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Description
In this ever changing dynamic, fluid market the key to success of any organization lies with its adaptability and responsiveness to this ever volatile unpredictable environment. To survive, adjust and sustain and meet the challenges of the external environment efficiently and effectively organizations must make itself a total fit. Companies achieve this competitive advantage by building its core competencies, having foresight, visions and missions; weave a culture that is run by ethics that provide them a purpose and objective. They strategically assimilate, integrate, resources available both tangible and intangible and imbue collective working that fosters single focus efficiency and high standard of performance. Hence the whole procedure starting right from strategizing to that of achievement of goals there is a common thread of integration, alignment that weaves the whole working and operations into one broad spectrum of single purpose, objective and goals and that’s what ultimately helps in making a particular organization a strategic fit. The success of any company irrespective of its industry type lies with its recognition of importance to its manpower and personnel. They understand and recognize that its people, workers, human resource play a vital role in determining its success. As opposed to the tradition of managing the personnel, NOW it is HRM, rather Strategic Human Resource management that is catching swift momentum recognizing the key role the employees play in contributing to the attainment of company’s objective. In 1980s the politically changing scenario with other changes happening like that of business and economic, prompted the re-thinking process of the strategies and triggered the establishment of the human resource guiding principles and therefore the manifestation of SHRM, serving as a platform and a relationship that exists between the external environment with all its threats and opportunities and internal responses through the company. (Hendry & Pettigrew 1986, 3)
