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02 Strategic HRM > The conceptual basis of strategic HRM - Pg. 14

14 Part 1 the Practice of Human resource Management introduction Strategic human resource management (strategic HRM or SHRM) is an approach to the development and implementation of HR strategies that are integrated with business strategies and support their achieve- ment. SHRM has been described by Boxall (1996) as the interface between HRM and strategic man- agement. Schuler and Jackson (2007: 5) stated that SHRM is fundamentally about `systematically linking people with the firm'. Baird and Meshoulam (1988: 116) pointed out that: `Business objectives are accomplished when human resource practices, procedures and systems are developed and implemented based on organiza- tional needs, that is, when a strategic perspective to human resource management is adopted.' Wright and McMahan (1992: 295) explained that the field of HRM has `sought to become integrated with the strategic management process through the develop- ment of a new discipline referred to as strategic human resource management'. the conceptual basis of strategic HrM Strategic HRM takes the notion of HRM as a strategic, integrated and coherent process and associates it with an approach to management that involves adopting a broad and long-term view of where the business is going and managing it in ways that ensure that this strategic thrust is maintained. It is influenced by the concepts of strategic manage- ment and strategy. Strategic management According to Boxall and Purcell (2003: 44): `Strategic management is best defined as a process. It is a process of strategy making, of forming and, if the firm survives, reforming its strategy over time.' Strategic management was described by Johnson et al (2005: 6) as `understanding the strategic position of an organization, making strategic choices for the