Human resource management on a strategic level HRM is defined as a purposeful and cohesive

approach to managing an organization's most important asset: the people who work there and
contribute to the attainment of the organization's goals (Armstrong, 2006, p. 3). The notion of "strategic
management" has recently piqued the interest of businesses. “Designing and executing a complete set
of proactive HR policies/practices that ensure the organization's human assets contribute to the
accomplishment of its business objectives” is one of the goals of SHRM (Allui and Sahni, 2016, p. 363). As
a result, SHRM is seen as a new paradigm in the management of the human aspect in today's businesses
(Waiganjo et al., 2012, p. 67). SHRM is founded on three principles, according to Armstrong (2006): first,
human capital is a key source of competitive advantage, second, people execute strategic plans, and
third, a systematic approach must be used to describe where the company wants to go and how it
should get there. SHRM aspires to achieve strategic fit in general. As a result, SHRM is a method for
developing HR strategies that is linked vertically with the company plan and horizontally with each
other.
The information about what is on the customer's mind regarding the brand, whether good or bad, is
linked to the node of the brain memory (Emariet al., 2012). Brand association serves as a technique for
gathering data in order to carry out brand differentiation and expansion (Osselaer and Janiszewski,
2001). The greater the brand associations in a product, the more likely the buyer will remember it and
be loyal to it.
Customers now have higher service expectations than in the past, according to service management
academics, and expect service personnel to satisfy their additional demands (Beatty et al., 2016; Collier
et al., 2018; Wilder, Collier, & Barnes, 2014). Many consumers, for example, think they are essential to
the firm and demand particular treatment from service representatives (Boyd & Helms, 2005; Fisk &
Neville, 2011). Furthermore, consumers trust service personnel and think they can meet their
prospective requirements in the framework of service partnerships (Gutek et al., 2000). Customers
anticipate extra advantages and personalized services from service personnel when they are involved in
frequent employee customer contacts (i.e., service relationships), according to Groth et al. (2009).
(Grandey & Diamond, 2010).
Innovating refers to the process of producing a new service, whereas innovations are novel
combinations of existing resources (Witell et al., 2016). According to Arthur (2009), innovation
frequently entails discovering cheaper and more efficient methods of doing things or taking ideas from
other marketplaces and putting them to new uses (Arthur, 2009). Lusch and Nambisan (2015, p. 161)
used this logic to define service innovation as "the rebundling of various resources that produce fresh
resources that are useful to particular players in a specific environment.” Service innovation involves
numerous players and networks of actors working together to generate novel combinations of resources
based on current knowledge and existing technology (Ballantyne et al., 2011). Snyder et al. (2016) found
that incremental and radical service innovation are the most prevalent types based on a literature study.
Based on our theoretical foundation, we see service innovation as recombinative, with novel resource
combinations that might be incremental or dramatic. When we talk about incremental service
innovation, we're talking about resource combinations that enhance performance along current
characteristics, whereas radical service innovation is all about resource combinations that improve
performance along a new set of characteristics.