Literaturnachweis - Detailanzeige
Autor/in | Mitsakis, Fotios |
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Titel | Strategic Human Resource Development in Times of Business and Economic Uncertainty: The Case of Greek Banks |
Quelle | In: European Journal of Training and Development, 47 (2023) 1-2, S.58-84 (27 Seiten)Infoseite zur Zeitschrift
PDF als Volltext |
Sprache | englisch |
Dokumenttyp | gedruckt; online; Zeitschriftenaufsatz |
ISSN | 2046-9012 |
DOI | 10.1108/EJTD-03-2021-0038 |
Schlagwörter | Labor Force Development; Human Resources; Banking; Foreign Countries; Administrators; Administrator Attitudes; Economic Climate; Economic Factors; Strategic Planning; Greece |
Abstract | Purpose: This paper aims to operationalise a modified strategic human resource development (SHRD) framework to examine managerial perceptions of the strategic embeddedness of human resource development (HRD) in organisations in times of business and economic uncertainty. Design/methodology/approach: The paper draws on qualitative research data, following a case-study research design and semi-structured interviews with 44 participants to enable an in-depth investigation of managerial perspectives. Findings: Research findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints. Research limitations/implications: Research findings and conclusions are subject to "respondent bias" as events occurred several years ago, thus participants may not fully recall how SHRD has changed over time. Focussing on a unique industrial sector, as well as to a specific national context, limits the generalisation of the findings in comparative contexts. Practical implications Owing to the ongoing business and economic uncertainty, this study could serve as a powerful tool at the hands of HRD professionals to effectively assess the nature of their HRD interventions in their organisations. Originality/value: Having a modified SHRD framework assessed in volatile, uncertain, complex and ambiguous contexts, the reality of SHRD in organisations is examined. In addition, focussing on a single sector overcomes the "one-size fits all" proposition of prominent SHRD models. Finally, the paper expands SHRD literature by examining managerial perspectives on SHRD into understudied national and industrial contexts. (As Provided). |
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Erfasst von | ERIC (Education Resources Information Center), Washington, DC |
Update | 2024/1/01 |