The management team of the organisations nowadays are appreciating the significance of the human capital for improving as well as enhancing their organisational performance along with their competitive advantages across the industry under different situations (Kim et al. 2021). Considering this situation, it can be stated that there are also increased recognition of the purpose of small as well as medium size enterprises, better known as SMEs in the modern economies. This overall situation therefore depicts the convergence between the SMEs as well as strategic human resource management or SHRM. In accordance with this discussion, it can be stated that SHRM depicts the process through which the management of workforce of the organisations can be managed in strategic manner. It consists of set of different but some interrelated activities, processes as well as functions which have been aimed at developing, attracting and retaining of the workforce within the organisations (Nam and Luu, 2022). In this regard it should be noted that, integration of practices as well as policies of SHRM can easily contribute towards the improvement of the performance of the organisations. However at the same time, it should also be noted that the integration of SHRM in SMEs is relatively low. There are different previous studies have depicted that most of the SMEs don’t make an optimal use of HRM practices in their operations. The SMEs nowadays want to operate in a flexible and informal manner compared to the big or large organisations. Along with this, it can be found out that small firms aren’t that much interested for making investment in the training for their employees, performance appraisals as well as recruitment practices due to limited revenues and capital (Krishnan, 2019). Thus, SHRM process is absent for most of the cases of SMEs and the SHRM process within the SMEs can be characterised by the administrative tasks whereas the more strategic matters can’t be perceived with the weight which they deserve. Based on the above discussion it is now important to state whether investing in strategic HRM in relation to the SMEs are worthy or not. However, according to the professional HRs there is number of reasons which illustrate that it is worthwhile for the SMEs to make some investment in the SHRM. It should be noted that by incorporating the effective recruitment and training programs, the SMEs can easily deliver more values from their effective workforces under different situations (Atkinson et al. 2022). In this way, the businesses would be able to address effectively the more crucial issues which might be faced by the human resource as well as operational department. Making investment in strategic HRM can improve the attitude of the employees towards the work. This change of attitude can be attained by integrating the effective leadership measures under different situations. Along with this it should be noted that investing more on SHRM can improve the overall performance of SMEs through increasing employee engagement. There might be different ways through which the organisations can accomplish this goal and it can be ensured that employees could have comprehensive understanding regarding the performance expectations (Sheehan and Garavan, 2022). Along with this, the SMEs can also ensure that the employees should have enough knowledge and resources to support the completion of the task in successful manner. Thus, considering this discussion, it can be stated that investment can strengthen the benefits of the strategic HRM in the SMEs under different circumstances.
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