Strategic human resource development – a manoeuvre for future competencies
The changing role and function of Human Resource Development professionals due to social, economic, political and technological alterations lead the way for strategic HRD practices in organizations. In this current world of industrialization, this term relates to the achievement of competitive benefits by aligning organizational goals and priorities with structured and future-oriented activities. A study on strategic HRD lends a hand to eliminate the hitches of an organization by rational planning and people development with a focus on predictability and consistency. This research not only enlightens the implication of strategic activities but also it strengthens individual creativity, knowledge management, career planning, and individual competencies amongst employees in industrial sectors. It highlights on the employee perception about these SHRD practices of companies, which is a fundamental factor for the employee contentment, performance, and for the necessity of socio-technical systems. Accordingly, the study is focused at Dubai, U.A.E., in the shape of “Strategic Human Resource Development – A manoeuvre for future competencies” with a sample size of 300 from various companies by quantitative and qualitative analysis. Accordingly, it has been statistically confirmed that four independent variables show a positive relationship with strategic HRD activities. Along with this, it identifies the extent to which the HRD and its related work-life factors are provided by the selected companies. The result of the survey generated a key model and a framework for SHRD by creating a valuable contribution to the organization in facing the future challenges.
Amabile, T.M., Conti, R., Coon, H., Lazenby, J. & Herron, M. (1996). Assessing the Work Environment for Creativity. Academy of Management Journal, 39 (5), 1154-1185.
Amabile, T.M. & Conti, R. (1999). Changes in the World Environment for Creativity during Downsizing. Academy of Management Journal, 42 (6), 630-640.
Anderson, V. (2007). Desperately Seeking Alignment: Reflections of Senior Line Managers and HRD Executives. Human Resource Development International, 12 (3), 263-277.
Anderson, M. (2007) Diversity Learning, Knowledge Diversity, and Inclusion: Theory and Practice as Exemplified by Corporate Universities. Equal Opportunities International, 26(8) 743-760.
Anderson, E.V.C. (2018). Leading an HR Transformation: A Practical Roadmap for Aligning People Strategies to Business Results (1st Ed.), Society for Human Resource Management, 12(3), 263-277.
Auden, W. (2009). Top Management Team and Firm Performance: Empirical Study Based on Companies Listed Under S. Ohio: LAP Lambert Acad. Publ.
Baer, M., Oldham, G.R. & Cummings, A. (2003). Rewarding Creativity: When does it Really Matter? The Leadership Quarterly, 14 (4), 569-586.
Barron, F. & Harrington, D.M. (1981). Creativity, Intelligence and Personality. Annual Review of Psychology, 32, 439-476.
Blankenship, S.S. and Ruona, W.E.A. (2009). Exploring Knowledge Sharing in Social Structures: Potential Contributions to an Overall Knowledge Management Strategy. Advances in Developing Human Resources, 11(3), 290-306.
Brown, J.S. & Duguid, P. (2001). Knowledge and Organization: A Social-practise Perspective. Organization Science, 12 (2), 198-213.
Cabrera, E.F. (2009). Protean Organizations: Reshaping Work and Careers to Retain Female Talent. Career Development International, 14 (2), 186-201.
Chen, C. (1998). Understanding Career Development: A Convergence of Perspectives. Journal Vocational Education and Training, 50(3), 437-461.
Craddock, M. (2004). The Authentic Career. Following the Path of Self-discovery to Professional Fulfillment. Novato, CA: New World Library.
Conley, C.A. and Zheng, W. (2009). Factors Critical to Knowledge Management Success. Advances Developing Human Resources, 11 (3), 290-306.
Emirates News agency, https://www.wam.ae/en/details/1395302809096.
Fernandez, J. (1991). Managing a diverse Workforce. New York, US: Lexington Books.
Friedman, T.L. (2006). The World is Flat: The Globalized World in the Twenty-first Century. London, UK: Penguin.
Feldman, D.H. (1999) The Development of Creativity: In R.J. Sternberg (ed), Handbook of Creativity, Cambridge: Cambridge University Press.
Gagne, M. (2009). A Model of Knowledge-sharing Motivation. Human Resource Management, 48 (4), 571-589.
Gandz, J. (2006). Talent Development: The Architecture of a Talent Pipeline that Works. Ivey Business Journal Online (January/February), 1-4.
Garavan, T.N. (1991). Strategic Human Resource Development. Journal of European Industrial Training, 15 (1), 21-34.
Garavan, T.N., Carbery, R. and Rock, A. (2012). Mapping Talent Development: Definition, Scope and Architecture. European Journal of Training and Development. 36 (1), 144-164.
Garavan, T.N. (2007) A Strategic Perspective on HRD. Advances in Developing Human Resources, 9(1), 11-30.
Gardner, H. (1993). Creating Minds: An Anatomy of Creativity Seen through the Livers of Freud, Einstein, Picasso, Stravinsky, Eliot, Graham and Gandhi. New York, US: Basic Books.
Grieves, J. (2003). Strategic Human Resource Development. London, UK: Sage
Gold, J., Holden, R., Illes, P., Stewart, J. & Beardwell, J. (2010). Human Resource Development Theory and Practice. Basingstoke: Palgrave Macmillan. Gulf news, March 11, 2019.
Hafeez, K. & Essmail, E.A. (2007). Evaluating Organization Core Comoetencies and Associated Personal Competencies Using Analytical Hierarchy Process. Management Research News, 30 (8), 530-547.
Harrison, R. (2002). Learning and Development. London: CIPD.
Hayles, R., & Mendez, R.A. (1997). The Diversity Directive. New York, US: McGraw-Hill.
Ivan Jovanovic, Milica Arsic and Dorde Nikolic (2018). Entrepreneurial Personality Traits and SMEs Profitability in Transition Economy. Serbian Journal of Management 13 (1) 89-104.
Kucherov, D. & Zavyalova, E. (2012). HRD Practices and Talent Management in the Companies with the Employer Brand. European Journal of Training and Development, 36 (1), 86-104.
Lievens, F. (2007). Employer Branding in the Belgian Army: The Importance of Instrumental and Symbolic Beliefs for Potential Applicants and Military Employees. Human Resource Management, 46 (1), 51-69.
Lam, A. (2000). Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framework. Organisation Studies, 21 (3). 487-513.
Manikoth, N.N. and Cseh, M. (2011). Career Behavioiur Patterns of Professional Women: A study of Protean Careers. Paper presented at the 2011 AHRD International Research Conference in the Americas, Schaumberg, Chicago, 23-26 February.
McCracken, M. and Wallace, M. (2000a). Towards a Redefinition of Strategic HRD. Journal of European Industrial Training, 24 (5), 281-290.
McGuire, D. (2014). Human Resource Development, 2nd edn. London, UK: Sage.
McLagan, P. (1989). Models for HRD Practice. Alexandria, VA: ASTD Press.
McLean, L. (2005). Organizational Culture’s Influence on creativity and Innovation: A Review of the Literature and Implications for Human Resource Development. Advances in Developing Human Resources, 7 (2), 226-246.
Mello, A. J., (2015). Strategic Human Resource Management, 4th edn. United States: Cengage.
Nonaka, I. (1991). The Knowledge-creating Company. Harvard Business Review, 69 (6), 96-104.
Population Bulletin Emirate of Dubai 2015, Dubai Statistics Centre, Government of Dubai,
Platman, K. (2003). The Self-designed Career in Later Life: A Study of Older Portfolio Workers in the United Kingdom. Ageing and Society, 23 (3), 281-302.
Post, H.A. (1997). Building a Strategy on Competencies. Long Range Planning, 30 (5) 733-740.
Reige, A. (2005). Three-dozen Knowledge Sharing Barriers Managers Must Consider. Journal of Knowledge Management, 9 (3), 18-35.
Reilly, P. & Williams, T. (2006). Strategic HR: Building the Capability to Deliver. London: Gower.
Schein. E.H. (2010). Organizational Culture and Leadership, 4 th edn. San Francisco. CA: Jossey – Bass.
Shalley, C.E., Zhou, J. & Oldham, G.R. (2004). The Effects of Personal and Contextual Characteristics on Creativity: Where Should We Go from Here? Journal of Management, 30 (6), 933-958.
Sommerlund, J. & Boutaiba, S. (2007). Borders of ‘The Boundaryless Career’. Journal of Organizational Change Management. 20(4), 525-538.
Souder, W. (1983). Planning a Career Path from Engineering to Management. Engineering Management International, 1 (4), 249-258.
Sternberg, R.J. & Lubart, T.I. (1999). The Concept of Creativity: Prospects and Paradigms. In R.J. Sternberg (ed), Handbook of Creativity. Cambridge: Cambridge University Press.
Sturges, J., Conway, N., Guest, D. & Liefooghe, A. (2005). Managing the Career Deal: The Psychological Contract as a Framework for Understanding Career Management, Organizational Commitment and Work Behaviour. Journal of Organizational Behaviour, 26 (7), 821-838.
Sullivan, S.E. & Mainiero, L.A. (2007). The Changing Nature of Gender Roles, Alpha/Beta Careers -Bassand Work-Life Issues: Theory-driven Implications for Human Resource Management. Career Development International, 12 (3), 238-263.
Slotte, V., Tynjala, P. & Hytonen, T., (2004). How do HRD Practitioners Describe Learning at Work? Human Resource Development International, 7(4), 547-544.
Perry-Smith, J.E. (2006). Social Yet Creative: The Role of Social Relationships in Facilitating Individual creativity. Academy of Management Journal, 49 (1), 85-101.
Tamkin, P., Reilly, P. & Strebler, M. (2006). Change Agenda: The Changing HR Function-The Key Questions. London: CIPD.
Thite, M. (2004). Managing People in the New Economy. Thousand Oaks, CA: Sage.
Ulrich, D. (1998). A New Mandate for Human Resources. Harvard Business Review, 76 (1):124-34.
Ulrich, D. (2007) Dreams: Where Human Resource Development is Headed to Deliver Value. Human Resource Development Quarterly, 18(1), 1-8.
Watkins, K.E. & Marsick, V. (1994). Sculpting the Learning Organisation: Lessons in the Art and Science of Systemic Change. San Francisco. CA: Jossey-Bass.
www.thenational.ae. January 21, 2019.
The Author wishes to submit the Work to SJM for publication. To enable SJM to publish the Work and to give effect to the parties’ intention set forth herein, they have agreed to cede the first right to publication and republication in the SJM Journal.
The Author hereby cedes to SJM, who accepts the cession, to the copyright in and to the paper.
The purpose of the cession is to enable SJM to publish the Work, as first publisher world-wide, and for republication in the SJM Journal, and to grant the right to others to publish the Work world-wide, for so long as such copyright subsists;
SJM shall be entitled to edit the work before publication, as it deems fit, subject to the Authors approval
The Author warrants to SJM that:
- the Author is the owner of the copyright in the Work, whether as author or as reassigned from the Author’s employee and that the Author is entitled to cede the copyright to SJM;
- the paper (or any of its part) is not submitted or accepted for publication in any other Journal;
- the Work is an original work created by the Author;
- the Author has not transferred, ceded, or assigned the copyright, or any part thereof, to any third party; or granted any third party a licence or other right to the copyright, which may affect or detract from the rights granted to SJM in terms of this agreement.
The Author hereby indemnifies the SJM as a body and its individual members, to the fullest extent permitted in law, against all or any claims which may arise consequent to the warranties set forth.
No monetary consideration shall be payable by SJM to the Author for the cession, but SJM shall clearly identify the Author as having produced the Work and ensure that due recognition is given to the Author in any publication of the Work.
Should SJM, in its sole discretion, elect not to publish the Work within 1 year after the date of this agreement, the cession shall lapse and be of no further effect. In such event the copyright shall revert to the Author and SJM shall not publish the Work, or any part thereof, without the Author’s prior written consent.