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Can Strategic Human Resource Management enable Gross National Happiness?

dc.contributor.authorBlackman, Deborah
dc.contributor.authorO'Flynn, Janine
dc.contributor.authorMishra, Dhanapati
dc.date.accessioned2015-12-07T22:24:56Z
dc.date.issued2010
dc.date.updated2020-12-27T07:30:10Z
dc.description.abstractPurpose This is a theoretical paper, which aims to consider the role of strategic human resource management (SHRM) in the development of "gross national happiness" (GNH) in Bhutan. Design/methodology/approach The paper initially examines the question of what is strategic capacity building and its importance for developing nations. It then considers the story of Bhutan where the idea of CINI-I forms the development philosophy and approach to attaining the long-term visions and goals for the country. Different models and structures for SHRM in Bhutan are discussed in order to determine whether it can be applied to a nation effectively and, if so, whether it will enable the attainment of GNH and the performance desired by the government. Findings — A link between SI-IRÀ•'I and the achievement of Bhutan's 2020 vision is identified as, if Bhutan is to achieve its national capacity, it must identify the capabilities that it needs and then the strategies to support such developments. All four of Ulrich's HRM types will;be required and this will need careful management, as there is a tendency to move towards one or other within an organization. Bhutan is going through a period of extensive change and the values will be changing. What is recognized here is that not only must the SHRM develop appropriate people management strategies, it must also acknowledge its crucial role in the recognition and maintenance of appropriate value sets. Research limitations/implications The proposed framework is currently limited to a theoretical application for Bhutan because, it is argued, that an appropriate model of SHRM will support the desired attainments, but that to do so the specific values of Bhutan will need to be identified and integrated into policy development. Practical implications The role of SHRM in supporting or driving change is considered and a potential framework for SHRM in Bhutan is proposed. There is potential to apply these ideas more widely. Originality/value This paper identifies a role for SHRIVI in the attainment of GNH for Bhutan, which is important in helping Bhutan to achieve its national capability.
dc.identifier.issn1056-9219
dc.identifier.urihttp://hdl.handle.net/1885/21041
dc.publisherEmerald Group Publishing Ltd
dc.sourceInternational Journal of Commerce and Management
dc.subjectKeywords: Bhutan; Human resource management; Human resource strategies; Quality of life
dc.titleCan Strategic Human Resource Management enable Gross National Happiness?
dc.typeJournal article
local.bibliographicCitation.issue3
local.bibliographicCitation.lastpage245
local.bibliographicCitation.startpage232
local.contributor.affiliationBlackman, Deborah, University of Canberra
local.contributor.affiliationO'Flynn, Janine, College of Asia and the Pacific, ANU
local.contributor.affiliationMishra, Dhanapati, Royal Institute of Management
local.contributor.authoruidO'Flynn, Janine, u4379943
local.description.embargo2037-12-31
local.description.notesImported from ARIES
local.identifier.absfor150305 - Human Resources Management
local.identifier.absseo910402 - Management
local.identifier.ariespublicationu4111581xPUB15
local.identifier.citationvolume20
local.identifier.doi10.1108/10569211011076929
local.identifier.scopusID2-s2.0-80052908016
local.type.statusPublished Version

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