Introduction
There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization.
The evolution of a strategic HRD concept has also highlighted the need for the application of a stakeholder theory to HRD within the organization. Commentators such as Sparrow and Pettigrew[ 4] and Harrison[5 ] emphasize the need to develop people as part of an overall human resource strategy and ensure its alignment with the organization's mission and strategic goals. This requires a different approach to managing the HRD function, and is an issue which has yet to receive consideration in the training and development literature. This article represents an attempt to address some of the key issues involved.
This article will focus on defining the nature of stakeholders followed by an analysis of alternative models of stakeholder management within the context of strategic HRD. The article will conclude by commenting on the significance of stakeholders at the operational level of HRD policy implementation.
Who is a stakeholder?
Within the context of strategic HRD, a stakeholder is anyone whose actions can affect the management of strategic HRD activities within the organization. Tsui[6] uses the alternative term "constituencies" - which she defines as clients, customers or other stakeholders who depend on, but at ...