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Introduction

Training and development views have changed drastically over the past years. Gone are the days when the issue was regarded as matter exclusive to the human resource department. Additionally, some strategic issues can be linked to training and development management. This research proposal will focus on the relationship between training and development management and best fit vs. best practice strategies. (Herzberg, 2001)

An analysis of best practice and best fit principle

Before one can establish a link between training and development and the best fit or best practice benchmarks. It is necessary to define their meaning. Best fit advocates assert that all human resource strategies need to be aligned to the business strategy in order to create or sustain competitive advantage. Therefore, these proponents believe that business strategy comes first then other human resource policies such as training and development need to be adjusted to suit that organisational strategy. (Pfeffer, 1994)

On the other hand, best practise proponents assert that an organisation with the right human resource polices such as good training and development approaches can motivate its employees to the extent they can cause the specific organisation to gain or sustain competitive advantage. In this regard, best practice advocates consider employee motivation as the key issue then other issues can follow after. In this case, policy is more important than strategy. (Kohn, 1993b)

As it can be seen there are some similarities between best practice and best fit models; both models attempt to connect the human resource strategy with that of the organisation. However, the approaches used in both instances are different. The research aims at comparing the similarities and differences between the two issues with regard to training and development management and a conclusion drawn on the matter. (Kohn, 1993b). siswo.