Abstract:
In order to obtain and sustain competitive advantage in this challenging environment organisations need to be transformed into a learning organisation, which delivers "continuous learning rather than periodic training". This phenomenon is called "strategic Human Recourse Development". The present study analyzes whether Strategic Human Resource Development is actually considered an important variable in achieving a company's success or is it only a buzz word that companies claim to practise in order to have a classy outlook. The study not only analyses but also draws a conclusion as to what are the reasons for its failure In companies who claim to follow it but cannot seem to relate their success with it. The design of this investigation is located in the qualitative frame of
reference and is based on an empirico-inductive approach. Majchrzac (1984, p.103)
defines the approach as "a research process where concepts and casual theories are induced from the empirical dynamic study of the social phenomena". The tool used for gathering primary data and information is an informal questionnaire. The interview guide used is fairly open ended in structure in order to allow participants to air their personal views and experiences. SHRD can not be underestimated as mere rhetoric or aspiration because there are lot of organisations and even the governments which are benefiting from practices of strategic HRD. The argument that strategic HR is the basis of superior business performance has received support from various angles, even from the authors whose overall work reflects a critical attitude towards SHRD. Competitive advantage can be achieved through SHRD if management is proactive in their approach towards HRD which requires the build up of an organisation specific knowledge base about cost and benefit. The reason for the failure of most of the organisations which claim to practice SHRD is not that SHRD is a sheer rhetoric but largely because of the poor implementation and design of the process itself.
