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.
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.
Research findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints.
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.
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.
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.
