SHRM (Strategic Human Resource Management) is widely accepted by scholars and human resource professionals, mainly because it emphasizes the high alignment of human resource management with organizational strategic goals and can create competitive advantages for enterprises. SHRM provides a systematic approach from employee recruitment and development to performance management, helping companies improve efficiency, stimulate innovation, and maintain flexibility in a dynamic environment.
There is some debate as to whether there is a strong business case for a strategic approach to human resource management. On the one hand, supporters believe that by optimizing the allocation of human capital, SHRM can directly improve productivity, reduce staff turnover, and promote companies to occupy a favorable position in the market. Research shows that there is a positive relationship between human resource management practices and corporate performance. On the other hand, critics believe that the promotion of SHRM by scholars and HR professionals may have a tendency to protect careers. Some theories have not been verified in practice and are too idealistic to cope with the complexity of specific industries and organizations.
My view is that although there may be a gap between the theory and practice of SHRM, its core value is undeniable. Through reasonable adjustments, SHRM can not only provide enterprises with clear commercial value, but also promote continuous innovation in the industry and academic fields. Therefore, the key lies in how enterprises can flexibly apply SHRM theory, combine it with their own actual needs, and transform it into operable practical solutions instead of blindly applying it.
