Sustained competitive advantage of the company can be achieved through diligent human resource management (HRM).
In the environment of tough competition, Human Resource Management is defined as activities related to HR practices, factors affecting the HR decisions, the structure of human capital supply, the quality of required human resource behaviors and the effectiveness of HR decisions. Since 1990, there has been an increased interest in HRM, due to its connection to the performance of the organization, as companies are evaluated based on the effectiveness of the product or services and an influence on environment (people and economy). Therefore, it was recognized that there is a positive correlation between HRM and the performance of the organization. “Human resource management (HRM) and sustainable development are the two strategic tools contributing to the success of the organizations in today 's business transactions” (Zohreh, M; Napsiah, I; Zulkiflle, L; Norzima, Z., 2013).
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...mance” (Wright, P., and McMahan, G., 2011). Therefore, the emphasis should be placed on supporting the desired behaviors.
The extensive research on human capital as the competitive advantages of the firm, “confirms (…) an association between HRM and performance; but (…) also emphasizes that their analysis provided evidence of an association rather than causation” (Guest, D. 2011). In today’s competitive environment, human resources are seen as a vital resource in achieving sustainability driven organizational goals. Human resources’ skills, experiences, knowledge and abilities, need to be preserved through diligent management. “The risk remains that strategic HRM (…) may treat human capital as a form of capital owned and controlled by the firm” (Wright, P., and McMahan, G., 2011). Hence, the strategic HR management cannot ignore the “human” behind the human capital.
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