Does Strategy Formulation Process Matter on Human Resource Strategy Outcome?
DOI:
https://doi.org/10.59645/abr.v16i4.379Keywords:
Human Resource Strategy, Strategy Formulation Process, Decision-Making process, State Corporation, Strategy OutcomeAbstract
This article explores the way in which human resource strategies come into being. Using modes of strategy formulation process three hypotheses are established. A cross-sectional research design was adopted. Data was collected using Structure questionnaires while multiple regression analysis was performed to test for a number of hypothesized relationships. Findings shows that rational and adaptive human resource strategy formulation processes explain significant variation in human resource strategy outcome while interactive human resource strategy has no significant relationship with human resource strategy outcome. The contribution of this study to knowledge is that HR strategy formulation process that involves inputs from multiple stake holders has a significant effect on strategy outcome of human resource strategies hence a source of competitive advantage. More importantly, this article found that there is a problem of inability to formulate human resource strategies in the public sector. Therefore the study recommends that State corporations should adopt interactive HR strategy formulation process to facilitate formulation and implementation of HR strategies in their organizations.
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