Investigation Of A Hr Process In Place

NAME OF STUDENT NAME OF COURSE MODULE NAME OF DEPARTMENT SUBMITTED TO NAME OF UIVERSITY Dissertation Submitted to the . In Partial fulfillment of the requirements of Master of Business Administration, awarded by the . (May 2011) DECLARATION To be written by the student. TOC o 1-3 h z u TABLE OF CONTENTS HYPERLINK l _Toc292284364DECLARATION 2 HYPERLINK l _Toc292284365DEDICATION AND ACKNOWLEDGEMENTS 3 HYPERLINK l _Toc292284366CHAPTER 1 INTRODUCTION 5 HYPERLINK l _Toc292284375CHAPTER 2Interview Findings 6 HYPERLINK l _Toc292284393CHAPTER 3 HR Manager Role 7 HYPERLINK l _Toc292284413CHAPTER 4 EValuation 7 HYPERLINK l _Toc292284421CHAPTER 5 RECOMMENDATIONS 9 CHAPTER 6 CONCLUSION . 12 ABSTRACT This paper focuses on strategically aligned training and development systems that advance and sustain the organizations competitive position in its market. Traditionally, interview systems were relegated to narrowly defined support roles, where individuals were trained around current job-based deficiencies or predicted knowledge and skill needs. A few exemplary organizations, however, view a workforce with superior skills as a primary source of sustainable competitive advantage. In these organizations, interview becomes the critical means for creating readiness and flexibility for change across all organizational levels, and there are strong linkages between all facets of the interview system and the strategic leadership