Strategic human resource development in times of business and economic uncertainty: the case of Greek banks

• Published in: European journal of training and development 2023-02, Vol.47 (1/2), p.58-84
• Main Author: Mitsakis, Fotios
• Format: Article
• Language: English
• Subjects: Administrator Attitudes; Administrators; Alliances; Banking; Corporate culture; Corporate objectives; Economic Climate; Economic crisis; Economic Factors; Educational Needs; Employees; Environmental scanning; Foreign Countries; Human Resources; Labor Force Development; Line managers; Stakeholders; Strategic Planning; Training; Uncertainty
• ISSN: 2046-9012; 2046-9020; 2046-9012
• DOI: 10.1108/EJTD-03-2021-0038

Purpose 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. Design/methodology/approach 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. Findings Research findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints. Research limitations/implications 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. Practical implications 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. Originality/value 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.