The Role of Strategic HRM in Enhancing Organisational Performance and Sustainability

Abstract

This paper will critically examine the relevance of Strategic HRM in improving organisational performance as well as promoting sustainability practices. The first step that the research takes is to position HRM as a strategic role that cuts across the administrative boundaries that position human capital, talent management and employee engagement in line with corporate strategy in the creation of competitive advantage. The approach is based on the secondary sources based data, such as peer reviewed literature, industry reports, corporate cases studies and data offers validated as well as diverse and comparative information that exist in a global contexts. To make sense of this evidence, thematic analysis was utilized, which allowed the systematic coding of the recurrent themes that included workforce development, change management, and sustainability-oriented HRM efforts. The results show that productivity, innovation and resilience in organisations that use HRM in their strategic planning processes have quantifiable gains. Succession plans, green training programs, and inclusive workforce policies have been proven to be effective in this regard, as seen through the success of multinational corporations. In addition, employee engagement is found to be innovating factor, whereas change management brings flexibility to turbulent environments. The critical debate has pointed out that though Strategic HRM does have transformative potential, the authentic application, cultural compatibility and the leadership dedication still has challenges. The paaper comes to the conclusion that Strategic HRM is not a peripheral support activity, it is a foundation of the contemporary organisational governance. Strategic HRM offers a consistent model of realisation of short-term performance increases and long-term organisational performances by connecting human capital to innovation, resilience, and sustainability