The issue of human resources management is one of the most important topics that have attracted the attention of many specialists in the field of business administration, since the human element is of great importance, as it is considered one of the most important factors of production in the organization.
In light of the changes and transformations that the world is witnessing, in various aspects of contemporary life, many organizations suffer from problems of surplus or deficit at times of human resources in various fields of work.
While certain departments or sections in these organizations complain that the number of individuals exceeds their actual needs, we find other departments or sections that suffer from work pressure and are unable to achieve their goals due to the lack of their human resources.
This led to the increasing interest in human resources in contemporary organizations and its integration into strategic management after this interest was limited to a few specialists who work in a specialized organizational division called the “People Management Department”. Strategic human resource management, or “people strategy,” is about creating a coherent planned framework for employees to be hired, managed, and developed in ways that support the organization’s long-term goals and help ensure that different aspects of people management work together to drive the behavior and climate needed to create value and achieve performance goals.
The main objective of strategic human resource management is to address issues related to organizational culture, structure, effectiveness, resource matching and performance. It is noteworthy that the source of competitive advantage lies mainly in the strategic management of the stock of human and intellectual capital represented by competencies through the attraction, valuation, recruitment and maintenance of those human resources and competencies of high quality and quality in a highly competitive environment.
There is no doubt that effective strategic management of human resources leads to achieving “institutional excellence”, as it is an advanced human resources management system that clarifies the necessary mechanisms for selecting and attracting human resources and developing them and mechanisms for evaluating their performance to reach performance from the traditional performance culture of employees to the culture of excellence.
In summary, we note that the dimensions of excellence in modern management is the pursuit of excellence in the sense of achieving unprecedented results that outperform everyone who competes with it, and even surpass itself with the logic of learning, and that all the actions and decisions issued by the administration and the systems and events adopted must be characterized by excellence, i.e. the complete superior quality that leaves no room for error or deviation and creates a real opportunity to achieve the implementation of the correct work correctly and completely from the first time