Models of Strategic Human Resource Management and Human Resources Policies

M. Ramapriya, Dr. S.Sudhamathi
Strategic Human Resource Management; Human Resource Policies; Organizational Performance; Organizational Culture.
The aim of the study is to point the progression of connecting the human resource purpose with considered aim of industry in direct to pick up routine. The incorporation between HR policies and strategic management is developed throughout the emergence of S-HRM. It focuses on the whole HR strategies adopted by big dealing units and companies; It is a attention to facilitate integrates long-established organizational culture performance within a firm’s overall tactical planning with implementation. The prominence of connecting HRM policies to managerial strategy was due to the increase of resource-based view. The sphere of influence has gained a lot of awareness in the new past as due thought should be given to the people because one aspects in executive plan since it does not only assist in implementing the strategy it may provide as a sustainable competitive benefit for union. S-HRM has determined on how a group of HR practices and policies affects organizational marks. The exact HR policies containing high performance labour systems has not been particular , the common theme in S-HRM narrative is to draw attention to the consequence of operation of preparation in the organizations given to facilitate proper training to the workers, attractive inputs on behalf of decision making, appropriate reward mechanism. As has been indicated in the past literature, high-performance work systems includes trainings beyond job, member of staff participation, information sharing, reward mechanism based on groups investigated company linking strategic human resource management and organizational performance exists. The present study tries to review the numerous presented literatures and explore effort proceeding models of S-HRM and policies.
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Received : 04 September 2020
Accepted : 22 December 2020
Published : 02 January 2021
DOI: 10.30726/ijmrss/v7.i4.2020.74022

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