People importance and SHRD practices at ABC multinational organization operating in Malaysia

Abstract

Strategic Human Resource Development (SHRD) has been highly signified of escalating organizations ‘competitiveness because of its contribution in optimizing business expertises. However, the lack of understanding in its process such as the characteristics and roles of SHRD impede the relevancy of its strategic value onto business functions and strategies. It has been argued that HRD serves a vital role in shaping strategy because partnering with multi-stakeholders shall propel the greater assurance of SHRD. This research integrates Garavan (1991) and McCracken and Wallace (2000) SHRD model into the framework of the study. The purpose of this study is to identify the HRD practitioners’ perceptions onto people importance following with the actual and future of SHRD practices lastly, effects of people importance upon SHRD in ABC multinational organization. The research adopts the quantitative method. There were 58 questionnaires obtained from the respondents and was analyzed using descriptive analysis, mean and ANOVA, paired sample t-test and simple linear regression. Statistical tests show that the perception of HRD practitioners over people importance is at medium level and revealed to have significant difference among the four formal positions. In this case, the result found that the Vice President groups have showed the highest mean as compared to other group. Statistical tests show that the actual SHRD is moderately being practiced by practitioners. The analysis found that there were significant differences in most of all characteristics except for strategic partnership with line management. The result in this characteristic has indicated as the highest mean score in the current practice compared to the future state. The results also reveals that of all eight variables on the findings, there are two best predictors among eight SHRD characteristics effected which explain the variance in HRD strategies, plans and policies of (r² = 26.6%) followed by variance in top management leadership of (r² = 24.1%). The variance of shaping organizational mission and goals of (r² = 19.5%) also dictate a thriving predictor. The SHRD is not being placed much emphasis on learning and development in this research yet it is developing though far too little practices were found.