Strategic Human Resource Management and Performance: The Contingency Approach Case of Tunisia
Hamid Jery, Saloua Souaï

Abstract
Organizations today are in search of resources that are generating a sustainable competitive advantage (SCA) and, in fact, human resources (HR) seem to offer this SCA, because they are rare, imperfectly imitable and difficult to substitute. HR makes a difference from one firm to another through creativity and innovation. However, HR cannot be a source of SCA if the staff in question is neither motivated nor competent. So it seems that the development of a good HRM is required. The HRM will play a key role in strengthening the motivation and the renewing and upgrading of skills. Thus, firms that want to create a sustainable competitive advantage are called upon to adopt a HRM that can mobilize trained personnel and bring them to adhere to organizational goals. In this research, we used the contingency approach to explain the link between strategic human resources management (SHRM) practices and the performance. By adopting a purely quantitative study, the results of our research show that the interaction effects between certain SHRM practices and the level of innovation are able to explain the performance variations of the Tunisian industrial firms.

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