CHAPTER ONE
1.0    INTRODUCTION 
1.1    BACKGROUND OF THE STUDY

Strategic Human resources management (SHRM) is concerned with contributions human resource strategies make to organizational effectiveness and the ways in which these contributions are achieved. (Jeff Erickson, Lee Dyer 2004) Therefore the aim of strategic Human resources Management is to ensure that the culture, style and structure of the organization and the quality, commitments and motivation of it employees contribute fully to the achievement of business objectives. According to Michael Armstrong, 1992, a strategic Orientation is a vital ingredient in human resource management. It provides the framework within which a coherent approach can be developed to the creation and Installation of Human resources management policies, systems, and practice. Strategic human resource means accepting the HR function as a strategic partner in the formulation of the company’s strategies as well as in the implementation of those strategies through HR activities, such as recruitments, selection, training and rewarding personnel. Where as strategic HR recognizes HR’s partnership role in the strategizing process, the term  HR  strategies refers to specific HR courses of action the company plans to pursue to achieve its aims (Siddhartha Chaturvedi , 2002)
Managing the human resources in the organization is the traditional responsibility of the personnel manager, a precursor to human resource management (HRM). Some scholars however equate HRM with personnel management, concerned with providing staff support in the organization (e.g. Guest, 1989). Other scholars consider HRM as a natural development of personnel management  practices in the face of changing economic and business environment (Armstrong , 1989 & 2004, and Fajana 2002).The people –management discipline is undergoing continuous metamorphosis, with the recent emergence of strategic human resource management (SHRM)      in organization and management Literature.

1.1    STATEMENT OF PROBLEM

All scientific research is necessitated by a perceived problem. As such the desire and quest to set out and research on this topic –“the impact of strategic Human Resource management in first bank of Nig.Plc. Asaba main branch was aroused”.
As earlier stated, strategic Human Resources Management is aimed at ensuring that the culture, styles and structure of the organization and the quality, commitment and motivation of its employees, contribute fully to the achievements of business objectives, hence determining the extent to which these aims are achieved is also of paramount importance.
The problems may be stated as follows
(i).The demographic factors which consist of country population, supervising status, age, education, ethnic status, gender and change in unemployment.
(ii).     Problem of human resources management practice in terms  of  formal training system, performance approach , employment security , career ladders and broadly defined jobs

1.2    PURPOSE OF THE STUDY 

The researcher has the following stated objectives as a focus to illuminating the impact of strategic Human resources management as a tool for improving business performance in Nigerian organization 

1.  To appraise how  SHRM activities contribute to the achievement of business objectives in organization

2.  To determine the extents at which the applied SHRM has yield or is yielding results in respect of its purpose of application.

3.  To ascertain the relationship among these human resource management practice perceptions and demographic characteristic.

 1.3   RESEARCH QUESTIONS
a.     Is there any significant relationship between strategic human resource management and organization development ?
b.      Do individuals have clear careers path within the organization?
c.       Do human resource management practice important to the organization development?
d.      Is there any significant relationship between demographic characteristics and human resource management perception?

1.5   HYPOTHESIS

HO: There is no significant relationship between strategic human resource management and organizational corporate performance.

HA: There is significant relationship between strategic human resource management and organizational corporate performance.

1.6   SIGNIFICANCE OF THE STUDY

The following are the significance of this study:

1.  The finding from this study will educate management of organization and the general public on the importance of strategic human resource management and its impact on corporate performance.

2.  This research will also serve as a resource base to other scholars and researchers interested in carrying out further research in this field subsequently, if applied will go to an extent to provide new explanation to the topic

1.7   SCOPE/LIMITATIONS OF THE STUDY

This study on the impact of strategic human resource management on organizational corporate performance will cover strategies involved in successful human resource management.

LIMITATION OF STUDY

Financial constraint- Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).

Time constraint- The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

REFERENCES

Armstrong, M. (2006).A Handbook of Human resource management practice. 10th edition.Cambridge University Press.

Boxall, P. & Purcell, J. (2003).Strategy and Human Resource Management. Basingstoke and New York: Palgrave Macmillan.

Guest, D. E. (1987).Human Resource Management and Industrial Relations.Journal of Management Studies, 24 (5), 503-521.

Hendry, C., & Pettigrew, A. (1990). Human resource management: An agenda for the 1990s. International Journal of Human Resource Management, 1, 17-43.

Lance, C. E. (1994). Test of a latent structure of performance ratings derived from Wherry’s (1952) theory of ratings. Journal of Management, 20, 757–771.

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