Abstract:

This paper deliberates the significant issues of Organizational Agility (OA) and its effect on Strategic human resource management (SHRM) that enables businesses to sustain their organizational learning as well as organizational capacity to enhance organizational knowledge and competitiveness. The impression of organizational agility in modern businesses have been inclusive with the key issues of human resources strategy and practices. This paper highlighted the twin perspectives of strategic human resource management and Organizational agility that endeavored for enhancing organizational learning through organizational nimbleness and organizational capability enhancement. Currently, the most pioneering and contemporary organizations are under excessive stress to work in a dynamic environment that always force them for prompt and quantifiable advantage in order to survive in this international competitive market. Under these circumstances, competitiveness and innovation have become a hot issue of academic, business and managerial debates with regard to be agile and be able to sense and respond to market changes quickly and smoothly to sustain their efficiency, i.e. organizational competitiveness. Where, organizational agility is accountable for high ability to adapt, the ability to recognize change in the marketplace and allocate resources to take advantage of that change. Conversely, strategic HRM and its key activities can facilitate businesses or organizations to create, undertake and maintain a sustainable organizational advantage. The theoretical framework of this study induces various approaches and models concerning organizational agility (OA), an organizations competency development approach that comprises human resources strategic approach and organizational progress attitude to efficiently respond the dynamic world. The aim of this paper is to identify and explore the perception of organizational agility and human resource management strategy that act as some twin perspectives for knowledge and performance-driven organizational capacity development. This study attempts to classify, the way businesses or an organization can rapidly develop a sustainable organizational knowledge, skills and abilities (KSAs) development strategy through developing their organizational performance. Finally, this research suggested that strategic HRM and organizational agility both the approaches might be very exciting and demanding for the organizations of twenty first century. It can be said that the key empowering factors of strategic HRM and organizational agility has a great influence on organizational competitiveness that enhances organizational learning capability as well as organizational knowledge development strategy in order to achieve sustainable organizational development.