USING HRM TO ATTAIN COMPETITIVE ADVANTAGE         

Competitive benefit refers to the ability of an organisation to prepare strategies to exploit rewarding opportunities, thus maximising its return on investment. Competitive benefit takes place if customers perceive that they attain value from their transaction with an organisation. It requires single-minded focus on customer requirements and expectations. To obtain this, the organisation requires tuning its policies in line with altering customer's requirements. The second principle of competitive benefit derives from offering a manufacture or service that your competitor cannot simply imitate or copy. An organisation should always attempt to be unique in its industry with dimensions that are broadly valued by customers. For instance Mercedes Benz stresses reliability, Apple stresses its computers' usability and quality; Maruti emphasises affordability of its lower-end car Maruti 800.  For enjoying the competitive advantage, the firm might be a cost-leader, delivering value for money. It ought to have a competent and committed workforce. Workers are largely productive if (i) they are devoted to the company, informed regarding its mission, strategic and recent levels of success, (ii) involved in teams which jointly decide how things are to be done and (iii) are confidential to take the right decisions instead of be controlled at every stage by managers above them (Thompson). A good team of committed and competent employees will deliver the goals if they are involved in all significant activities and are encouraged to make goals that they are supposed to gain. In current years, a fresh line of thinking has emerged to support this view-known like strategic human resources management (SHRM).