Strategic human resource management: Lived experiences

Abstract

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.