Assessing the efficacy of integrating human resource development with organization strategy as a precursor to strategic management in the Eastern Cape legislature (2006- 2012).

Abstract

This research article studies the factors that are likely to affect the visible part of human resource development (HRD) – the use of HRD activities in the Legislature Sector. It is argued that the active use of HRD activities as such does not indicate the role HRD plays in a Legislature’s business: rather, one has to pay attention to HRD orientation that captures the paradigm of an organization as regards the development of people. In this empirical study of Legislature Sector, several factors related to the organization, strategy, HRD function, and HRD person are identified as meaningful predictors of HRD orientation. Results imply that the outcomes of HRD are also dependent on factors outside the traditional authority of HRD function. The model that is formed based on the results helps those involved in HRD to understand the inherent linkages and holistic nature of people development in organizations.