Strategic Human resources management
(SHRM) is concerned with contributions human resource strategies make to
organizational effectiveness and the ways in which these contributions are
achieved. (Jeff Erickson, Lee Dyer 2004) Therefore the aim of strategic Human
resources Management is to ensure that the culture, style and structure of the
organization and the quality, commitments and motivation of it employees
contribute fully to the achievement of business objectives. According to
Michael Armstrong, 1992, a strategic Orientation is a vital ingredient in human
resource management. It provides the framework within which a coherent approach
can be developed to the creation and Installation of Human resources management
policies, systems, and practice. Strategic human resource means accepting the
HR function as a strategic partner in the formulation of the company’s
strategies as well as in the implementation of those strategies through HR
activities, such as recruitments, selection, training and rewarding personnel.
Where as strategic HR recognizes HR’s partnership role in the strategizing
process, the term  HR  strategies refers to specific HR courses of
action the company plans to pursue to achieve its aims (Siddhartha Chaturvedi ,
2002)
Managing the human resources in the organization is the traditional
responsibility of the personnel manager, a precursor to human resource
management (HRM). Some scholars however equate HRM with personnel management,
concerned with providing staff support in the organization (e.g. Guest, 1989).
Other scholars consider HRM as a natural development of personnel
management  practices in the face of changing economic and business
environment (Armstrong , 1989 & 2004, and Fajana 2002).The people
–management discipline is undergoing continuous metamorphosis, with the recent
emergence of strategic human resource management
(SHRM)      in organization and management Literature.

1.1   
STATEMENT OF PROBLEM