and objectives so as to enhance business performance and build up organizational culture that promote innovation, competitive advantage and flexibility” (Becker, & Huselid, 2006). In the organizational setting SHRM strategy is adopted in order to augment the existing HR policies and initiatives as a strategic component by many organizations. Thus in the formation and implementation of the organization’s strategies through HR activities such as selecting, recruiting, rewarding workers for their performances and training them, the management focuses on the labor productivity.
Many writers in the 1980s began to focus on a more strategic approach for the management of human resources rather than the traditional concept of people management or industrial relations. SHRM concentrates on human resource programs with long-term goals. Rather than concentrating on internal human resources, the emphasis is on looking at and solving problems that affect people management programs on a global scale and in the long run. As such the main objective of strategic human resources is to enhance people productivity by concentrating on business obstacles that take place outside of human resources. The main activities of a strategic human resource manager should be to find out key HR areas where strategies could be implemented in the long run so as to enhance the overall employee productivity and motivation. Communication between top management and HR of a firm is important as co-operation is not possible without active participation (Fine, & Cronshaw, 1999). The key features of SHRM are;
Job analysis can be defined as “A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and