Meera Alagaraja

Mobilizing organizational alignment through strategic human resource development

This study examines the pivotal role of strategic human resource development (SHRD) in mobilizing organizational alignment. Using case study methodology, I trace the implementation of core competency development as a companywide SHRD initiative. The rationale for introducing core competency development as an organization-wide strategy was to enhance talent acquisition, development and retention. The operating environment (global market, industry space) and firm-specific factors (e.g. demographics and new leadership) accelerated the adoption of SHRD. Internal stakeholder orientation towards SHRD and the role of human resource development (HRD) in facilitating the implementation were also identified as critical factors. Organizational alignment emerged as an implicit consequence, while patterns of misalignment created barriers towards achieving the full benefits of SHRD. Furthermore, HRD displayed a high level of resourcefulness to become a strategic asset in the organization. I argue that the relevance and power of HRD lie in its ability to engage and respond to stakeholder expectations and involvement in organization change efforts.

Development of a National HRD Strategy Model Cases of India and China

National human resource development (NHRD) literature describes the importance of developing human resources at the national level and presents several models. These models are primarily concerned with the national contexts of developing and underdeveloped countries. In contrast, the NHRD models in the non-HRD literature focus primarily on developed countries. Both types of models describe NHRD strategies with little analytical attention to the larger societal context, which the authors argue has a deep influence on the trajectory of NHRD practices in developing countries. The authors traced the evolution of NHRD strategies through an in-depth analysis of two emerging economies—India and China. Through comparative analysis, this study identifies similarities and differences in the emergence of NHRD strategy and develops a model that provides an enriched perspective on the dynamic process of NHRD strategy development.

Origins and Historical Influences on Human Resource Development: A Global Perspective

A comprehensive review of literature on the origins and historical influences on human resource development reveals that much of its development is attributed to Western (predominantly U.S.) thought and perspectives. This study is an effort to begin exploring significant contributions from a global perspective—including those that are primarily non-Western. To do so, this article identifies and examines key non-Western contributions to the field of human resource development. There is an ever-growing pool of foundational knowledge in the human resource development field. However, it appears only a modest body of literature has been written on historical influences from non-Western perspectives to the field. It is the premise of this article that inclusiveness of other cultural contributions will facilitate a greater understanding of human resource development’s development as a relatively new body of knowledge. This article is a reflective study outlining the history of human development of both Western and non-Western perspectives.

HRD and HRM Perspectives on Organizational Performance: A Review of Literature

A systematic review of literature on the relationship of human resources (HR) and organizational performance (OP) revealed a dearth of contribution from human resource development (HRD) in establishing the linkage. This linkage, which refers to the significant relationship between HRD and OP,  is an important topic relevant to research and practice. The review utilized OP as the dependent variable to survey the state of human resource literature and thus, includes contributions from human resource management (HRM). The literature review revealed similarities and differences in the conceptualization of OP as a dependent variable between the two fields. On further analysis, the similarities and differences reveal convergence in specific areas of inquiry as well as emphasize the underlying differences in the philosophical assumptions of HRD and HRM. The independent contributions of HRD and HRM in establishing the HR–OP linkage also reflect the utilization of diverse research designs, methods of data collection, analysis, and findings. Both fields have focused on strategic contributions for improving organizational performance and are very much connected in practice. Much of the separation therefore, appears to be academic where competing views highlight a tension that exists in theory, research and what we know about effective HRD or HRM in practice.

Exploring Organizational Alignment-Employee Engagement Linkages and Impact on Individual Performance A Conceptual Model

We explore existing perspectives of organizational alignment and employee engagement from the literature to better understand the alignment-engagement linkages to individual performance. This is an underexplored area of inquiry in human resource development (HRD). Our analysis of the alignment and engagement literatures resulted in the development of an exploratory conceptual model. The conceptual model elaborates on the organizational alignment–employee engagement linkages and their impact on individual performance. These interconnections emphasize the importance of developing internally consistent HRD interventions or programs that align individual skills and knowledge with job characteristics and organizational systems and routines. Furthermore, the model highlights the dynamic nature of the alignment-engagement linkages both as a source and context which facilitates individual performance, and influences the extent to which employees exhibit essential as well as discretionary behaviors. We elaborate on the implications for HRD theory, research, and practice.

A Conceptual Model of Organizations as Learning-Performance Systems: Integrative Review of Lean Implementation Literature

This article identifies factors that influence Lean implementation that has as its outcome a conceptual model based on an integrative review of literature. The conceptual model uncovers the complexity of Lean implementation. Further, the model highlights the importance of recognizing human resource development (HRD) related issues and challenges for managing change during Lean implementation. The conceptual model enhances our understanding and interpretation of the dynamic aspects that learning and performance bring to the organization. The model is an important starting point for developing a better general understanding of organizations as learning-performance systems. The discussion addresses how learning and performance may be integrated in future Lean implementation efforts by leveraging the intersection of HRD and Lean. The article concludes with implications of the model for HRD theory, research, and practice.

The Strategic Value and Transaction Effectiveness of HRD: A Qualitative Study of Internal Customer Perspectives.

Purpose – The purpose of this article is to outline the role of human resource development (HRD) in Lean strategy as the context for assessing interactions with internal customers. Identifying the perceived gap in role expectations and fulfillment emphasizes important priorities and offers tangible measures for assessing HRD contributions. A focus on business strategies such as Lean enhances HRDs strategic value. Central to the study is the proposition that HRD value and effectiveness revolves around the perceptions of key internal stakeholders in the organization. Design/methodology/approach – This study explores internal customer perceptions of HRD in a select organization using a qualitative case study method. Key stakeholders responsible for Lean implementation were identified as internal customers. Further, the focus on Lean helped to narrow the scope of the investigation. Interactions between key stakeholders and HRD professionals during Lean implementation were assessed. Findings – The findings fr...

Assessment and Development of Global Leadership Competencies in the Workplace A Review of Literature

The Problem In the 21st century, globalization is key. Therefore, assessing and developing global leadership competencies is an important topic in human resource development (HRD). Global leadership competencies encompass personality traits, knowledge, and skills, as well as behaviors. While there has been a plethora of scholar-practitioner literature identifying global leadership competencies, there has been far less focus on assessing global leadership competencies and how these competencies are developed. The Solution We attempt to address this gap by examining the state-of-the-art literature on global leadership assessment and development from several disciplines, including HRD, management, and leadership. With regard to global leadership competency assessment, our goal is to synthesize the literature and provide HRD professionals with a systematic method for identifying instruments that measure core global competencies. With regard to global leadership development, our aim is to provide a framework for understanding how global leadership competencies can be developed. The Stakeholders The identification and categorization of various instruments that measure global competencies, as well as a framework that outlines methods to develop these competencies, will benefit human resource (HR) professionals and HRD practitioners.

A conceptual framework for examining HRD and NHRD linkages and outcomes: Review of TVET literature

Purpose – This paper aims to review technical vocational education and training (TVET) literature, identify different components of the TVET system and develop a conceptual framework that integrates human resource development (HRD) and national human resource development (NHRD) outcomes. The renewed focus on technical vocational education and training (TVET) is important for human resource development (HRD), as it expands current understanding of its role in economic development through workforce training. National human resource development (NHRD) perspectives recognize the role of TVET in linking regional and national economic development strategies. Furthermore, TVET’s focus on literacy education, poverty alleviation and inclusion of marginalized and vulnerable populations emphasizes social development outcomes that are critical for NHRD. Using this background, the integration of HRD and NHRD outcomes into one conceptual TVET framework for addressing workforce, economic and social development outcomes ...

Assessing global leadership competencies: the critical role of assessment centre methodology

The purpose of this conceptual paper is to examine the use of assessment centre (AC) methodology for addressing the ever-increasing demand for effective talent management of global leaders. Research is reviewed on the most commonly used questionnaire tools for assessing global leadership competencies, which lack the AC’s ability to provide behavioural evidence of leadership competency. A literature search is conducted to identify the extent to which scholarly research to date has examined the use of ACs to measure global leadership competencies. Based on the findings from the review of the literature, the authors recommend further exploration of a leadership AC approach as a ‘best practice’ talent management tool for measuring global leadership competencies. A framework is provided for designing ACs to evaluate and provide developmental feedback on the competencies identified as critical for successful leadership performance in an organization’s global environment.