Theorizing Strategic Human Resource Development: Linking Financial Performance and Sustainable Competitive Advantage

Major paradigm in the HRD

Previous Strategic HRD

Focus knowledge of Strategic HRD and Strategies roles of HRD

Organizational Strategic HRD

Talent development (hiring, selecting, staffing talents and nurturing them

Training and development (provide training and development to employees)

Organization development (implementing organizational wide change and development intervention)

Performance development (improving employees' performance, involvement, motivation and conmmitment)

Leadership development (improving, enhancing, and developing organizational leaders’ competency)

Resource-based view of firm and human resource

internal analysis of the firm

develop human resource as competitive advantage

unique skills, knowledge, ability and experience

Criteria for sustainable competitive advantage

  1. provide value to firm
  1. Resource must be rare
  1. Human resource must be inimitable
  1. A resource must not have substitutes

Strategic HRD

Individual Strategic HRD

-Develop individual human expertise
-Includes learning, T&D, OD,performance development and leadership

National Strategic HRD

-Develop strategic human resources
-Includes talent development, T&D, OD, performance management and leadership development

Performance paradigm

Though OD and T&D for improving performance

Human factors as capital investment into the system and service

Learning paradigm

Increasing the learning capacity of individuals, group, collectives and organization

Associated with firm's financial performance

Other perspectives

Three professional practice domains: Organizational learning, performance, and change