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Analyse the role and value of organizational strategy, models of strategic HRD, employee development and performance management

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Analyse the role and value of organizational strategy, models of strategic HRD, employee development and performance management This essay critically analyses the role and value of organizational strategy, models of strategic HRD, employee development and performance management. This essay also examines how HRD supports business objectives and at the strategic value of HRD and finally explores HRD from a global perspective. An organizations strategy is about its future orientation. Johnson & Scholes (1999) define strategy as: 'The direction and scope of an organisation over the long-term which achieves advantage for the organisation through its configuration of resources within a changing environment to meet the needs of markets and 2 fulfil stakeholder expectations'. Today the HRD function in organisations is important in order to support many business initiatives that require a competent workforce, especially in light of innovative technological developments that are changing the way employees work and are being managed. Important business issues such as new marketing strategies or innovations in production methods, are based on factors such as the performance capability of employees that have to work new systems. Hence these factors are integral towards business success, consequently employee competence must be developed through effective programmes of employee development. In short, development of employee expertise through training is critical to optimal business performance and success. ...read more.


Organisations have been haste to embrace information technology as a way to improve overall efficiency and reduce costs. Yet, it is not the information technology itself but the way it is thoroughly integrated into major business processes that represent the greatest opportunities for the successful transformation of outdated business processes (Davenport, 1993). However, its been pointed out that these advantages will not materialise without highly competent employees to both implement and utilise such innovative work systems. Seeing that information technology can maximise performance, HRD is then in a strategic position to assure that the required expertise is available and effectively utilised. Once competitive advantage has been attained it can quickly erode unless organisations find ways to sustain its present advantage or generate new ones. Investments in employee education and training increasingly fund the development of an infrastructure to support the sustainable competitive advantage that a highly trained workforce provides. Developing employee expertise at all levels of the organisational and using knowledge as a catalyst for growth and competitive advantage represent a major frontier in organisational performance. Strategy has been traditionally described as a deliberate process of planning in which data are collected and analysed using prescribed techniques such as environmental scanning, competitive benchmarking, and SWOT analysis through which informed judgements are made regarding an organisations future plans and objectives. ...read more.


By fostering cultures of innovation and flexibility, these organizations are capable of rapid adaptation to changing events and emerging business opportunities. The development of employee expertise now represents a critical strategic imperative for organizations wishing to both create new opportunities for growth and to take advantage of opportunities that inevitably unfold in a rapidly changing business environment. Only through the explicit adoption of polices for advancing employee expertise can organizations fully benefit on the emergent properties of strategy. As business conditions force the reshaping of strategy, competence & flexibility at all levels of the organization become more critical to business success. In the midst of emergent strategies, planners and decision makers with HRD backgrounds are in the best position to examine business opportunities, determine key performance requirements of new business objectives and position highly competent people within state-of-art work systems to achieve those objectives. The emergent properties of strategy inevitably require high levels of employee expertise to capitalize fully and quickly on opportunities for growth as they become available. Reference: Johnson, G. & Scholes, K. (1999) Exploring Corporate Strategy, forth edition, Hemel Hempstead, Prentice-Hall Jacobs, R. & Jones, G (1995) 'Assessing management competencies', Report of a survey of current arrangements in the UK for the assessment of management competencies. Berkhamsted: Ashridge Management Research Group. Minzberg, H. (1987) 'Strategy formation: schools of thought', in Frederickson, J.W. Perspectives on Strategic Management. New York: Harper & Rowe. Swanson, R.(1995) Human Resource Development Handbook: Linking research abd practice. San Francisco: Berrett-Hoehler. ...read more.

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