Strategic human resource management: Lived experiences
Orientation: This study investigated whether or not strategic human resource management (SHRM) is being practiced in developing economies such as Uganda. Research purpose: The purpose of the study was three-fold; firstly, to find out whether organisations implement SHRM; secondly, to find out wheth...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Article |
| Language: | English |
| Published: |
AOSIS
2025-02-01
|
| Series: | SA Journal of Human Resource Management |
| Subjects: | |
| Online Access: | https://sajhrm.co.za/index.php/sajhrm/article/view/2869 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | Orientation: This study investigated whether or not strategic human resource management (SHRM) is being practiced in developing economies such as Uganda.
Research purpose: The purpose of the study was three-fold; firstly, to find out whether organisations implement SHRM; secondly, to find out whether the implementation of SHRM contributes to organisational goal attainment; and thirdly, to develop a theory grounded in data explaining the linkage between SHRM and overall organisational goal attainment.
Motivation for the study: This study was anchored in the Charmaz constructivist grounded theory approach. Underpinned by the belief that knowledge is co-constructed and interpreted by the researcher and the participant, in-depth interviews were conducted. An iterative process recommended by the grounded theory approach involved a continuous collection of data, analysis, and identifying gaps and possible sources of new data that were further analysed. The process ended at a point of saturation where new data did not contribute to any further verification of the new theory.
Research approach/design and method: The participants were selected from a cohort of postgraduate students, pursuing the Human Resource Management and Development programme at Uganda Management Institute.
Main findings: The findings indicated that, although rarely practised, SHRM plays a critical role in organisational goal attainment. Moreover, even those organisations that did not practice SHRM would manoeuvre to attain their goals.
Practical/managerial implications: Of equal importance, SHRM would only make meaningful contribution if conditions permit.
Contribution/value-add: The researchers conclude that organisations should implement SHRM, but equally put in place an enabling environment. |
|---|---|
| ISSN: | 1683-7584 2071-078X |