text: Management at high-performance: this management aims at making an effect on the firm’s performance through its people in areas such as quality, productivity, levels of consumer services, profits, growth and delivery of improved shareholders value. This management carries out practices such as selection procedures and vigorous recruitment, relevant training and extensive management, development activities and process of management performance.
  Few years ago, researchers and professionals have been focusing on whether corporate culture has any effect on the company performance and its effectiveness. Kanter (2013: p.22) in his book Managing Knowledge Workers Unleashing Innovation and Productivity demonstrated that companies with better SHRM outperformed those with less progressive practices. In illustrating the link between organizational culture and its effectiveness, the proposition focuses on four major traits of culture which needs to be examined in order to get the clear link between the two. Such traits are; involvement, adaptability, consistency and mission.
  Consistency and involvement are mainly focused on the internal composition of the organization and its mission. Mission and adaptability on the other hand focuses on how external factors of the environment and the organization are collated. Research has proposed that the culture of an organization has to be strong, and give strategic competitive benefits and its values and believes have to be firmly held and widely shared (Koch & McGrath, 2010: p.340). This proposal is only meant if the purpose of the corporate culture is to improve its effectiveness and the overall performance.
  Although previous reviews and studies show that SHRM has become general probably with respect to performance and HRM, it has been mainly limited to the relationship between organizational performance and HR practices (Vijayasiri, 2010: p.48). Strategic HRM accepts functions of HR as a strategic important partner when formulating the strategies of the company and their implementation through practices of HR. Deley (2009: p.38) adopted a perspective view based on resources which emphasized on acquiring competitive benefits through the means of utilizing organizational resources through employees. Through the research for SHRM of organizational effectiveness, the following areas were used to determine whether such strategies are successful: