This paper examined the theoretical perspectives of Strategic Human Resource Management Practices (SHRMPs) and organizational growth. The essence was to establish a relationship between SHRMPs and organizational growth. A qualitative research approach was adopted in an attempt to draw a relationship between SHRMPs and organizational growth. Other related works by different authors were reviewed. The findings could be generally stated that SHRMPs have positive and significant influence on organizational growth. The study revealed that it is necessary for organizations to use their human resources effectively in order to minimize wastages. Also SHRMPs, can only be a source of sustained competitive advantage when Human Resource (HR) managers support resources or competencies that provide value to an organization. Given the increased emphasis on HR practices, the study recommended that, it is imperative for Human Resource (HR) to understand the critical nature and utmost importance of effectiveness of all SHRMPs such as training, planning, reward, recruitment, selection and promotion in creating value for the organization.

The mission statement is a critical and an integral part of the organization as an entity and the operating plan, which has become a unique vehicle through which the organization in the business world, articulates it strategic intent to exist, survive, grow and how it relates with stakeholders around it and including the wider society. The important question to ask is whether or not the existence of a mission statement is associated with or influences organizational performance? The findings from the various studies which explored this relationship appear rather inconclusive. Adopting a qualitative research approach, this study critically explored the essential link between a mission statement and organizational performance. The study established that the potential power of an effective mission statement in leveraging organizational performance was derived mainly from the fact that a mission statement is the starting point of the organization's entire planning process, which serves as the basis for the formulation of objectives and strategies appropriate to the organization's overall purpose and legitimate its existence. The study proposed that organization should strive to improve its mission statement as well as communicate same effectively to create mutual expectations among stakeholders.

Business organizations are expected to meet certain social obligations in terms of corporate social responsibility (CSR). In the Niger Delta region of Nigeria oil Multinational corporations (MNC) have not been left out in this regards. There have been remarkable changes in the host communities as most of the facilities provided by the MNCs have either been absent, insufficient or dysfunctional. Despite the activities of the MNCs, the opinion and attitudes of the host communities portray an act of antagonism rather than support for the MNCs giving rise to an imaginary gap between what is done and how it is perceived. The questions then are; what could be responsible for such attitude? And in whose interest is CSR by the MNCs. This paper examines the host communities' perception of CSR initiatives by the MNCs. The study is based on analysis of in-depth semi-structured interviews and focus group discussions with the host communities in the empirical section, as well as a review of related literature. From the stakeholder perspective, this paper argues that the practical difficulty encountered by the MNCs in achieving the desired outcome from CSR programs is due to lack of understanding and consideration of the contractual relationship between the host communities and the MNCs. The results show that the stakeholders' perspective deserves huge attention for those MNCs considering the keys to business success. The paper concludes that CSR initiatives cannot be successful without proper need assessment from the affected stakeholders whose interest ought to be protected. This paper contributes to a proactive rather than a reactive approach to CSR initiatives.

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