Training and development has traditionally been excluded from strategic organisational issues. However, increasing competition and the conceptualisation of human resources as a source of competitive advantage is beginning to change the status quo. Much has been written on the need to be strategic with human resources through the matching of business objectives and human resource strategies (Beer, et al, 1984; Boxall, 1992; Fombrun, et al, 1984; Schuler and Jackson, 1987, 1989). This paper argues that one of the key elements in achieving the alignment of people related activities and corporate objectives is training and development. In addition, that country of operation is a mediating factor in this relationship. Therefore the aim of this paper is twofold; first to examine the relationship between HR strategy and training and development practices; second to examine the role of national context in shaping these practices. Data from the Price Waterhouse Cranfield Survey in addition to qualitative data from interviews is used to explore the nature of these relationships.
Tregaskis, O. (1996), "The Link Between HR Strategy and Training: An Examination of French and UK Organisations", Management Research News, Vol. 19 No. 4/5, pp. 44-44. https://doi.org/10.1108/eb028458Download as .RIS
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