Strategic Human Resources Management practice, “Are We There yet“? The Incorporation of a Human Resources Strategy within a University's Strategic Plan

Authors: Eileen M. J. Knight

Abstract:

This study examines the structural and systematic processes of the Human Resources Division at The University of the West Indies, St. Augustine, Trinidad and Tobago for evidence of incorporation of the University's 2012- 2017 Strategic Plan. In conducting the study the structure of the Human Resources Management Division and its functions were carefully reviewed and measured against the strategic direction of the organisation. Findings indicate disconnect between these areas as there is apparent failure of the Human Resources Division to totally align its mandate with that of the organisation-s strategic direction. This action serves to threaten the viability of the organisation and its efficiency and effectiveness as an institution. The recommendations being put forward are for the realignment of the Human Resources Management Division and for its focus to mirror that of the organisation and the organisation-s goals and objectives. This may entail a restructuring of the Division.

Keywords: Commonwealth Caribbean, Realignment, Region, Strategic Plan.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1056122

References:

[1] Walton, B., Foreman, D. 2012. “Foundation of Strategic Workforce Planning”. Accessed December 12th 2012. http://www.hci.org/files/field_brochure/2012Foundations_SWP6_14.pdf .
[2] The University of the West Indies (2001) “Strategic Planning Handbook, Special Libraries Association”.
[3] Bratton, J. 2001. Strategic Human Resource Management. Chap. 2, 1-36.
[4] Ulrich, D., Brockbank, W. (2005). HR Value Proposition, Harvard Business School Press. Boston, MS.
[5] The University of the West Indies. 2012. “About the University of the West Indies”. Accessed October 20th 2012. www.sta.uwi.edu.
[6] Harris, N. (2012). “UWI Strategic Plan 2012 – 2017”.
[7] Ouchi, W. 1981. Theory Z. Reading, MA: Addison-Wesley.
[8] Peters, Tom J. & Waterman, Robert H. (1982), In Search of Excellence - Lessons from America’s Best-Run Companies, HarperCollins Publishers, London.
[9] Bamberger, P. and Meshoulam, I. (2000) Human Resource Management Strategy. Thousand Oaks, CA: Sage.
[10] Beer, M., Spector, B., Lawrence, P.R., Quinn Mills, D. and Walton, R.E. (1984) Human Resource Management. New York: Free Press.
[11] Hendry, C. & Pettigrew, A. 1990. Human resource management: An agenda for the 1990’s. International Journal of Human Resource Management, 1 (1): 17-44.
[12] Pilbeam, S. & Corbridge, M. 4th Edition (2010). People Resourcing and Talent Planning, HRM in Practice.
[13] Clark, T. (2004). “Strategy viewed from a management fashion perspective” European Management Review 1, 105 – 111.
[14] Ravasi, D., & Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49, 433-458.
[15] Dessler, G. & Cole, N, 11th Edition (2011). Human Resources Management in Canada.
[16] Hofstede, G. (1994) Cultures and Organizations. London: Harper Collins Publishers.
[17] Geerth, H. (2012) Geerth Hofstede on Culture. Accessed December 9th 2012. http://geerthofstede.com.
[18] Sanchez, R., Heene, A. (2004). The New Strategic Management: Organizations, Competition and Competence. John Wiley & Sons.
[19] Sanchez, R., Heene, A. (1997), Competence-Based Strategic Management, published in the Strategic Management Society series by John Wiley & Sons.
[20] Dessler, G., Cole, N., Goodman, P. & Sutherland, V. (2004). Fundamentals of Human Resources Management in Canada.
[21] Dessler, G. & Turner, A. 5th Edition (1992). Human Resources Management in Canada.
[22] Lawler, E.E. & Mohrman, S.A. (2003a). Creating a Strategic Human Resources Organization: An assessment of Trends and New Directions. Standford: Standford University Press.
[23] The University of the West Indies. 2011. “Strategic Planning Retreat”.
[24] Buller, P. (2000). “Successful Partnerships: HR and Strategic Planning at Eight Top Firms”. Organizational Dynamics, Vol. 17, pp. 27-42.
[25] Aryee, S. (1991). “Creating a committed workforce: Linking Socialization Practices to Business Strategy”, Asia Pacific Human Resource Management, Autum, pp. 102-12.
[26] Truss, C., Gratton, L. (1994). “Strategic Human Resource Management a Conceptual Approach”. The International Journal of Human Resource Management.
[27] Evans, P. (1986) “The Context of Strategic Human Resource management Policy in Complex Firms”, Management Forum, Vol. 6, pp. 309-18.
[28] Walton, R.E. (1985). From control to commitment. Harvard Business Review, March-April, 77-84.
[29] Bohlander, G., & Snell, S. (2004). Managing Human Resources. 13th Ed. Mason, OH:Thompson/South-Western.