Modify the Redefined: Strategic Human Resource Development Maturity at a Crossroads

Abstract

This integrative literature review reports on strategic human resource development (SHRD) models that examine the strategic embeddedness of HRD (SHRD maturity) in organizations. A review and critique of all existing SHRD models is provided, exemplifying their limitations and building upon their strengths to inform a modified SHRD framework. The latter suggests an enhanced set of strategic components to assess SHRD maturity. This article further outlines how SHRD aspirations can be practiced within complex, dynamic, and continually changing business and economic environments. The SHRD literature is advanced by new insights on how HRD scholars and practitioners could assess and enhance the maturity of their HRD interventions in the context of constantly changing (dynamic) environments. The modified SHRD framework further contributes to the academic literature with its enhanced set of strategic characteristics, as well as with its SHRD pointers, all of which can offer a better evaluation of SHRD maturity during periods of business and economic complexity and uncertainty.

Leveraging Human Resource Development Practice to Enhance Organizational Creativity: A Multilevel Conceptual Model

“…This research deficiency is problematic at multiple levels. One of the challenges for HRD researchers and practitioners consistently face is demonstrating the value proposition of HRD, especially in competitive, complex, and constantly changing business contexts (Mitsakis, 2019). By not exploring the strategic potential of HRD to enhance a critical capability such as creativity in organizational contexts, scholars are missing opportunities to acknowledge and highlight the value HRD practice adds to organizational success.…”

Structuring a Training-Oriented High Performance Work System: A Systematic Review on Frontline Employees in the Service Sector

“…Regardless of the number of generic studies published on the subject, the absence of pragmatic responses to the organizations’ aspirations for training guidelines is evident. By identifying and discussing operational dimensions and drivers of a context-specific HPWS, it becomes feasible to plan, implement, and improve internal and external HRD actions within companies, therefore contributing to the market’s betterment (Chao & Shih, 2018; Mitsakis, 2019).…”

“…Above all, this transformation should impact the entire company, involving not only HRD practitioners, but all departments and employees focused on pursuing better results (Baik et al, 2019). More important than migrating to an HPWS is the alignment of a company’s strategic objectives with an integrated system of development (Chao & Shih, 2018; Chuang et al, 2016; Mitsakis, 2019).…”

Human resource development (HRD) resilience: a new ‘success element’ of organizational resilience?

“…Having HRD resilience supported by strong evidence through the strategic components of prominent SHRD models (Mitsakis, 2019(Mitsakis, , 2017Garavan, 2007;Robinson & Robinson, 2005;Boudreau & Ramstad, 2004;Gilley & Gilley, 2003;Becker et al, 2001;Dwyer, 2000;Gilley & Maycunich, 2000aMcCracken & Wallace 2000aPfeffer, 1998;Ulrich, 1998;Lee, 1996;Torraco and Swanson, 1995;Garavan, 1991), future research could support and develop this new proposition, as well as to further strengthen the strategic positioning of HRD in organizations, and enhance its equal strategic business partnering role.…”