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10. Strategic human resource development:
10 Strategic human resource development: pot of gold or chasing rainbows? Learning Outcomes By the end of this chapter you should be able to: develop and discuss a continuum of strategic maturity upon which different approaches to human resource development (HRD) can be located; identify and explain the major features of strategic human resource development (SHRD) and organise these into a conceptual framework; analyse how systematic approaches to HRD can be accommodated in conceptual frameworks of SHRD; analyse the significance of the learning organisation and knowledge management to SHRD; critically review the rhetoric and reality of the role of managers as key SHRD stakeholders.
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Figure 10.1 Mapping the SHRD territory: a summary diagram of the chapter content
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Figure 10.2 A continuum of HRD strategic maturity
Source: Adapted from McCracken and Wallace (2000)
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Figure 10.3 Mapping the HRD strategic maturity continuum
Source: Adapted from Garavan (1991); McCracken and Wallace (2000)
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Figure 10.4 Problem-directed versus strategically oriented HRD in the introduction of new technology
Source: Adapted from Muhlemeyer and Clarke (1997)
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Figure 10.5 The systematic HRD model
Sources: Gibb and Megginson (2001); El-Sawed (2002)
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Figure 10.6 A strategically-oriented cycle of HRD activities
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Figure 10.7 Employee learning and development as a strategic process
Source: Adapted from Harrison (1993a: 326)
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Figure 10.8 Revised continuum of HRD strategic maturity
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Figure 10.9 A systems perspective of knowledge management
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