Conceptual framework and context of strategic SHRM
SHRM is an approach of decision making relating to the organizational objectives connecting people rather than employees who are essential to implementing the business strategy of the organization.
At the same time, SHRM sets up a rapport connecting HRM with Strategic management while SHRM aimed to clarify the whole course of action that the organization would like to accomplish its objectives by the concerned people.
Wright (1998) added that as a component of the strategic management, SHRM would consider to handling with all people linked with the business for long-term and integrate inclusive issues of the organizational structure, its culture, managerial effectiveness, performance, resources, as well as changes of management that deals with HR actions applied to support the competitive strategy of the organization.
SHRM as a means and approach of supporting the management of HR connecting with the strategic context of the business while it aimed to endow with an intellect to directing any disorderly environment of the organization towards an ordered and coherent way adopting effectual actions and policies.
Becker and Huselid (2006) explained that the SHRM takes into account those verdicts and course actions to managing the employees of all stages in the way that rooted to the direction of generating sustaining competitive advantage for the organization.
Sheehan (2005) explored that SHRM should make available of guidelines to selecting triumphant action to gaining eventual trial of the authenticity of strategic HRM where HR is considered a strategic issue for overall corporate function and evidence.
To implementing SHRM, it is essential to enlarge the existing strategy of the organization with clear reflection on the HR dimensions and comprehensible guidance for the HR management regarding their responsibility and accountability.
Datta (2007) also mentioned that a great deal of the literature endows with the facts of strategic amalgamation, but it is necessary to address the reasons why strategic incorporation would be advantageous to organizations.
The wider viewpoint of modern business advocates to amplify the input of HR reflections within the strategic planning with an outlook to caring employees as an asset of the organization ensuring their further participation and apprehension through effectual communications, result oriented procedural practices, well aliened training, reward and career expansion opportunities concerned with performance.
Schuler and Jakson (1987) explained the necessity of SHRM arguing that it will provide well-built visionary and captivate leadership at the top of the organisation that dedicated to the exposed missions and values with clear understanding to the business strategies, eager to implementing them effectually, positive focus to the critical success factors, and friendly to working consistent management team.