Strategic HRM Practices: Leveraging SMART Goals for Talent Management in Pakistan


  • Hani Ahmed Research Scholar, Department of English at the Government Graduate College Asghar Mall, Rawalpindi
  • Umar Shehzad Research Scholar, Department of English at the Government Graduate College Asghar Mall, Rawalpindi
  • Laiba Mushtaq Research Scholar, Department of English at the Government Graduate College Asghar Mall, Rawalpindi
  • Aiman Salam Lecturer and Supervisor, Department of Political Science at the Government Graduate College Asghar Mall, Rawalpindi


Strategic HRM, SMART Goals, Talent Management, Organizational Performance, HRD, Cultural Implications


In the realm of Human Resource Management (HRM), the strategic adoption of SMART (Specific, Measurable, Achievable, Relevant and Time-bound) goals has garnered attention globally. Western scholars like Armstrong (2017) and Cascio (2018) have extensively researched the efficacy of SMART goals in enhancing organizational performance and talent management practices. However, the application of SMART goals in non-Western contexts, such as Pakistan, remains underexplored. This paper aims to bridge this gap by examining the strategic implementation of SMART goals for talent management in Pakistan’s diverse organizational landscape. Drawing on the works of local scholars like Edward (2018) and Alis (2020), this study delves into the significance of aligning HRM strategies with organizational goals amidst Pakistan’s unique cultural and business dynamics. By addressing research questions pertaining to the effectiveness, challenges and cultural implications of SMART goal adoption, this research contributes to both theoretical understanding and practical applications in the Pakistani HRM context.


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