Aim
The research aims to comprehend the resultant competitive edge to an organization by applying the Strategic Human Resource Management (SHRM) and to what extent it is a useful and different approach to Human Resource Management (HRM), generally known as Personnel Management.
Objectives
1. To clarify how traditional HRM is concerned with the transactional activities.
2. To investigate the proactive approach of SHRM.
3. To illustrate the advantages of SHRM to the organization when applying to HRM.
Research Questions and Hypothesis
1. Is there a connection between Competitive Edge and Strategic Human Resource Management of the organization?
Ans: yes, there is a major connection between Competitive Edge and Strategic Human Resource Management
(Singh, 2003) Today, the HR forms a performance evaluation system for determining the performance level of each employee depending on the competencies for that job and if this performance is resulting in achieving the final business objectives or not. Earlier, the HR accustomed to only determine the competencies of the job which were consequentially identified through the requirements of the company. The performance evaluation system is also effectively backed by a solid reward plan. Rewards are delivered to the employees who are exceptional performers and have assisted in raising the organizations efficiency. This acts as an inspirational power in preserving a competent employee. In order to maintain and capture the attention of the true talents, the organization should create a proper compensation or reward plan. It not only plays a role in pushing the employee to give his/her best effort but also develops the company's overall culture (Lawler, 1984). There are multiple internal and external elements which affect the strategy formulation of a company. These are the PEST (Political, Economical, Social and Technological) Factors (Formbrun,
HR was previously anticipated to play a very active role in supporting the managers to implement the activities in order to accomplish the required goals of the organization. Thus, HR was engaged in transactional activities such as selection and recruitment, preparing job evaluation and job description, appraisals of employees, patrols, manpower planning, etc. SHRM has a more extensive role to play. They provide the required help for the employees to comprehend their abilities and develop it, provide strong guidance and leadership, bring transparency in communication process, bring about positive change in culture, improvement of employees is vital to them, etc. and this does not cease them from focusing on the transactional activities which were previously tackled by them. It only means that the anticipations from HR performance have been increased (Brockband,