Dimensions of strategic HRM Researches have identified a number of important themes associated with the notions of strategic HRM.

The following are the dimensions as has been set by researches:

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R-engineering and Strategic HRM

Both "hard" and "soft" normative models of HRM emphasizes the importance of organizational and job re-design (Hard model deals with employees as factor of production have a gain and cost) where as soft model taking into consideration the human side of the employees. The new word for redesign of work organization is "Business process reengineering' (BPR). Historical Background of Re-engineering: Under the capitalism the transformation of work organizations has long history . Hammar and Champy (1993) did not invent the process but they gave it a new name "Re-engineering" and popularized the concept over 2 million copies of their book sold worldwide.
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b. definition of job re-design: Deals with more than job design , it emphasizes management style, skills and values and aims to in-corporate job design into an organization employment strategy. c. definition of Re-engineering (BPR): Fundamental rethinking and radical redesign of business process to achieve dramatic movements in critical contemporary measures of performance such as quality, service and speed. d. why do we need the new concept for organizational redesign of work process? Hmmar and Champy stated the following benefits and characteristics of (BPR) The hierarchy of organizations is "Flattened" : many middle management positions give way to enabling information technology and self-managed work teams> 2work is redesigned into self-managed teams and accountability shifted to front line so team will become more selfmanaged.
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3Information technology is "critical enabler" that allows organization to do work in "radically" different ways. 4Senior Management make an "unwavering" commitment to radical change including cultural changes, set ambitious goals and initiate re-engineering process. 5In essence BRP put HRM techniques that seek to make worker's behavior and performance more congruent with organization's culture and goals. e. what is the way to persuade workers with the new concept of "BPR" ? Champy stated that capitalism is the system that work on fear, the only one way to persuade many folks to undertake a painful therapy like reengineering is to persuade them that the alternative will be more painful. f. the suitable version of SHRM to apply "BPR" Champy stated that the hard version of HRM might be necessary before the soft version of HRM can be work in Re-engineered work place.

2- leader ship and Strategic HRM:

a. definition of leadership: most of definitions of leadership reflect the assumption that leadership involves a process whereby an individual exerts influence upon others in a organizational context . the following are two definitions for tow different authors; a-1. the definition of Smircich & Margan (1982) "leadership is by nature dialectical : it's a socially constructed the interaction of both leaders and followers. a-2 Yukl definition of leadership (1998) "the process wherein an individual member of group organization influence the interpretation of event, the choice of objectives, and strategies and organization of work activities, the motivation of people to achieve the objectives, the maintenance cooperative relationships, the development of skills and confidence by members and the enlistment of support and co-operation from people out side the group or organization. b. the differences between Leader and Manager: 1) managers are people who do things right and leaders are people who do the right thing (Bennis and Nanus 1985).

2) Managers develop pans where as leaders creat a vision and strategy for achieving the vision" Kotter (1990). 3) Individual can be a manager without leading and individual can be a leader without being a manager (informal group leader). We can conclude the above differences between manager and leader by saying that a balance of management and leadership is necessary for work organization to operate effectively (Kotter 1996). c. the linkage between the leadership and SHRM:

1the concept of leadership is a central building block of the soft HRM model concern with develping a strong organizational culture and builing a high of worker commitment and cooperation. 2Peter Seng (1990) made the most explicit link between strategic HRM, Workplace learning, and leadership when he wrote that "leaders are designers, stewards, and teachers and that learning organization will remain only a good idea, but distant vision until the leadership skills required are more readily available. 3The type of leadership is very important for resource-based model, it required the managers that are able to understand and describe the economic performance, potential of a firm's endowments. 4The "engine" that drives change is leadership, leadership and sill more leadership (kotter). d. The characteristics of transformational leader model:

1extols to employees the need for working beyond contract 2able to build and communicate a clear vision and simultaneously enthuse subordinates to make their vision reality. 3Able to innovate, to change and indeed to conquer new frontiers in market place.

3)workplace learning and strategic HRM

Within most formulation of strategic HRM, employee development has come to represent a key that can help management to achieve HRM goals of commitment, flexibility and quality. Some have argued that investment in employee development a test of whether or not employers have adopted HRM model. a) the definition of workplace Learning concept:

the academics have given different terms for workplace learning such as: "learning organization" , " management learning" , but "workplace learning" is considered as the most encompassing term. "workplace Learning is an interdisciplinary body of knowledge and theroritical inquiry that draws upon adult learning and management theory. In practice, its that part of management process that attempts to facilitate work related continuous learning at the individual, group and organizational level. b. where does "workplace learning concept" can be located in HRM mode? Workplace learning occupies center stage in soft resource- based SHRM model. Individual, team and organizational learning can strengthen organization competition so the company can get sustainable competitive advantage. c. advantages of workplace learning The academics have set different advantages for workplace learning Organization's goals are shared and largely ignores conflicts stemming from inherent tension in employment relationships. 2Strengthening the power of senior mgt those at the apex of the organization.
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3 ) trade unions:
In the literature new HRM model it assumes that management and workers share common goals, and the differences are treated and solved rationally. According to the theory if all workers are fully integrated into the business they will identify with their company's goal and management's problems. So that what is good for the company and management is perceived by workers as also being good for them. * the contrast between HRM model and the trade union: the writers from both ends of political spectrum argued that there is a contradiction between the normative HRM model and trade unions, they argued that new HRM model has inconsister with traditional industrial relations and collective bargaining. Critics argued that HRM model and practices are designed to provide workers with false sense of job security

and obscure underlying sources of conflicts inherent in employment relations. As per Godard, "historically a major reasons for managers for adopting HRM practices has been to avoid or weaken trade unions. * creating a partnership between trade unions and organizations adopting soft HRM model: