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11 – 20 of over 102000Ramnath Dixit and Vinita Sinha
This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of…
Abstract
This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.
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This paper aims to operationalise a modified strategic human resource development (SHRD) framework to examine managerial perceptions of the strategic embeddedness of human resource…
Abstract
Purpose
This paper aims to operationalise a modified strategic human resource development (SHRD) framework to examine managerial perceptions of the strategic embeddedness of human resource development (HRD) in organisations in times of business and economic uncertainty.
Design/methodology/approach
The paper draws on qualitative research data, following a case-study research design and semi-structured interviews with 44 participants to enable an in-depth investigation of managerial perspectives.
Findings
Research findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints.
Research limitations/implications
Research findings and conclusions are subject to “respondent bias” as events occurred several years ago, thus participants may not fully recall how SHRD has changed over time. Focussing on a unique industrial sector, as well as to a specific national context, limits the generalisation of the findings in comparative contexts.
Practical implications
Owing to the ongoing business and economic uncertainty, this study could serve as a powerful tool at the hands of HRD professionals to effectively assess the nature of their HRD interventions in their organisations.
Originality/value
Having a modified SHRD framework assessed in volatile, uncertain, complex and ambiguous contexts, the reality of SHRD in organisations is examined. In addition, focussing on a single sector overcomes the “one-size fits all” proposition of prominent SHRD models. Finally, the paper expands SHRD literature by examining managerial perspectives on SHRD into understudied national and industrial contexts.
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Gill Maxwell, Sandra Watson and Samantha Quail
This paper analyses the nature of, and relationship between, a quality service initiative and the concept of strategic human resource development. Hilton International is the case…
Abstract
This paper analyses the nature of, and relationship between, a quality service initiative and the concept of strategic human resource development. Hilton International is the case study used for this analysis. The principal finding is that the quality initiative is acting as a catalyst for a strategic approach to human resource development to emerge in the case organisation. However although many of the factors identified with the concept of strategic human resource development are evidenced, it is proposed that the standards set by academics in the field of human resource development may be too aspirational for the hotel sector.
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David O’Donnell and Thomas N. Garavan
Argues that a human resource development (HRD) strategy, in alliance with a global‐arching human resource management (HRM) strategy, is the most effective way to link training…
Abstract
Argues that a human resource development (HRD) strategy, in alliance with a global‐arching human resource management (HRM) strategy, is the most effective way to link training policy and practice to organizational goals. Both manufacturing and service organizations require a critical mass of positive factors related to the effective management of human resources to successfully accomplish organizational goals. This involves the analysis of a myriad internal and external environmental factors contingent to the organization, followed by a strategic approach to influencing key stakeholders, and the formulation of strategic HRD policies and plans in parallel with and sometimes influencing business strategy. This links to a broad range of systems covering all areas of the human resource cycle ‐ selection, appraisal, rewards and development ‐ related to individual/team and organizational performance. Concludes that the HRD function must become more strategic in focus.
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Suchitra Ajgaonkar, Netra Ganesh Neelam and Judith Wiemann
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and…
Abstract
Purpose
This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.
Design/methodology/approach
In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.
Findings
The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.
Originality/value
There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.
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The purpose of this paper is to contribute to the research and literature through the development of the theme of competence foresight. In addition, the aim is to construct…
Abstract
Purpose
The purpose of this paper is to contribute to the research and literature through the development of the theme of competence foresight. In addition, the aim is to construct information pathways for the foresight mechanism, for the use of practitioners, to enable them to manage talent and competences with an anticipatory perspective.
Design/methodology/approach
The research strategy is theoretical research with interpretive concept analysis approach. The research compares, compiles and combines theories and perspectives of strategic human resource management and development, talent management, competence management and foresight.
Findings
The results combine the information pathways and elements of the pathways for the competence foresight mechanism. The main three pathways in the mechanism are the pathways for detecting the needed competences for strategy implementation, the pathways for detecting rapid changes and the loss of competences.
Research limitations/implications
As talent management frameworks are organization specific, so are the mechanisms and information pathways for competence foresight. The results can be adjusted and developed to fit into other organizations.
Practical implications
The analysis and results provide the practitioners in human resources with new perspectives to use systematic foresight processes in talent management and development. The results can also be used for modelling the information pathways for the competence foresight mechanism in talent management software.
Originality/value
The research on human resources development and talent management does not deal with competence foresight. This paper addresses this deficiency and brings new, valuable perspectives of foresight and future studies for researchers and practitioners. This paper challenges further research on various aspects of competence foresight.
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Evaluates how HRD needs which arise from different business strategies will depend on, among other things, the purpose and structure of the strategies involved. Considers the…
Abstract
Evaluates how HRD needs which arise from different business strategies will depend on, among other things, the purpose and structure of the strategies involved. Considers the motivation for strategic HRD, expenditure and responsibility. Concludes that a strategic approach to training and development necessitates increased theoretical rigour, more rigorous evaluation of effectiveness, and resolution of responsibility for training.
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Claretha Hughes, Lionel Robert, Kristin Frady and Adam Arroyos
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