Abstract
Owing to the continuous changes in the external business environment, the function of Strategic Human Resources Management in organizations is of paramount importance. The function of the human resource (HR) department has over time, evolved from personnel management to Strategic Human Resource Management (SHRM) currently seen as a new breed in the management of human resource of organizations. Prior studies have found substantial positive evidence for statistical associations between SHRM practices and improved Logistics service provider’s performance. According to the resource-based view of the firm, an organization can effectively and efficiently achieve sustainability and competitive advantage by creating values that are rare and quite difficult for other competitors in the industry to imitate. Core competencies of logistic service providers can be created through Strategic Human Resources Management System (SHRMS) according to the resource-based view (Goh Hui Chyn, Maniam Kaliannan, 2011). SHRM is said to be operational in an organization when the human resource function is vertically aligned with the mission, vision and objectives of the organization and horizontally integrated with other goal oriented organizational functions. The purpose of this study is to investigate the relationship between (SHRM) practices and logistic firm performance with HR Practices in selected logistic provider in Nigeria as the focus. To explore the impact human resource management has on logistics performance in Nigeria, this study examines the relationship between, recruitment and selection, performance appraisal, compensation & benefits, health & safety, training and development, manpower planning, job description and disciplinary action. Data were collected using questionnaire sent to human resource managers and other staff in logistics service providers firms in Nigeria. A total of 84 useable responses were obtained and used for the purpose of analysis. Using hierarchical regression analysis, training and development, recruitment and selection, reward management and performance appraisal, manpower planning, job description and disciplinary action were found to be effective in building sustainable and competitive advantage in any logistic service provider. The implications of these findings in the contextual characteristics of logistic service provider’s capabilities in Nigeria are discussed, including avenues for further research. The findings can form the basis of useful recommendations for logistics managers in encouraging the practice of Strategic human resources management and for employees who are concerned with maintaining their competitive advantage for long-term organizational success and management efficiency and effectiveness