The radical transformations are persistently increasing at a quickening rate, simultaneously pressurizing organizational workers and management teams to deliver enhanced and competitive performance in a quicker, smarter and cost-effective manner. These turbulent times call for vibrant policies and practices on the part of the management team so as to facilitate the organizations to react swiftly and productively to such dynamic external environments. The strategic human resource management facilitates its organizational teams to deliver highly competitive and standardized performance under intricate business conditions that strive to convert challenges into opportunities by transforming anarchy into systematic strategies and strategy into productive action.
Strategic human resource management has achieved immense significance and generated critical awareness in recent years amongst theorists and researchers, most remarkably in the fields of human resource management, organizational behavior, and industrial relations. Apparently, heightened assimilation of human resource management and corporate strategies has placed a significant claim upon contemporary strategic human resource management in terms of management as well as the academic literature, and hence it is commonly recognized that the strategic employment and administration of human resources can pave way for accomplishment and stability of the firms. Certain authors and researchers have further claimed that an organization’s human resources help shape the foundation of its competitive advantage1. Thus, with this background, it can be safely established, that the need for an organization’s HR function to be strategic in nature is in co-operation, and not in conflict, with its need to respond to the external environment.
“Strategic Human Resource Management is the linking of human resource management with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility”.