Strategic Human Resource ManagementStrategic Human Resource Management is the process of linking the human resources function with the strategic objectives of the organization in order to improve performance.Strategic ManagementThe word " strategy", deriving from The Greek noun strategus, meaning "commander-in-chief", was first used in the English language in 1656. The development and use of the word suggests that it is composed of stratos (army) and agein ( guide). In a management context, the word “strategy” has now replaced the more traditional term – “long-term planning” – to denote a specific pattern of decisions and actions taken by the top management of the organization in order to achieve performance objectives. Wheelen and Hunger (1995, p. 3) define strategic management as “that set of managerial decisions and actions that determine the long-term performance of a company”. Hill and Jones (2001, p. 4) have a similar view when they define strategy as “an action taken by a company to achieve superior performance”. Strategic management is considered a continuous activity that requires constant adjustment of three major interdependent poles: the values ​​of top management, the environment and available resources. Strategic management model In descriptive and prescriptive management texts, strategic management appears as a cycle in which different activities follow one another and feed into each other. The strategic management process is generally divided into five phases:1. Mission and objectives2. Environmental analysis3. Strategic formulation4. Implementation of the strategy5. Evaluation of the strategy.1. Mission and Objectives At the corporate level, the strategic management process includes activities ranging from evaluating the organization's current mission and objectives to strategic evaluation. The first step in the strategic management model begins with senior managers evaluating their position in relation to the organization's current mission and goals. The mission describes the values ​​and aspirations of the organization; it is the organization's raison d'etre and indicates the direction in which top management is going. Objectives are the desired ends pursued through the organization's actual operating procedures and typically describe short-term measurable results.2. Environmental Analysis Environmental analysis examines the strengths and weaknesses of the internal organization and the external environment to identify opportunities and threats. The most important factors for the future of the organization are defined as strategic factors and can be summarized by the acronym SWOT – Strengths, Weaknesses, Opportunities and Threats.3. Strategic FormulationStrategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to achieve the organization's objectives. Some strategies are formulated at the specific business, corporate, and functional levels.