and role of human resource management in the big organization is termed as Strategic HRM. Leug (2003) defined that strategic human resource management focuses on actions that varied the organization from its competitors.
Michie and Sheehan (2005) define that strategic human resource management is the pattern of scheduled HR tasks and deployment intended to enhance an organization to gain its aims. Finally Batt (2007) described that the major strategic HRM theory premise is that successful performance of organization relies on a close alignment or fit between HR strategy and business (Dyne and Pierce(2004) and Batt (2007) cited in Armstrong (2008, p 33-34).
Bjorkman and Fan (2002) describe that the strategic human resource management is the interface between strategic management and human resource management. It takes the notion of human resource management as a coherent, combined and strategic approach and enhances that in line with the strategic management concept. This is an approach to management that consists of taking a big term and wide view of where the section of business or business is handling tasks in ways that assure this strategic thrust is maintained. Whereas Cheng (2005) defines that strategic HRM is the collection of actions and decisions resulting in the implementation and formulation of strategies configured to gain the organizational objectives. According to Akhtar and Ding (2001) strategic HRM need is to elicit the current actions for the future and become an action machine institutionalizing and combining mechanisms for change.
Finally Dessler(2011) argues that strategic HRM means making and implementing practices and policies of human resource that generates the behaviors and competencies of employee that the organization requires to gain its strategic goals. Bratton J (2001) defines strategic HRM as the process of combining the function of HR with the strategic organizational objectives in order to develop performance (Dessler ,2011; Bratton,2001) cited in Durai (2010, p 24).
- Huslid, M. 2003. “Special Issue on Small and Medium Sized Enterprises: A Call for more Research,” Human Resource Management” 42(4), 297.
- Kaplan, N.J. and J. Hurd. 2002. “Realizing the Promise of Partnerships,” Journal of Business Strategy 23(3), 38-42.
- Kostova, T. and K. Roth. 2002. “Adoption of an Organizational Practice by Subsidiaries of Multinational Corporations,” Academy of Management Journal 45(1), 215-233.
- Armstrong, Michael, Baron, Angela, (2003), Strategic HRM: The Key To Improved Business Performance, CIPD, London, p xviii.
- Leug, A. 2003. “Different Ties for Different Needs: Recruitment Practices of Entrepreneurial Firms at Different Developmental Phases, Human Resources Management 42(4), 303-320.
- Michie, J., & M. Sheehan. 2005. “Business Strategy, Human Resources, Labor Market Flexibility and Competitive Advantage,” International Journal of Human Resource Management 16(3), 445-464.
- L. Van Dyne and J. Pierce. 2004. “Psychological Ownership and Feeling of Possession: Three Field Studies Predicting Employee Attitudes and Organizational Citizenship Behavior,” Journal of Organizational Behavior 25(4), 439-459.
- Cheng, D. (2005). Exploring the ways to build an effective SOE managerial rewarding system (Jianquan Jingyingzhe jili jizhi de ruogan duice). Enterprise Economy (Qiye Jingji) (in Chinese), 4, p –37.