Although there is a consensus that Strategic Human Resource Development (SHRD) can play an important role within organisations, the ways in which it is operationalised during periods of business and economic uncertainty and complexity remains under-researched. This research explores the adoption and maturity of SHRD in Greek banks within the challenging context of the economic crisis. It examines how SHRD is perceived and operationalised within both financial institutions through the respective lenses of different HRD stakeholders. It further identifies the factors that can constrain or facilitate the adoption and maturity of SHRD in organisations. A modified SHRD framework (with its set of strategic characteristics) is proposed so to assess and evaluate SHRD maturity in both organisations. The study draws upon qualitative research data from two case studies, reporting on 76 semi-structured interviews with HR staff, branch managers and front-line employees, complemented by documentary analysis. Research data was interpreted through a pre and post-crisis assessment so to allow for an in-depth investigation into people’s perspectives on the understanding and maturity of SHRD over time. Research evidence highlights the complexity being attached to stakeholders’ understanding of SHRD, with their perceptual contradiction to be noticed. There is also mixed evidence on the employment of the strategic criteria, and of their respective indicators, in both cases. However, a striking observation suggests HRD practices being proved “environmentally-integrated” (fully aligned with new business objectives, besides their short-term orientation) in terms of their responsiveness to the constantly changing business environments.Finally, economic crisis has been identified as the major impeding factor of SHRD, with other factors to follow. The thesis’ original contribution derives from applying a modified SHRD framework within the challenging context of an economic crisis (thus addressing previous models’ limitation of being assessed within “static” business and economic environments). The study also advances qualitative research through its adopted methodological approach (case study research strategy, before-and-after research design, multi-constituent research perspective). Finally, it contributes to SHRD literature by extending a large amount of knowledge within a different/specific industrial and national context.
|Date of Award||1 Oct 2015|
- University Of Strathclyde
|Supervisor||Colin Lindsay (Supervisor) & Patricia Findlay (Supervisor)|