Linkage of strategic HRM, cultural and behavioral factors with the performance strategies in small scale industries

Abstract

This study looks at how strategic human resource management (HRM) affects an organization's performance strategy. A company's mission and objective are strengthened by a strong human resources strategy. The variables affecting an organization's performance strategy are dynamic: Small business managers must constantly analyze internal and external environmental conditions and adapt their HR strategy accordingly in order to maximize recruitment and retention, minimize employee difficulties, and maximize customer satisfaction.Knowing how strategic HRM, cultural, and behavioral challenges may affect performance strategy is crucial for carrying it out. The main objectives of this study are to examine the state of small firms' strategic human resource management (HRM) organizational cultures and the processes that support them, as well as to contribute to the field's theoretical development. Three categories of small-scale industries were examined in present study: food processing, furniture manufacture, and service providers like beauty salons and roadside mechanics. The use of symbolic interactionism in this study gives academics and research researchers a theoretical viewpoint on a variety of research techniques.The results shows that the effectiveness of products/services and financial success are impacted by a sound set of strategic HRM practices (training, involvement, results-oriented assessments, and internal career possibilities).