Training and Development and Performance Management

Introduction

In order to define Human Resource Strategy, one must first understand the concepts behind an organisation’s business strategy and its HRM practices. Various definitions of ‘strategy’ exist, almost all of which boil down to the simple fact that it is the general direction of an organization, which it must strive to go in the long term. The responsibility of adhering to the business strategy falls on the managers, who must use the resources at hand, keeping in context with the business environment their particular organisation is in, in order to achieve the goals laid down in the strategy by the stakeholders.

Using the above-established definition of strategy and applying it to the context of Human Resource Management, one comes to the conclusion that HRM Strategy is the plan to organize Human Resources in such a way that they can be utilised to accomplish corporate objectives. In order for this to happen, and for the Business Strategy to be adhered to, the HRM Strategy must be aligned to it. When drawing up an HR Strategy, corporate objectives such as growth must remain the centre of attention.

Development, Training and Performance Management within an HR Strategy

Serious planning of areas such as training and development of employees must be undertaken in order to utilise the available human resources to their maximum effectiveness. Training and development, which provide a company with a continuously higher skilled workforce, must not be seen as a standalone solution. For it to be effective and eventually successful, other aspects of the HR strategy, such as reward strategies, recruitment and company structure, must be kept in line together with training and development. When all aspects of an HR strategy are in...

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...cially on smaller firms, if and when implemented correctly, trainging,development and performance management can return quite a lot in terms of increased productivity and efficiency.

Works Cited

Armstrong, M. (2006). A handbook of human resource management practice (10th ed.). London: Kogan Page Limited.

Hendry, C., & Pettigrew, A. (1986). The practice of strategic human resource management. Personnel Review, 15(5), 3-8.

Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38(3), 635-672.

Kirkpatrick D. L. (1959). 'Techniques for evaluating training programs.' Journal of American Society of Training Directors, 13 (3), 21–26.

Miles, R. E., & Snow, C. C. (1984). Designing strategic human resources systems.Organizational dynamics, 13(1), 36-52.