HUMAN RESOURCE DEVELOPMENT

Human Resource Development

Humthen Resource Development

Introduction

Many commentators on organisational matters advocate that endemic and complex challenges for global economy which emerged in latter part of twentieth century will continue unabated into new millennium (Dicken, 1992; Peters, 1987; Handy, 1989). These challenges have been characterised by globalisation of economic activity, fragmentation of markets, paradigm shifts in production relations and massive leaps in technological infrastructure (Freeman et al., 1993; Sanderson, 1998; Hamel and Sampler, 1998). In order to deal with such global shifts, organisational theorists and practitioners agree that organisations must understand vital role which learning and development will play in ensuring their survival (Salamon and Butler, 1990). Therefore, organisations must realise that there is the need for serious investment in human resource development (HRD) and training, as Department for Education and Employment point out, “Investment in human capital will be foundation of success in twenty-first century” (DfEE, 1998). fundamental element of this will be requirement of organisations to ensure that any investment which is made in human capital with promotion of HRD strategy is clearly linked to wider corporate strategy.

concept of Strategic HRD (SHRD) has been much explored in training and development literature of last decade (Higgs, 1989; Keep, 1989; Noel and Dennehy, 1991; Garavan, 1991; Holden and Livian, 1993; Saggers, 1994; Sloman, 1994; Rainbird, 1995; Garavan et al., 1995; Torraco and Swanson, 1995; Lee, 1996b; Stewart and McGoldrick, 1996; Harrison, 1997; O'Donnell and Garavan, 1997; Garavan et al., 1998), but there has been relatively little work on what characterises an organisation with the strategic approach to HRD. This article reviews literature on SHRD and explores concept specifically in context of work of Garavan (1991) which highlighted nine key characteristics of SHRD (see Figure 1). Garavan's (1991) paper was used as the foundation and cornerstone from which to examine ways in which concept of SHRD had changed in years since 1991. By examining and reviewing literature, these nine characteristics are redefined and enhanced, thus moving towards the new model and definition of SHRD.

Integration with organisational missions and goals

Garavan (1991) stresses point that need for integration into business planning is critical for SHRD, as is the contribution to corporate goals and an awareness of mission of organisation. Garavan et al. (1998), also stress that HRD is viewed as the strategic lever in organisations because it is seen as the means of helping organisation to implement its business strategies. This work points in the direction of “vertical integration”, as described by those such as visitor (1987) and Storey (1992). Clearly, this “fit” or integration is vital, but it echoes matching model of HRM (Devanna et al., 1984) in suggesting the responsive and reactive role for SHRD. Alternatively, the more proactive role may actually be at real heart of SHRD, moving away from the strategy supporting and implementing role, towards the role where SHRD helps to shape and influence, corporate strategy. Torraco and Swanson (1995), for example, suggest that where an emergent strategy is dominant (for instance in organisations where there are frequent technical ...