1. The document discusses the importance of integrating human resource development policies with organizational strategy. It argues that this alignment allows HR to play a strategic role in helping the organization achieve its goals.
2. Key aspects of strategic human resource development that are discussed include developing core competencies, functional and behavioral competencies in employees, and ensuring training needs are classified and addressed appropriately.
3. When HR is coordinated with organizational strategy from the beginning, it can impact value creation and allow the human capital of the organization to be effectively utilized to support the chosen strategy.
This document provides an overview of strategic human resource management. It defines SHRM and explains its links to strategic management and the general planning process. The document outlines the SHRM process, including scanning the external and internal environment, identifying sources of competitive advantage, developing HR strategies, implementing those strategies, and monitoring/evaluating performance. It also discusses strategic fit and the relationship between business and HR strategies. Examples of Facebook's performance management and efforts to increase employee convenience are provided.
There is growing agreement that the non-conventional methods of employee development can well
influence employee development. The focus of this paper is to identify the non-conventional methods of staff
development and how they enable development of employees at the work place with employee relations as the
mediator. The study has reviewed literature with regard to employee development, non-conventional methods to
employee development and the employee relations
The document discusses strategic human resource management. It defines strategic management as matching organizational strengths to environmental opportunities to achieve objectives. The strategic management process involves analyzing external and internal environments, revising strategy as needed, formulating alternative strategies, selecting strategies, implementing strategies, and evaluating strategies through standards and corrective actions. Corporate strategies include stability, growth, retrenchment, and combination approaches. Functional strategies must be consistent with business unit strategies, which can pursue low-cost leadership, differentiation, or focus. Human resource strategies must support organizational strategies at all levels.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
The document discusses the evolving strategic role of human resource management in organizations. It outlines how HR is increasingly seen as a critical strategic partner rather than just handling clerical tasks. It emphasizes that people are the most important resource and how properly managing them can help organizations achieve extraordinary results and meet their goals. Finally, it discusses the importance of HR for attracting and retaining talent, developing employees, and helping organizations gain competitive advantage.
This document is a cover page and introduction to a paper titled "Talent Nurturing Drives Performance" by Mrs. Ritu Tewari. The summary provides contact information for the author and introduces the topic of the paper, which examines how talent management positively influences employee attitudes, organizational effectiveness, engagement, turnover avoidance, and value addition. The introduction defines talent management and its importance for organizational success in a competitive environment. It also presents a case study of an employee who was promised career development but ended up disappointed in his organization.
Succession planning and management by ehab elbazehab elbaz
This document discusses succession planning and management (SP&M). SP&M involves identifying and developing internal talent to fill key leadership positions. It goes beyond simple replacement planning by proactively cultivating leadership through development. SP&M should be linked to an organization's strategic plans to help implement its strategy and identify necessary training. Having an SP&M program increases an organization's talent pool, provides opportunities for high-potential employees, and taps into intellectual capital within the organization.
Differening approaches to strategic human resource managementihab tarek
The document discusses different approaches to strategic human resource management (SHRM). Some see HRM and SHRM as interchangeable, focusing on strategic tasks like planning. Others view every HRM function as having strategic elements. A third perspective is that SHRM focuses on long-term strategic decision making, while HRM handles shorter-term operational activities. The document also analyzes views that see strategic aspects in all HRM content and those that see SHRM as implementing business strategies through appropriate HRM systems. In the end, the document consolidates these varying views into four categories: strategy-focused, decision-focused, content-focused, and implementation-focused.
This document presents a human resource empowerment model that assesses and improves an organization's empowerment of its human resources. The model includes 7 criteria (leadership, policy and strategy, empowerment process, encouragement, involvement, creativity and innovation, key performance) and 106 assessment points. It is intended to help organizations empower their human resources, reduce costs, and increase efficiency and effectiveness through assessing strengths and areas for improvement.
Organizational problem in the company and performance management appraisalIRAWANPERWANDA
1. The document discusses organizational problems in companies related to performance management appraisals and human resource planning. It notes the importance of strategic human resource planning and integrating HR strategies with organizational strategies.
2. Human resource planning is defined as determining how to move human resources from their current position to the desired future position. It must be tailored to organizational strategies and linked to overall organizational planning.
3. Effective human resource planning involves analyzing the situation, forecasting HR needs, analyzing HR supply, and developing action plans. Data collection, goal setting, and program monitoring and evaluation are also important aspects of HR planning.
This document discusses strategic human resource management concepts and processes. It is authored by Basharat Naeem, a lecturer at the Institute of Business Administration at the University of the Punjab. The chapter covers the definition of strategic HRM, its aims, approaches including resource-based strategy, and limitations. Strategic HRM involves developing HR strategies integrated with business strategy to gain competitive advantage through people. The goal is to ensure an organization has skilled, committed employees to achieve sustained competitive advantage through people.
The document discusses the role of the human resource department in modern organizations. It argues that for an HR department to be effective, it must be embraced and supported by top management. The HR department should work collaboratively with line managers to develop strategies that meet organizational needs. However, many organizations do not view the HR department as strategic, instead seeing it as only handling administrative tasks. For an HR department to add value, it must be led by qualified professionals and be involved in strategic decision making. It should work to attract and retain the right employees while also supporting organizational goals and objectives.
Ch2 Human Resource Policies and StrategiesKomal Sahi
Human resource strategies and policies play an important role in organizational success. An effective HR strategy has three key elements: strategic objectives, a plan of action to meet those objectives, and alignment between HR strategies and the overall business strategy. Developing strong HR policies provides guidelines for employee management and ensures consistency. Regular strategic planning allows an organization to assess its mission, vision, external environment, and goals to develop effective strategies and policies over the long term.
This document discusses the concept of strategic human resource management (SHRM). It defines SHRM as linking human resource management policies and practices to the strategic goals of an organization in order to improve performance. The document outlines the key objectives, functions, elements and approaches of SHRM. It discusses frameworks for achieving strategic fit between business and HR strategies. It also explains how the role of SHRM is changing to view employees as a strategic asset in helping organizations gain competitive advantages.
Strategic human resource management (SHRM) aims to ensure that human resource policies and practices are fully aligned with and support the organization's overall strategic goals and objectives. It involves analyzing external opportunities and threats as well as internal strengths and weaknesses, and then formulating HR strategies to match the organization's capabilities with environmental demands. The key goals of SHRM include generating strategic capabilities in employees and providing direction during periods of change so that business and employee needs are both met through coherent HR programs and policies. Examples of companies that effectively implement SHRM include Southwest Airlines and Dell.
The document discusses the evolution of human resource management from an administrative function to a strategic partner. It outlines the key roles of strategic HRM in attracting, motivating and retaining talent, and aligning HR strategies with organizational strategies. Some of the barriers to strategic HRM include a short-term focus and the difficulty in quantifying HR outcomes. The document also provides frameworks for the components and critical competencies of strategic HRM.
IMPACT OF PERFORMANCE MANAGEMENT ON SUCCESSION PLANNINGindexPub
Motivation: HR in an organization faces various challenges in business environment, such as Building Capabilities, Improving Productivity, Building Performance Culture, Talent Management, Succession Planning for Key Leadership and Critical Roles, Developing Accountability and Ownership, Human Capital Management and transforming HR function into developmental Role from the legacy driven HR, etc. Succession Planning is the process of identifying and developing individuals, who have potential to hold the key leadership position in an Organization, whereas Performance Management includes assessing and improving upon the performance of an employee to meet the organizational goals. There are several Management Practices, which are adopted widely in Industry to make a successful Succession Planning. Workforce and Talent Management is one of them. The health of an organization majorly depends on the proper placement of people, which is a combined outcome of Talent Identification, Talent Development and Talent Retention. Performance Management plays a vital role in Talent Identification. It also has an impact on Talent Development and Talent Retention. The key idea of succession planning suggests that the right person to be placed at the right position at the right time. Succession planning is becoming a challenge these days in the corporate world. Organizations are often not found prepared with their successors to occupy the key positions as and when required. The positions are either kept vacant for a substantial period or more than one role is assigned to a single person. Identifying the right talent for the key positions from outside the organization and recruiting them is a much more difficult task at the eleventh hour. This has a significant impact on organizational health and in turn to organizational sustainability. Organizations must last longer than people. Role of organization continues even when the people move out. Employees must superannuate after attaining a certain age. Also, organizations must have a contingency plan for sudden vacancy arises out of attrition, health hazards and death of employee. Succession planning is the strategy to ensure that a suitable person is made available during exigencies. Employees are developed for taking on higher responsibilities and for the new roles that may emerge in future. The placement of Key Leadership positions can be executed either by inviting the talent from outside or developing the talent in-house. The latter is always in demand keeping in view the core values of the organization and the impact on loyalty and organizational culture in a long run. It is preferable to develop the in-house talent pool to reduce dependency on recruitment of experienced people from outside for the critical roles. It brings the talent acquisition cost low and contributes as a motivating factor for the team as well. The acceptability of a person placed at Top / Key Leadership Positions is high when these are occupied
This document discusses strategic human resource forecasting and planning. It begins by explaining the importance of viewing human resources strategically and integrating HR into organizational strategy and planning. It then discusses the concepts of strategy, planning, and forecasting for HR professionals. Finally, it provides an introduction to the subsequent chapters which will profile the HR practices of two companies, Voltas and Onida, and discuss conclusions about strategic human resource management.
A guide to strategic human resource planningwilliamwachira
The document provides a guide to developing a strategic human resource plan with 6 key steps: 1) setting strategic direction, 2) designing HR systems, 3) workforce planning, 4) generating human resources, 5) investing in development, and 6) assessing performance. It emphasizes aligning HR with organizational goals and strategies, determining workforce needs, developing policies and practices to meet those needs, and evaluating outcomes through metrics. The guide stresses integrating HR throughout the organization to effectively support its strategic objectives.
THE HUMAN RESOURCES MANAGEMENT STRATEGIES AND ITS ROLE IN THE ACHIEVEMENTindexPub
Human resource management is the effective and strategic management of an organization's people that helps in completing the required tasks in a timely manner to gain a competitive advantage. It helps in improving the efficiency of employees based on the quality of strategic choices made by the employer to achieve organizational goals. The following article discusses the role of human resources management in organizational development based on the implementation of tasks and processes required for effective workforce management. It can help an organization retain its employees for long-term business by completing its mission and vision objectives in a timely manner.
Strategic human resource management (SHRM) involves aligning human resource strategies and practices with the overall business strategy. It includes attracting, developing and retaining employees while meeting organizational goals. Key aspects of SHRM include interacting across departments, supporting organizational goals, being a strategic partner, utilizing talent, and aligning HR with strategic objectives to improve performance and culture. SHRM aims to build a foundation for strategic advantage through organizational design, culture, communication and preparing for changes. The goals are to develop strategic competencies, provide direction, achieve integration, and formulate business strategy using human resources.
Strategic human resource management (SHRM) involves aligning human resource strategies and practices with the overall business strategy to improve business performance and develop a culture of innovation, flexibility and competitive advantage. Key aspects of SHRM include attracting and retaining talent, understanding organizational goals, partnering across departments, and utilizing HR to strengthen other business functions. The goals of the HR department should support and reflect the overall goals of the organization.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
· From The executive guide to high-impact talent management Power.docxoswald1horne84988
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
· From The executive guide to high-impact talent management Power.docxLynellBull52
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
A Study on Quality of Life and Social Support Breast Cancer Women in Greater ...IJASRD Journal
This document summarizes a research paper about gainful human empowerment reform in managerial engineering. It discusses gainful policy and human empowerment reform, focusing on creating trust and confidence. It also reviews strategic control, metrics, and communication channels used in gainful human empowerment reform. The paper examines how reducing information asymmetry and improving board development can increase strategic involvement. It concludes that investing in director development affects gainful human empowerment reform strategy.
HRM - Thriuvalluvar University - Unt 1 Study Material T S Kavi Kumar
HRM - Thriuvalluvar University - Unt 1 Study Material
UNIT-I
Nature and scope of HRM - Difference between Personnel Management and HRM Functions of HRM - Environment of HRM - Strategic HRM.
UNIT-II
Human Resource Planning - Recruitment - Selection - Methods of Selection - Use of various tests - Interview techniques in selection - Placement.
UNIT-III
Induction – Importance - Meaning of Training and Development - Training Methods - Techniques - Identification of Training needs.
UNIT-IV
Performance Appraisal –Definition – Need for Performance Appraisal – Objectives – Process - Methods – Compensation.
UNIT-V
Transfer - Promotion and termination of services - Career development - Mentoring - HRM Audit - Nature - Benefits - Scope - Approaches
Text Books:
1. Dr. J. Jayasankar - Human Resource Management –Margham Publications
2. Dr. C.D. Balaji – Human Resource Management – Margham Publications
3. Sundar & Srinivasan J –Essentials of Human Resource Management –Vijay Nicole Imrints
4. Murugesan G –Human Resource Management – Laxmi Publications Pvt. Ltd
5. Aswathappa K - Human Resource and Personnel Management
6. Guptha C B- Human Resource Management –Sulthan Chand &Sons.
Books for Reference:
1. Memoria CB - Personnel Management
2. Subba Rao P - Human Resource Management and Industrial Relations
3. Prasad - Getting the right people - MacMillan I Ltd
4. Pattanayak - Human Resources Management - Prentice - Hall of India
5. Decenzo/Robbins - Personnel/Human Resource Management - Prentice - Hall of India
6. Saiyadain Mirza - Human Resource Management –
7. Venkataratanam - Personnel Management & Human Resources –
8. Saxena - Marketing Management - Tata McGraw Hill Pub
9. A. M. Sheikh - Human Resource Development & Management.
10. Dwivedi RS - Human Relations and Organization Behavior
This document discusses the role of human resource management in corporate social responsibility. It argues that HR professionals have a key role to play in helping companies achieve their CSR objectives through employee engagement and involvement. The document provides an overview of trends driving the connection between HR and CSR, such as employees preferring to work for socially responsible organizations. It then presents a proposed roadmap for HR practitioners to integrate CSR into their functions and help companies fully embed CSR into their culture and operations.
Human resource strategy can play an important role in helping organizations achieve change and excellence. As competition increases globally, success depends on an organization's people and their core competencies. An HR strategy aligned with business strategy can help manage strategic change smoothly and make an organization competitive. When properly implemented, HR strategies ensure employees are valuable, rare, difficult to imitate, organized, committed, responsive to customers, and contribute to the organization's strategic goals, thus leading to organizational excellence.
The document provides an overview of human resources (HR) management. It discusses the purpose and role of HR in maximizing return on investment in human capital. Key HR functions include recruitment, organizational design, performance management, and training. HR management trends are influenced by both external factors like the economy and internal factors such as organizational culture. The scope of the study is on HR and industrial relations practices at Larsen & Toubro Limited in Kansbahal, India. The objectives are to understand existing HR practices and their impact on employees. Data collection methods include interviews, questionnaires, and document analysis.
This document provides information about a project submitted by two students, Mohit Gupta and Saurabh Malhotra, to their professor Ms. Parul Jhajharia. The project focuses on the Punjab National Bank and covers topics like human resource management, strategic human resource management, the role of HR practitioners, the heritage and profile of the bank, and its vision and mission. The document also discusses the impact of recession on Punjab National Bank, noting that it has been minimal as the bank is government run and there have been no salary cuts.
DBA 7553, Human Resource Management 1 Course Learndrennanmicah
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. They will examine challenges related to workflows and the importance of job analysis for organizational structure. Key topics include meeting strategic challenges, managing workflows, conducting job analysis, and their role in strategic human resource management. Readings include chapters on strategic challenges and managing workflows and job analysis.
DBA 7553, Human Resource Management 1 Course Learnalisondakintxt
This unit will cover strategic human resource management. Students will learn about workflows and job analysis, and how these support organizational structure and strategy. Key topics include organizational, environmental, and individual challenges to workflows, the importance of job analysis for structure, and how workflow analysis supports strategy and structure. Students will read two chapters and complete an annotated bibliography to meet the learning outcomes of understanding these topics.
Term paper on Strategic HRM presented by Bishwajit SinghBishwajitSingh6
This document discusses barriers to taking a strategic approach to human resource management (HRM) and how to overcome them. It identifies several main barriers, including a short-term mentality, inability to think strategically, lack of appreciation from top managers, failure to understand HRM roles, difficulty quantifying outcomes, wrong perceptions of human assets, and resistance to change. It argues that these barriers can be overcome by overcoming short-term thinking, providing training to improve strategic thinking abilities, gaining appreciation from managers, clarifying HRM roles, focusing on qualitative outcomes, recognizing the value of human assets, and providing incentives to reduce resistance to change.
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Organizational development faces trends that will impact its future, including changes in the economy, workforce, technology, and organizations. In the short term, OD may experience more conflicts as it balances traditional humanistic values with increasing pragmatism. However, in the long term, OD is likely to become more integrated as it adapts to its changing environment. It will grow more embedded in operations, technologically enabled with shorter cycles, interdisciplinary, diverse, and cross-cultural.
Human Resource Development In Apollo Hospital MysoreAMU
HRD programs at Apollo Hospital in Mysore aim to develop employees from recruitment through their entire careers. The hospital conducts needs analyses to identify gaps between current and desired performance. This includes analyzing organizational goals, employee skills inventories, and the tasks required for each job. Training programs focus on developing the knowledge, skills, and abilities needed to perform tasks effectively. A variety of training activities are used, including competency development, new skill acquisition, career planning, and learning through social and job experiences. The goal is to promote individual growth and provide a competitive advantage through a respectful culture of continuous improvement.
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“Human Resource Development Policies in Coordination with Organizational Strategy”
1. www.eprawisdom.com Vol - 5, Issue- 4, April 2017 5
Volume - 5, Issue- 4, April 2017
ISI Impact Factor (2013): 1.259 (UAE)
SJIF Impact Factor(2016) : 6.484
www.eprawisdom.com
EPRA International Journal of Economic and Business Review
Research Paper
IC Value : 56.46 e-ISSN : 2347 - 9671| p- ISSN : 2349 - 0187
HUMAN RESOURCE DEVELOPMENT
POLICIES IN COORDINATION WITH
ORGANIZATIONAL STRATEGY
Seied Beniamin Hosseini1
1
PG Student in MBA,“B.N.Bahadur Institute of Management
Sciences” (BIMS), University of Mysore, Mysore, Karnataka-India
Sandeep.L. Nagdive2
2
Guest Faculty in MBA,“B.N.Bahadur Institute of Management
Sciences” (BIMS), University of Mysore, Mysore, Karnataka-India.
The researcher in this research work will examine some of main trends of Human Resource
Development Strategies and will consider that the integrating Human Resource Development
policy with organizational strategy is the most effective way in both public and private sectors, when
placing them with global – arching HRM and this can provide requirements for strategically steering
in the organizational management strategic. In this regard, both sectors need a group of positive
factors which can concern effective management of Human Resource to implement their strategies
and purposes. This research work will prove that there is need for integrating the Human Resource
Development policy with the organizational strategy and assesses the process of integration.
Furthermore, this paper will conclude that organizations in both sectors need to make their Human
Resource Development practices deeply more strategic and executive.
ABSTRACT
KEY WORDS: Human Resource Development (HRD), Strategic Human Resource Development
(SHRM), Strategy, Organization Strategy.
INTRODUCTION
The most effective way is to integrate the
Human Resource Development policy and practices with
Organizational Strategy with global-arching Human
Resource Management. As it mentioned above, Human
Resource Development researchers have discussed for
long time on linking Human Resource Development with
organizational strategy. Many people feel that if only
Human Resource Development could be effectively
linked to the organization’s long-term strategy, then it
would command top management’s attention, galvanize
management support, and attract additional
resources.1
For better clarification, there is need to know
about the definition of Strategy and Human Resource
Development, the concept of Strategy can be defined
as the way an organization chooses to compete or meet
customer or constituent needs and Human Resource
Development means the “integrated use of training and
development, organization development, and career
development to improve individual, group, and
organizational effectiveness”.2
The Centre for Corporate Strategy and Change
at Warwick University of the UK, among others,
conducted research on the relationship between
corporate strategy and training3
, this research
demonstrated that the relationship is not a simple one,
and that no one single factor explains why companies
train or do not train. They developed a broad-based
model of the training system and the factors which affect
it. The five main areas of this model relate to the business
strategy, the external labour market, internal labour
market needs, internal actors and systems, and external
support for training4
. In this regard, Hendry5
in 1991
2. www.eprawisdom.com 6Vol - 5, Issue- 4, April 2017
EPRA International Journal of Economic and Business Review|SJIF Impact Factor(2016) : 6.484
argued that the necessary condition for increasing
company attention to training is likely to be the business
response to environmental pressure, which will involve
the accumulation of a “critical mass of positive or
supporting factors”. Based on this research, he argued
that training activities are better sustained within a
broader Human Resource Development and Human
Resource Management framework. This requires the
mobilization of a large number of positive factors and
neutralization of negative ones.6
Strategy is a modern term which is used to
excess in keynote and speeches by management
practitioners. In fact Human Resource is not immune
from this modern term. There are many purposes for
strategic Human Resource Development, such as; HRD
from implies to justify its existence and rather imbue it
with an unassailable raison. This refers to the sustainable
alignment of all HR development practices with the
organizational strategy. This is specifically relevant in
the sense of producing a system in close conceptual
and chronological proximity to the larger organization
strategy.
In fact, the strategic development of human
resources emphasizes the proactive management
change, which enables organizations to survive in an
increasingly complex environment, unstable,
competitive and global. Therefore, the strategic
approach of human resource development is an
imperative request in the globalization. In this case Mc
Lagan argued that, it’s more imperative than ever and
can help organizations to improve their performance, if
the Human Resource Development meets the
organization’s needs through changing environment,
organization development and personnel training and
development and employment development.7
As Sthapit
stated in 2008, organizations in the quickly changing
environment, have adopted the management practices
through formulating and implementing long dated
organization strategies, to proactively addressing the
external environmental changes by integrating all useful
strategies into the overall organization strategy. In this
way real-life Strategic Management comes into action.8
In this regard, Torraco and Swanson in 1995 argued
that business environment requires support from
business strategies; organizations are also increasingly
becoming open to Business Environmental Factors in
adapting their management practices for the
environmental changes. In their formulating and
executing strategies by address the BEF changes, the
management executives are required to develop their
human resources’ competence, skills and adaptability
to environmental changes, but assume a pivotal role in
the shaping of business strategy.
In establishing the nature of activities within
the strategic of Human Resource Development, as Hu9
in 2007 specified the following components such as,
developing talent; training; developing the organization;
performance development; leadership development.
Garavan10
also at the same time emphasizes on several
sets of human resource development strategies, which
are including, those that focus on performance of the
organization, those who regard organizational learning
and those aimed at the organizational change.11
In fact, developing Human Resource
Development, can help the organizational management
to improve their operational abilities, meaning all the
specific skills and competencies that allow a better
management of the existing crises and also preventing
future ones, but on the hand , these organizations may
face some difficulties in operation of these strategies
like; the lack of adequate knowledge in crises’
management; the lack of awareness regarding threats to
business continuity; the inability to follow the
respondents’ instructions to the crisis when the incident
occurs and the lack of psychological skills to cope and
lack of decision-making skills.
But this issue cannot be ignored the strategic
approach of Human Resource Development is a
requirement in the globalization, therefore , employees’
continuous training is essential and in this regard is
better to find the appropriate and safe method. In this
case for improving professional training, according to
Manole, in 2006, there is need for action in knowledge,
as accurate, of the demand for training and its evolution;
the establishment of a clear record regarding the training
of employees in each organization; information for those
interested upon the possibilities of training; motivating
employees and helping those who wish to improve their
training; creating a training plan of action and
coordinating the continuous professional development
actions without breaking the initiatives.12
In between Human Resource Coordination with
organizational strategy is very critical issue, when
Human Resource expands its traditional administrative
role, it can have a significant impact on an organization’s
value creation. Too properly integration of Human
Resource with an organization’s strategy there is
needed to be organized so that it can play a role in the
strategic planning of the organization. In this regard,
the human capital covers all other areas of an
3. e-ISSN: 2347 - 9671, p- ISSN :2349 - 0187
www.eprawisdom.com Vol - 5, Issue- 4, April 2017 7
organization. Therefore the Human resource department
needs to ensure the human asset is effectively adjust
with the strategy that which is chosen by the
organization.
The coordination between Human Resource
and the strategy of an organization, first, begins with a
strategy-focused professional, secondly, through
creating the Human Resource system in alignment with
the organization’s strategy. The first step in aligning
Human Resource with strategy is to recognize that the
Human Resource Department and its duties is a strategic
asset, instead of the traditional administrative function
of being a cost center, focused on compliance. This
administrative role works on efficiency and is therefore
a commodity.13
If an organization fails to recognize this
commodity, it misses the opportunity to allow Human
Resource to become strategic. This administrative
mindset needs to evolve into a focus on value creation.
In order to achieve this focus, Human Resource must
first recognize that it needs to play a strategic role, and
top management must support Human Resource’s role
by accepting Human Resource into the strategic
planning initiatives
UNDERSTANDING THE CONCEPT
OF STRATEGY
The origin of this concept can be traced to the
Greek word ‘strategos’, for a general who organizes,
leads and directs his forces to the most advantageous.
The main emphasis of strategy is thus to enable an
organization to achieve competitive advantage with its
unique capabilities by focusing on present and future
direction of the organization.14
Strategy refers to the
long-term plans developed by top management, usually
for periods of two to ten years or even longer. These
plans are used to evaluate and seize opportunities as
well as to relocate resources.15
Strategy includes plans
to create new products, to purchase other organizations,
to sell unprofitable sections of the business, to make
shares available, and to enter international markets.
“Strategy’ in commercial terms is often associated with
deployment of resources, outflanking the competition,
establishing beachheads in the global marketplace,
creating strategic alliances.”16
Since past three decades a lot of research has
been written under the field of strategic management
about the nature, process, content and formation of
organizational strategy. In fact, a ‘classical’ strategic
management process consists of a series of steps which
are including first, starting from establishing a mission
statement and key objectives for the organization;
secondly, analyzing the external environment in purpose
of identifying possible opportunities and threats; thirdly
conducting an internal organizational analysis, to
examine its strengths and weaknesses and the nature of
current management systems and their capabilities and
lastly, setting specific goals in achieving organizational
objectives and regular evaluation of all the above.17
In
this regard the Mintzberg18
in 1987 stated that formal
approach to strategy making results in deliberation on
the part of decision-makers, which results in thinking
before action.
In fact, the effective strategies combine
deliberation and control with flexibility and
organizational learning. But in this regard many of
scholars have criticized Mintzberg’s work as over-
prescriptive. However, in real life, it is important to note
that for a variety of reasons and pressures, top decision-
makers do not follow such a deliberate approach, when
formulating their organizational strategy. Based on their
experiences along with factors such as need for flexibility,
managers must adopt an ‘informal and bounded rational
approach to strategy formation.
UNDERSTANDING THE CONCEPT
OF STRATEGIC HUMAN RESOURCE
DEVELOPMENT
The Strategic Human Resource Development
means providing the people with training and
development programs of various types that are relevant
to their respective role, duties and responsibilities. The
use of strategy in training and development requires
that these are aligned to related organizational needs in
order to achieve organization’s mission and objectives.
In fact, Strategic human resource development is a
method in terms of which learning or the performing of
knowledge processes relating to the emergent strategic
orientation of companies is made possible, It focuses
on the development of the skills that executives,
managers and employees may require in future and is
proactive in nature. The skills executives, managers and
employees should have are determined according to the
future strategic orientation of the company.19
Atraining
process which enables strategic human resource
development should therefore provide for empowering
executives, managers and employees for effective
performance in terms of the strategic domains which are
more emergent in nature such as the complex and chaos
domains. Strategic human resource development
requires proper planning.20
One of the important actions
to do is to classify the training needs of your employees
into categories for better management.
Seied Beniamin Hosseini & Sandeep.L. Nagdive
4. www.eprawisdom.com 8Vol - 5, Issue- 4, April 2017
EPRA International Journal of Economic and Business Review|SJIF Impact Factor(2016) : 6.484
1. Core competencies are competencies that
reflect the core values that your organization
has adopted.
2. Functional competencies are competencies
required by your employees to effectively carry
out their day-today duties and responsibilities
and the needs of your organization at the
various areas of activities21
3. Behavioral competencies are behaviors that
employees must demonstrate in order to
improve their performance.22
At an organizational level strategic human
resource development contributes to executives,
managers and employees being able to give effect to
the future strategic orientation of the company. In terms
of individual executives, managers and employees,
strategic human resource development results in
executives, managers and employees being developed
in a more holistic manner than in the case of a traditional
human resource development process.23
Strategic
human resource development it is clear that this type of
human resource development enables organizations to
effectively address the emergent needs of the market or
the industry. The unique nature and focus of traditional
and strategic training mean that companies should use
both these types of training processes in order to ensure
that they are 104 empowered for efficient and effective
performance in all four the domains of their strategic
environment both currently as well as in the future.24
The characteristics of Strategic Human
Resource Development as found in the different
literature relate to four aspects, 25
1- The alignment between the grand strategy and
the strategic orientation of the company as well
as strategic human resource development
2- The relationship between the management and
development of the human resources of the
company.
3- The responsibilities and relationship between
role players in strategic human resource
development.
4- The effect of strategic human resource
development on the company.
5- The alignment between the grand strategy and
the strategic orientation of the company as well
as strategic human resource development
Strategic human resource development should
have an effect on the continued competitiveness of the
company but it should also influence the culture of the
company and enable knowledge processes to be
performed in terms of the emergent strategic orientation
of the company.26
STRATEGIC HUMAN RESOURCE
DEVELOPMENT AND
ORGANIZATIONAL CRISIS
In fact, each types of learning activities involve
varying degrees of knowledge acquisition, training of
the understanding capabilities, training aptitudes and
attitudes and the primary goal of training activities is to
increase performance.27
There are also other reasons for
which training is one of the elements of “outpost”
because it helps individuals to “grow” both
professionally and also in terms of socio-cultural factor.
In experts’ opinion, there are certain advantages
resulting from the use of training, which have a
significant effect in organizational activities and
increase the economy overall efficiency, for instances;
improving performance at individual level, team and
organizational in terms of results (outputs), quality,
speed and overall productivity; increasing membership
and employees’ involvement in the organization’s
activities by encouraging them to participate in
establishing the mission and organization’s objectives,
improve operational flexibility by broadening the scope
of employees’ professional skills and developing a
positive organizational culture oriented for example, on
results and continuous performance.28
The organizations that have an appropriate vocational
training philosophy means to operate in an area where
competitive advantage is achieved only using high
quality staff training and welfare.29
For this, it is
necessary to invest in the organization’s human
resources in developing their skills and knowledge.30
Therefore, training must meet certain requirements to
be a viable investment, namely:
- To be focused on solving problems and to
remove the cause that lead to producing the
dis-functionalities;
- To be addressed in connection with the
performance;
- To be geared towards obtaining clear and
effective results;
- To be aimed at continuous personnel
improvement;
- To assume a strategic approach. 31
Therefore, the professional training is a major component
of strategic human resources development, regarding
all others: talent development, performance,
management and organization.32
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HUMAN RESOURCE
DEVELOPMENT STRATEGY IN
COORDINATION WITH
ORGANIZATION STRATEGY
Human Resource Development to see itself as
a partner for all other parts of the organizations, whom it
supports in the pursuit of their strategies goal by
satisfaction them with its specialists know-now. In fact,
put differently the mission of the Human Resource
Development function is to improve the success of the
organization by showing up and improving the quality
of decisions that impact the organization’s people. For
this ambitious, it is essential, first to overcome the
inability to communicate and learn to speak the language
of its client, to lose the fear of the controller and meet
him as an equal partner, to move beyond trends towards
a stance of critical pragmatism, to avoid responsibility
being passed around like a bad penny by defining it
unambiguously once and for all, to recognize the trap of
its own dynamic and coordinate all changes to it with
the greater system of the organization as a whole and
finally to forget silent obedience and learn to assert a
confidence and proactive position.
In this sense, the question is how exactly to
define the relationship between HRD strategy and the
organization strategy? In this regard, there are three
possible constellations of the HRD strategy and the
organization strategy;
1- The Human Resource Development strategy
follows the organization strategy.
2- The organization strategy follows the Human
Resource Development strategy.
3- The Human Resource Development strategy
is an integral part of the development of the
organization strategy.
In the first case, the Human Resource
Development strategy should be designed to enable
the execution of the organization strategy and thereby,
Human Resource Development takes on the role of an
executing agent but in fact, two major problems appear
in practice, first; all interventions in human capital have
to consider the medium to long term timeframe and
secondly; Human Resources as people have their own
value creation potential such as innovating or achieving
a unique service experience for clients.
In the second case, this is noteworthy to say
that, the strategies can only be executed if people have
been enabled to carry them out. Therefore the
organizations can only do what its people can do. This
perspective assumes that the organization strategy is
delimited by the human factor. This argument is too
reductive about the capabilities of business
management. In fact, the HR must not be limiting factor
to the organizations.33
In the third case, a number of practitioners
and authors already believe that the ear of traditional,
long term business, planning has ended and a real
change in the environment might create a new challenge
for strategy development. Therefore, the point is
creating a flexible strategy.
In this regard, there is need to a certain degree
of “Vagueness” in the execution of the strategy for being
anticipated with considerable foresight, also the special
qualities and abilities of the workforce need to be
considered when designing the strategy.
When the strategy is executed eventually,
people become its engine, and the strategy cannot work
against them and not without them. For designing the
functional strategy, two basic aspects need to be
distinguished:
1- First it should be a long term fundamental
strategy.
2- Secondly, it should deal with actionable
strategies campaign management.
In this regard, the strategy can indeed help organizations
secure and safeguard their future and whether strategy
can actually have any guiding effect on business
practices.
In United Kingdom, in 1985, Hussey argued
that all organizations should start with strategy and make
the training plan in accordance with it: that is, corporate
strategy should be the starting point for all organizational
training and development. He came to this conclusion
based on empirical research into management education
and training in some of the largest business
organizations in the same country (O’Donnell and
Garavan, 1997). Further he found that only one-third of
the organizations surveyed saw the need to link
management training directly to corporate objectives;
39 per cent believed that management training should
follow a general pattern of specific skills training for
managers at different levels; 19 per cent believed that
training should be directed at individual rather than
corporate needs, while 10 per cent used training as a
basis for promotion. Even within the one-third who saw
the link, most replied in a general rather than a specific
sense, and a much smaller number linked their activities
with strategy. Hussey referred to the perceptual
boundaries afflicting British managers, and advocated
the use of new techniques and analyses to shift and
Seied Beniamin Hosseini & Sandeep.L. Nagdive
6. www.eprawisdom.com 10Vol - 5, Issue- 4, April 2017
EPRA International Journal of Economic and Business Review|SJIF Impact Factor(2016) : 6.484
reassess these boundaries.34
The derisory level of
management training in the UK has also been
highlighted by Scase and Goffee in1989. And six years
later Garavan argued that if the Human Resource
Development function is to be strategic, it must align
itself to the organization strategy, goals and structure.
He outlined the key point to emerge which was the
existence of a crucial link between ‘employee
development and corporate organization strategy, the
determining factor being the quality of Human Resource
Management. Hence, Leicester (1988) argued that there
is a direct relationship between the quality of HRM,
employee development (HRD) and corporate success;
and emphasized on a system that is demand-driven by
goals of the organization leading to job-centered training
and employee development (HRD) directly linked to
these organization-goals.
Moreover, system theory tells us that the
success of interventions in complex organizations is
doomed to be marginal at best. This means, strategies
are more of an expression of management talk then the
actual practice. And here there is one question,
whystrategies guidelines are bent? The response is ,
this happen because the system , strategies management
is trying to change consist of actual people and their
behavior and their social structure. The researcher
acknowledged that the crucial points are to understand
in which circumstances such intervention will fail and
in which they will successes in complex system.
The Warwick studies created a framework
which should form part of the analytical tool-kit of any
effective Human Resourse Development specialist. It is
particularly useful in the assessment stage of the
“present state” of an organization’s HRD function.35
It
conforms to an open-systems’ view of organization and
the variables within the “internal actors and systems”
are highly relevant to this exploration, which are
including; a developed training organization and
systems, exhibiting a positive image; mechanisms to
relieve line management of budgetary and time, top
management commitment, training champions and a
training philosophy; line management responsibility for
resources and performance; Constraints; and trade
union involvement. For better understanding refer to
figure 1;
Source: https://www.yumpu.com/en/www.humtech.com
HRD-Organization
Alignment/Integration Model
Organization Mission and
Goals
Core Competencies
Needs Assessment
Integrated Solutions
Organization Outcomes
Human
ResourceFunctions
HRD Philosophy
HRD Policy
HRD goals
Performance
Requirements
HRD Strategies
HRD systems
Career Paths
Human Resource
Needs
Training needs
assessment:
Organizational,
Occupation and
Individual
Organization
Outcomes
Human Resource
Results
Transfer of Training
Cost Benefits of
HRD
Critical Success
Factors
Human Resource
Planning
Integrated Solutions
HRD Priorities
HRD Programmes
HRD Practices
CONCLUSION
The point is to integrate the Human Resource
Development and Strategic Management, despite all
apparent difficulties, will increase the likelihood of its
effectiveness. This means coordination of Human
Resource Development in close conceptual and
chronological proximity to general strategic planning.
In this regard the Human Resource Developer must see
themselves as business partner of the other
organizational units which they support in realizing their
strategies objectives using their specialized know- now.
Consequently, in this regard, organizations should take
Human Resource Development function more strategic
in nature. As discussed earlier, Human Resource
Development has very crucial process for human
expertise development for purpose of improving
performance either in public or private organization.
Therefore, there is need all organizations adopt the
particular management practices and effective
techniques through implementing long term strategies
by integrating all useful Human Resource Development
policies with organization strategies. These
organizations through effective management of Human
Resource can be successfully reach to their strategies
7. e-ISSN: 2347 - 9671, p- ISSN :2349 - 0187
www.eprawisdom.com Vol - 5, Issue- 4, April 2017 11
and achieves to high quality performance and finally
promote the organization. As it is clear, Human Resource
Development is not only supporting the strategy but
also shaping the goals and strategy. Hence, it has very
important role in the shaping of business strategy.
Alongside of all these positive features of Human
Resource Development, it can’t be ignored its verycrucial
role in employee development and further its affect on
labour market. Therefore as far as the organizations need
to corporate with each other and make their
implementation, there is need to expand the role of
Human Resource Development which is bring about
more outputs for organization managements and Human
Resource Development as well.
There has to be recognition that the Human
Resource functions should be properly and strategically
developed in order to enhance the human capital at
different levels including hiring of staff, compensation
or remuneration, performance reviews, training and
development, separation, succession planning among
other aspects. Furthermore, it would be worthwhile to
ensure most of the routine and administrative duties are
automated or outsourced in order to make way for the
Human Resource staff to focus on more strategic
initiatives. The automation and outsourcing will enable
the Human Resource personnel to operate at both
administrative and strategic levels. Moreover each and
Every organization’s human resource should be
developed at all dimensions and in all levels of Human
Resource training, management, executive development,
career development as well as organizational
development and finally there is a significant need to
match personnel selection and workforce profile with
the desired business strategy.
6 Ibid,1991
7 McLagan, P, Models for HRD Practice. St. Paul, MN: ASTD Press,
1989, accessed on 3th January 2017.
8 Sthapit, A, Role of HRD in Successful Implementation of
Organization Strategy: A Review, PYC Nepal Journal of
Management. Public Youth Campus, Tribhuvan University, (vol.)
1 No. 1, 2008, pp 67-82.
9 Hu, P, Theorizing strategic human resource development:
Linking financial performance and sustainable competitive
advantage. In F.M, Nafukho & T. Chermak (Eds.), Proceedings of
the Academy of Human Resource Development 2007
International Research Conference, Fayetteville, AR: University
of Arkansas, 2007.
10 Garavan, T.N., Costine, P. and Heraty, N, The emergence of
strategic human resource development. Journal of European
Industrial Training, 19(10), 1995, pp. 4-10.
11 Cristina MANOLE, et al, The Strategic Role of Human Resources
Development in the Management of Organizational Crisis,
Cristina MANOLE, Cristina ALPOPI, Sofia Elena COLESCA, retrieved
from http://www.management.ase.ro/reveconomia/2011-1/
18.pdf, accessed on: 5 Junary 2017, p:208
12 Manole, C, Human resources’ management in public
administration, A.S.E. Publishing House, Bucharest, 2006.
13 John P. Righeimer Maverick Energy, Aligning Human Resources
& Strategic Plans,retrieved from: https://www.studypool.com/
u p l o a d s / q u e s t i o n s / 2 5 7 5 6 9 /
20170208045445aligning_hr_strategy__john_righeimer.pdf,
Accessed on :4 January 2017.
14 Teena Hassija, Strategic Human Resource Management in
Changing Environment, International Journal of Reviews, Surveys
and Research (IJRSR) Current Issue - Volume 3 Issue 2 May 2014,
Retrieved from International Journal of Reviews, Surveys and
Research (IJRSR) Current Issue - Volume 3 Issue 2 May 2014,
accessed on 4 January 2017.
15 John P. Righeimer Maverick Energy, Aligning Human Resources
& Strategic Plans,retrieved from:
https://www.studypool.com/uploads/questions/257569/
20170208045445aligning_hr_strategy__john_righeimer.pdf,
Accessed on :4 January 2017
16 Ibid, accessed on :4 January 2017
17 Mello J. A, Strategic Human Resource Management. Cincinnati;
South Western, 2001.
18 Mintzberg (1978) and Mintzberg and Waters (1985) put
forward a similar model, both as an implementation tool in
relation to corporate/ organizational strategy, where strategy is
deliberate, and as a formation tool, where it is emergent.
19 University of Pretoria, Strategic Human Resource
Development, http://repository.up.ac.za/bitstream/handle/
2263/26763/03chapter4.pdf ?sequence=4 ,Accessed on 4
January 2017
20 Vinod Anand, Economic growth and Human Resource
Development - II , September 2008, retrieved from: http://
www.strategic-human-resource.com/strategic-human-
Notes
1Linking HRD to Organizational Strategy: An Introduction,
R e t r i e v e d f r o m : h t t p s : / / w w w . t d . o r g / S t o r e /
Product?ProductId=16671, Accessed on: 3th January 2017.
2 McLagan, P, Models for HRD Practice. St. Paul, MN: ASTD Press,
1989, accessed 3th January 2017.
3 Hendry, C., Jones, A., Arthur, M. and Pettigrew, A. (1991), Human
resource development in small to medium sized enterprises.
Research Paper No. 88, Department of Employment. Sheffield, pp.
37-47.
4 David O’Donnell , Viewpoint: Linking training policy and
practice to organizational goals”, Journal of European Industrial
Training, Vol. 21 Iss: 9,1977, pp.301 - 309
5 Hendry, C, . Corporate strategy and training. in Stevens, J. and
Mackay, R. (Eds), Training and Competitiveness. Kogan Page,
London,1991, pp. 79-110
Seied Beniamin Hosseini & Sandeep.L. Nagdive
8. www.eprawisdom.com 12Vol - 5, Issue- 4, April 2017
EPRA International Journal of Economic and Business Review|SJIF Impact Factor(2016) : 6.484
resource-development.html,Accessed on 4 January 2017
21 HR Issues in the Recession, Retrieved from: https://
www.scribd.com/document/285516900/SHRD,Accessed on 4
January 2017
22 Vinod Anand, Economic growth and Human Resource
Development - II , September 2008, retrieved from: http://
www.strategic-human-resource.com/strategic-human-
resource-development.html,Accessed on 4 January 2017
23 Garavan, 1991:17-30; McCracken & Wallace, 2000a:427;
McCracken & Wallace, 2000b:281-290; Grieves, 2003:114-
117Garavan, 1991:23
24 Vinod Anand, Economic growth and Human Resource
Development - II , September 2008, retrieved from: http://
www.strategic-human-resource.com/strategic-human-
resource-development.html,Accessed on 4 January 2017
25 Garavan,; 1991:17-30, McCracken & Wallace, 2000a:427;
McCracken & Wallace, 2000b:281-290; Grieves, 2003:114-117
26 Vinod Anand, Economic growth and Human Resource
Development - II , September 2008, retrieved from:
http://www.strategic-human-resource.com/strategic-human-
resource-development.html,Accessed on 4 January2017
27 Livy, B, Corporate Personal Management, London, Pitman
Publishing, 1998.
28 Bennett, R. (1990). Managing People, London Kogan Page Ltd.
29 Cristina MANOLE, et al, The Strategic Role of Human Resources
Development in the Management of Organizational Crisis ,
retrieved from: http://www.management.ase.ro/reveconomia/
2011-1/18.pdf, accessed on: 4 January 2017 P:209
30 Ibid,P:209
31 Louart, P, Gestion des Ressources Humaines, Paris, Collection
Gestion, 1994.
32 Hu, P, Theorizing strategic human resource development:
Linking financial performance and sustainable competitive
advantage, In F.M., Nafukho & T. Chermak (Eds.), Proceedings of
the Academy of Human Resource Development 2007
International Research Conference. Fayetteville, AR: University
of Arkansas, 2007.
33 Matthias T. meofert, what is the strategic about strategic HR
Development, ed: management for professionals, Spronger,
2013,P:16-17
34 David O’Donnell , Viewpoint: Linking training policy and
practice to organizational goals”,
Journal of European Industrial Training, Vol. 21 Iss: 9,1977,
pp.301 - 309
35 Ibid, pp.301 - 309
3. David O’Donnell , Viewpoint:Linking trainingpolicyand
practice to organizational goals”, Journal of European
Industrial Training, Vol. 21 Iss: 9, 1977.
4. Garavan, T.N.,Costine, P. and Heraty,N, The emergence
of strategic human resource development. Journal of
European Industrial Training,19 (10), 1995.
5. Hendry, C,Jones,A., Arthur,M. andPettigrew,A. (1991),
Human resource development in small to medium sized
enterprises, Research Paper No. 88, Department of
Employment. Sheffield.
6. Hendry, C, Corporate strategy and training.in Stevens, J.
and Mackay, R. (Eds), Training and Competitiveness.
Kogan Page,London, 1991.
7. Hu, P,Theorizingstrategichuman resource development:
Linkingfinancial performanceandsustainablecompetitive
advantage. In F.M, Nafukho & T. Chermak (Eds.),
Proceedings of the Academy of Human Resource
Development 2007 International Research Conference,
Fayetteville, AR: University of Arkansas, 2007.
8. HR Issues in the Recession, Retrieved from: https://
www.scribd.com/document/285516900/SHRD , Accessed
on 4 January 2017.
9. John P. Righeimer Maverick Energy, Aligning Human
Resources & Strategic Plans, retrieved from: https://
www.studypool.com/uploads/questions/257569/
20170208045445aligning_hr_strategy__john_righeimer.pdf,
Accessed on: 4 January 2017.
10. Livy,B,CorporatePersonal Management,London,Pitman
Publishing,1998.
11. LinkingHRD toOrganizational Strategy:AnIntroduction,
Retrieved from: https://www.td.org/Store/
Product?ProductId=16671,Accessedon:3thJanuary2017.
12. Louart, P, Gestion des Ressources Humaines, Paris,
Collection Gestion, 1994.
13. Manole, C, Human resources’ management in public
administration,A.S.E.PublishingHouse,Bucharest,2006.
14. Matthias T. Meofert, what is the strategic about strategic
HR Development, ed: management for professionals,
Spronger, 2013.
15. McLagan, P, Models for HRD Practice. St. Paul, MN:
ASTD Press, 1989, accessed 3th January 2017.
16. Mello J. A, Strategic Human Resource Management.
Cincinnati; South Western, 2001.
17. Mintzberg (1978) and Mintzberg and Waters (1985) put
forward a similar model, both as an implementation tool
in relation to corporate/ organizational strategy, where
strategy is deliberate, and as a formation tool, where it is
emergent.
18. O’Donnell and Garavan’s (1997) Viewpoint: Linking
training policyand practicetoorganizationgoals,Journal
of European Industrial Training, Vol. 21/9, March, pp.
301-309 McCracken & Wallace, 2000a:427; McCracken
& Wallace, 2000b:281-290; Grieves, 2003:114-
117Garavan,1991:23.
19. Sthapit, A, Role of HRD in Successful Implementation of
Organization Strategy: A Review, PYC Nepal Journal of
Management.PublicYouthCampus,TribhuvanUniversity,
(vol.) 1 No. 1, 2008.
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www.management.ase.ro/reveconomia/2011-1/18.pdf,
accessed on: 5 January 2017.
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20. Teena Hassija, Strategic Human Resource Management
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Surveys and Research (IJRSR) Current Issue - Volume 3
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