Strategic Human Resource Management (Shrm): a Paradigm Shift for Achieving Sustained Competitive Advantage in Organization

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International Bulletin of Business Administration ISSN: 1451-243X Issue 7 (2010) © EuroJournals, Inc. 2010 http://www.eurojournals.com Strategic Human Resource Management (SHRM): A Paradigm Shift for Achieving Sustained Competitive Advantage in Organization Benjamin James Inyang Department of Business Management, University of Calabar P.M.B. 1115 Calabar, Nigeria E-mail: benji1955.unical@yahoo.co.uk Tel: +234 8033773403 Abstract The human resource of an organization offered the potential synergy for sustained competitive advantage, when properly deployed, maintained and utilized. From the onset, the traditional HRM, the formal system for managing people in organization, concerned itself essentially with transactional and administrative…show more content…
Managing people is therefore the responsibility of HR manager. HRM is then a “formal system for the management of people within the organization” (Bateman & Zeithaml, 1993:346). For Inyang (2001:8), HRM is simply “organization’s activities, which are directed at attracting, developing and maintaining an effective workforce”. The many transactional or administrative activities involved in managing the human resources of an organization – training and development, staff motivation, compensation, staff commitment, quality performance, etc. are meant to be carried out effectively to influence the achievement of corporate objectives (Inynag, 2008a). The paradigm shift from the administrative aspects of HRM led to the emergence of SHRM as a new generation of value-added core responsibility or function of HRM. The emphasis of SHRM is that of a strategic business partner. It now supports the company’s competitive advantage by providing high quality people and by helping business managers strategically plan the functions of the human capital within the organizations (Rowden, 1999). SHRM strongly beliefs that critical organizational capabilities or performance behaviors are sine qua non, for the attainment of a particular business strategy or goal. Unlike the traditional HRM which covers a wide range of employment practices, including recruitment, selection, performance appraisal, training and development and administration

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