前言:众达朴信亚太研究中心是众达朴信研究院下属海外研究机构,主要负责国外最新理论研究以及亚太地区数据挖掘和研究。今日与大家分享的就是众达朴信亚太研究中心高级研究员Mandy Dong最新研究理论的《The New HRD》
SHRD and Organisational Effectiveness
Organisational Effectiveness
According to Lowe and Soo (1980), organisational effectiveness is differ from organisational efficiency, organisational efficiency is mainly focused on the level that the input can created in the output, while organisational effectiveness is related with the extent that organisation achieved their business goal and the value of the output. Mullins (2007) suggested that in order to achieve efficient, organisation have to do right things, in the optimum use of their resource to make sure their inputs can maximal the value of outputs, but they must effectively doing right things and related their outputs to some of special goals or objectives. There are many factors can affect organisations to achieve effectiveness, for instance, Handy (1993) has identified more than 60 factors which affected the situation of organisation and organisational effectiveness; While Mullins (2007) has mentioned that the key factors of organisational effectiveness should be the successful management of change & innovation, the concept of learning organisation and the quality of management.
Strategic Human Resource Development (SHRD)
SHRD is improving HRD practice into a strategic level, it is important because of it associated with organisation learning with business strategy and organisation objectives (McCracken and Wallance, 2000). Spector (1989) state that HRD can only be strategic is because of it linked HRD practice with business strategy. Garavan et al. (1998) also support that HRD can improve into strategic level is because it can help organisation to achieve their business strategy. SHRD in most literatures described as the integrations of training and development into wider business planning (Garavan, 1991), Tseng and McLean (2008) suggested that the responsibility of SHRD is to offer strategies, training, and development chances to organisations and their employees to support them achieve their business objective. While Barham, et al. (1987) has argued that the role of SHRD are not just focused on long-term training and development in support organisations to achieve business goal but also can help organisations to identify their organisational needs.
Relations of SHRD and Organisational effectiveness
Currently many employers believes SHRD is the key factor of organisational effectiveness, they thought SHRD is based on the achievement of business strategy and objectives, it is through long term learning and development in organisation especially focus on the learning organisation, to directly support organisations to improve effectiveness from develop organisational quality and organisational change, enhance organisational innovation and productivity and so on (Jabar and Soosay, 2011; Smith, 2011). Garavan (1991) has highlighted nine key characteristics of SHRD, he thought SHRD support organisations achieve effectiveness from those 9 different aspects: ‘integration with organisational missions and goals; top management support; environmental scanning; HRD plans and policies; line manager commitment and involvement; existence of complementary HRM activities; expanded trainer role; recognition of culture and emphasis on the evaluation.’ Grieves (2003) also believes that SHRD has provided the foundation for organisations to understand the change management in 21st century, it is included: organisational design, innovation and enterprise, strategic downsizing, total quality management, business process reengineering, teamwork, and so on.
All in all, the relations between SHRD and organisational effectiveness should as Garavan, (1991) mentioned, that SHRD is beneficial toorganisation effectiveness; this is because it focus on implementation of strategy, contribute to human resource efforts, improved job performance and development of career and promotion in both internal and external of organisation, also can increase job satisfaction, decrease employee turnover and can support organisation tofill the demand gap in further development.