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
- provide value to firm
- Resource must be rare
- Human resource must be inimitable
- 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