implementation of a successful strategic human resource department

Running head : SHRM : ALL-IN-ONE SOLUTION TOOL FOR ORGANIZATION

SHRM : All-in-one Solution tool for Organizations

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Introduction

Since when the Resource-Based View (Barney , 1991 Wernerfelt , 1984 started gaining grounds , which focused on firm resources that can be sources of competitive advantage (Barney , 1995 , the organizations too started valuing human resources and skills for their newfound effectiveness (Bharadwaj , 1993 , thus accommodating regular HR practices , which involved Strategy Decisions , Dimensions and Value-additions (Rennie , 2003 . Even at the last lap of the 20th century HR practices are

found highly effective when they were implemented as the part of the system , as Wright Snell (1991 ) argued that Strategic Human Resource Management required coordinated HR activities across the various sub-functions

In the same line , Wright and McMahan 's (1992 ) stressed on "horizontal integration " of the various HR practices while defining SHRM , or Lado and Wilson (1994 ) hypothesized that the more complex the HR system , the more likely it would be to serve as a source of sustainable competitive advantage . MacDuffie (1995 ) in his study of automobile manufacturing firms observed that performance was maximized when "bundles " of HR practices were linked with participative work systems and flexible production systems . Wright , McCormick , Sherman , and McMahan (1996 ) found that HR practices such as selection , appraisal and compensation , were strongly related to performance among refineries that had highly participative work systems

Thus , the belief that individual employee performance has implications for firm-level outcomes has been prevalent among academics and practitioners for many years (Huselid , 1995 . Because of...