The paper 'A Close Alignment of Organisational Strategy with the Human Resource Development Functions' is a great example of a Management Case Study. There is an increased need for human resources development to meet today’ s organizations’ needs, which are ever-changing due to globalization that has resulted in more competition in the global markets (Garavan, Heraty, & Barnicle, 2002). According to Hyland (2005), human resource development (HRD) refers to the process of enhancing human resource capability through strategies and development, organization development and career development in order to boost their performance, which in turn boosts an organization’ s performance.
Therefore, HRD functions can be described as a set of organized and systematic activities, which are planned to provide opportunities to an organization’ s members to acquire skills necessary for meeting their present and future job requirements (Chien-Chi & Gary, 2008). In today’ s competitive markets and ever-changing external environmental factors, HRD has become of great importance since it ensures productive and successful management (Du Plessis, Nel, Struthers, Robins, & Williams, 2007). Many organizations have therefore adopted the strategy of integrating their organization’ s strategy into their HRD functions (Schuler, 1992), in addressing the changing external environment.
Hyland defines organizational strategy as a plan of activities that an organization needs to undertake in order to meet its short-term and long-term goals (2005). Schuler explains that integration of business strategy with HRD functions does not only assist an organization in enduring the changing external environmental factors but also boost individual and organizational performance. Therefore, this essay aims to address three main objectives: to establish the relationship between organization strategy and HRD, to discuss how a close alignment of organizational strategy with HRD functions may enhance individual performance, and to discuss how a close alignment of organizational strategy with HRD functions may enhance organizational performance. Due to globalization, there is increased competition among firms, which is creating the need for organizations to record high performance in order to survive in the available global markets.
In order to achieve high individual and organizational performance, management executives should ensure that their HRD functions align with their business strategies (Armstrong & Baron, 2002). The current business setting calls for HRD to align with the business strategies as well as take a fundamental role in determining the business strategy (Garavan, Heraty, & Barnicle, 1999).
Armstrong and Baron (2002) explain that an organization’ s success greatly depends on its ability to fully utilize the expertise and skills of its human resources in shaping and executing is a business strategy. Sthapit (2008) argues that integrating HRD with an organization’ s goals, mission, and strategies steer organizations towards achieving positive HRD results which in turn impact positively on the organization’ s overall performance. Hyland (2005) describes HRD as a process, which encompasses functions e. g.
training and development, organizational development, as well as career development (Garavan, Heraty, & Barnicle, 2002), which are intended to promote personal and managerial performance. Therefore according to (Garavan, Heraty, & Barnicle, 1999), HRD functions are a set of activities, which are designed in such a way that they will enhance Employees’ capabilities to boots their individual performance that in turn enhances an organization’ s performance. Schuler (1992) defines the word strategy as a plan that is designed to achieve set goals and objectives under uncertain circumstances.
Schuler, therefore, describes HRD in a broader perspective as a set of planned activities, which are designed to ensure that an organization’ s human resource is able to acquire the required organizational behavior and achieve the set individual and organizational goals under all circumstances. On the other hand, Du Plessis, et al (2007) describe HRD functions as the activities, which are planned in such a way that they will enable an organization’ s human resources toad value to the organization.
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