Strategic Human Resource Development (SHRD) in lean times: Assessing its Maturity in Greek Banks at the time of the Economic Crisis (original) (raw)
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Although there is a consensus that Strategic Human Resource Development (SHRD) can play an important role within organisations, the ways in which it is operationalised during periods of business and economic uncertainty and complexity remains under-researched. This research explores the adoption and maturity of SHRD in Greek banks within the challenging context of the economic crisis. It examines how SHRD is perceived and operationalised within both financial institutions through the respective lenses of different HRD stakeholders. It further identifies the factors that can constrain or facilitate the adoption and maturity of SHRD in organisations. A modified SHRD framework (with its set of strategic characteristics) is proposed so to assess and evaluate SHRD maturity in both organisations. The study draws upon qualitative research data from two case studies, reporting on 76 semi-structured interviews with HR staff, branch managers and front-line employees, complemented by documentary analysis. Research data was interpreted through a pre and post-crisis assessment so to allow for an in-depth investigation into people’s perspectives on the understanding and maturity of SHRD over time. Research evidence highlights the complexity being attached to stakeholders’ understanding of SHRD, with their perceptual contradiction to be noticed. There is also mixed evidence on the employment of the strategic criteria, and of their respective indicators, in both cases. However, a striking observation suggests HRD practices being proved “environmentally-integrated” (fully aligned with new business objectives, besides their short-term orientation) in terms of their responsiveness to the constantly changing business environments. Finally, economic crisis has been identified as the major impeding factor of SHRD, with other factors to follow. The thesis’ original contribution derives from applying a modified SHRD framework within the challenging context of an economic crisis (thus addressing previous models’ limitation of being assessed within “static” business and economic environments). The study also advances qualitative research through its adopted methodological approach (case study research strategy, before-and-after research design, multi-constituent research perspective). Finally, it contributes to SHRD literature by extending a large amount of knowledge within a different/specific industrial and national context.
Modify the Redefined: Strategic Human Resource Development Maturity at a Crossroads
Human Resource Development Review, 2019
This integrative literature review reports on strategic human resource development (SHRD) models that examine the strategic embeddedness of HRD (SHRD maturity) in organizations. A review and critique of all existing SHRD models is provided, exemplifying their limitations and building upon their strengths to inform a modified SHRD framework. The latter suggests an enhanced set of strategic components to assess SHRD maturity. This article further outlines how SHRD aspirations can be practiced within complex, dynamic, and continually changing business and economic environments. The SHRD literature is advanced by new insights on how HRD scholars and practitioners could assess and enhance the maturity of their HRD interventions in the context of constantly changing (dynamic) environments. The modified SHRD framework further contributes to the academic literature with its enhanced set of strategic characteristics, as well as with its SHRD pointers, all of which can offer a better evaluation of SHRD maturity during periods of business and economic complexity and uncertainty.
European Journal of Training and Development, 2023
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.
International Journal of Training and Development, 2017
Constantly changing business and economic environments have challenged organizations to rethink the crucial role of their human resource development (HRD) policies and practices in relation to individual and organizational competitiveness , change and growth. Being proactive/strategic, in HRD terms, corresponds to the concept of strategic HRD maturity, a state evidenced by a specific set of strategic characteristics , but research into this concept within the challenging context of the economic crisis is limited, as is research into employees' perceptions of it. Previous research has been applied mostly within 'static' business and economic environments , with much of the existing strategic HRD models neglecting employees' perspectives. Semi-structured interviews were conducted with 42 bank employees in Greece, with the aim of examining their perceptions of strategic HRD before and after the global financial crisis. The study raises important questions for both HRD academics and practitioners because its findings indicate a setback in the development of HRD. Whilst there were a few contradicting perceptions, the dominant employee view was that strategic HRD was a theoretical notion rather than an organizational reality.
Exploring strategic maturity in HRD – rhetoric, aspiration or reality?
Journal of European Industrial Training, 2000
Revisits the literature on strategic human resource development (SHRD) in the context of Garavan's work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. ...
Towards a redefinition of strategic HRD
Journal of European Industrial Training, 2000
Reviews the literature on strategic human resource development (SHRD) and explores the concept specifically in the context of the work of Garavan (1991), which highlighted nine key characteristics of SHRD. Garavan's seminal paper is used as a starting point from which to examine the ...
PYC Nepal Journal of Management, 2021
In managing the rapidly changing environment context, human resources and talents are probably the only organisational resource that managers can resort to, in their pursuit of sustainably steering the organisation through the turbulent course, including the one of the COVID-19 pandemic now. Managers should push forward organisational manoeuvres to manage their human resource development (HRD) function by embodying strategic factors in a commensurate manner. It requires them to strategize the way they train and develop their human resources and talents; that is, the process of strategic HRD. Therefore, this paper reviewed the past literature to identify the strategic HRD factors, which are the organisational manoeuvres essential to manage HRD strategically. Based on the critical deliberations on the previous literature, it infers that there are seven key strategic factors that strategize HRD in an organisation. It helps build an agile, resilient organisation that can sustain in both normal and crisis times.
Strategic human resource development: A manoeuvre for future competencies
Serbian Journal of Management
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-technica...
This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter's impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach. The study draws upon qualitative research data from two case study banking organizations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six years after the fall of Lehman Brothers. The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice, in relation to claims and aspirations which prevail in respect of HRD and organizational change and business transformation.