Promotion And Development Of A Assessment Answer

Thomas N. Garavan. 1991. Strategic Human Resource Development. JOURNAL OF EUROPEAN INDUSTRIAL TRAINING, 15(1).

An expectation that the leaders who are part of HRD team does the functional activities in such a way that they can concentrate on the needs of the organisation and at the same time can also implement or execute any decision in such a way that they are well within the ethics as well as helping the organisation to achieve sustainability  . 
Expertise is unleashed and developed with the sole purpose to improve the team development as well as the teamwork, thus basically HRD is focused on the development of the people within the organization. So, practice development helps in casing the integration between the work-based learning and at the same time the implementation of it in such a way that it then becomes the initiative which causes to guide the organisation as well as the individual by developing strategies, so that benefit can be accrued not only for the organisation as a whole but also for the individuals.   

So, HRD is conceptualized in such a way that a change happens to take place within an organizational setting and the main aim is to cause the development through learning and focusses solely on the issues which are needed and which often arises within an organization. So, it is pertinent that the concern of the human resource development is not on the societal issues and neither on the global issues . So, define the scope of strategic human resource development, there are certain points which need consideration. The main and the basic focus of strategic human resource development is on performance as suggested by Grieves , where he pointed out that this strategic human resource development is the result of the disorganized capitalism, again, 

David M.Sikora, Gerald R.Ferris. 2014. Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3): 271–281.Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang. 2013. An Aspirational Framework for Strategic Human Resource Management. The Academy of Management Annals, 8(1): 1–56.Marco Guerci, Annachiara Longoni, Davide Luzzini. 2016. Translating stakeholder pressures into environmental performance – the mediating role of green HRM practices. The International Journal of Human Resource Management, 27(2): 262–289.Grieves, J. 2003. Strategic Human Resource Development. London: Sage

On the other hand, Garavan  defined strategic human resource development as something which is coherent and where the vertical alignment does exist with the horizontal integration of learning combined with the activities which jointly contributes towards the accomplishment of the strategic goals. So, it can be derived that, strategic human resource development focused on the long-term development and it is this aspect which shapes the business in such a way that it causes the implementation of it for facilitating the performance within the organization. As noted by Wognum and Fond Lam , that the organizational perspective becomes prominent then the link becomes established between mission and the vision of the organization. Again, on the other hand, Robinson and Robinson suggest that the strategic human resource development has the sole mission of enhancing performance thereby achieving business results . So, it is pertinent that, strategic human resource development is considered to be that move which become fundamental for shaping the human resource development within a strategic activity. Gravan  proposed a model which identifies four levels where the basic impact in on the human resource development. The initial level he pointed out is concerning the global environment where all local, or the national or the multinational conditions are intermingled, and identifies the 2nd level as the context which is within the organization and in so doing he highlighted culture, strategy as well as the structure and also leadership. The 3rd level is based on the uniqueness which creates value, and the last or the fourth level is considered by him as the focus on the expectation of the individuals and that of the employability. 

 Garavan, TN, Ho    gan, C and Cahir-O’Donnell, A. 2003. Making Training and Development work: A best practice guide. Cork, Ireland: Oak Tree Press.Wognum, I and Fond Lam, J. 2000. Stakeholder involvement in strategic HRD aligning: the impact on HRD effectiveness. International Journal of Training and Development,4(2): 98–110.Nicole C. Jackson, Isabelle Lescent-Giles, Linda M. Dunn-Jensen. 2017. Managing Careers for Ambidexterity and Organizational Alignment: Why It Matters Today to HR Practice. Organization Management Journal , 14(3): 147–159.Garavan, TN. 2007. A strategic perspective on human resource development advances. Developing Human Resources, 9(1): 11–30.

CONCLUSION

Thus, from the above discussion it transpires out the very benefit which can be obtained through the culture of learning, and it emphasized that the productivity, as well as the profit, can only be achieved through the integration of work-based practice with learning. So, when the mindset is about the continuous development, then the shared accountability will be possible, and which will then raise the ability of the individual for adapting to change. As the organizational learning is a never-ending process, so to sustain competitive advantage the values must be incorporated into learning . The strategic human resource development is considered be another form of human resource development, but in a different way since the alignment of strategic human resource development is direct with the need of the business and helps in developing the strategy. As the models provided by the researchers, suggests that the strategic human resource development is coherent and the vertical alignment exists parallelly with the horizontal integration of learning combined with the activities which jointly contributes towards the accomplishment of the strategic goals , so the bottom line is that for enhancing the human resource development, the capacity of the leaders must be aligned in such a way that it can utilize the strategies for considering the issues related to learning within an organization.  

Brian Martinson, John De Leon. 2016. Testing horizontal and vertical alignment of HR practices designed to achieve strategic organizational goals. Journal of Organizational Effectiveness: People and Performance, 24Denis Fischbacher-Smith. 2014. Organisational ineffectiveness: environmental shifts and the transition to the crisis. JOURNAL OF ORGANIZATIONAL EFFECTIVENESS: PEOPLE AND PERFORMANCE, 1(4): 423–446.Eva Knies, Paul Boselie, Julian Gould-Williams & Wouter Vandenabeele. 2015. Strategic human resource management and public-sector performance. International Journal of Human Resource Management, 26(3): 421–424.