Purpose: This study looks at strategic human resource development (SHRD) strategies and human resource development (HRD) results. The most significant aspects of SHRD are regarded to be maximising HRD results. The work of Akhtar et al. (2008) and Kandula S. R. is used to inform a substantial portion of the company's strategic HRD practises (2009). (2009). Katou (2008), Haslinda (2009), and Rowold (2009) conducted research on training and development-related HRD outcomes (2011). (2007). (2007). The researches of Whiting (2007) and Ishaq (2009) constitute the foundation for performance assessment outcomes.
Design/Methodology/Approach
This study is empirical in nature, with answers obtained from IT industry professionals through a series of questionnaires. To evaluate the data, the responses are statistically assessed.
Findings
The findings of this research demonstrated that SHRD practises had an influence on HRD outcomes. The training and development outcome was 3 factors, and the performance evaluation outcome was 4 factors, according to factor analysis.
Managerial Implications: This study may be valuable to practical managers, particularly IT managers, since the responses were taken for them. Managers may construct and implement performance-based training and development programmes for their employees.
Future Work/ Limitation/ Conclusion: This research backs up claims made by Indian researchers that SHRD techniques are common and respected by Indian businesses. The favourable influence of SHRD techniques on organisational performance has been scientifically confirmed. The fact that SHRD practises and HRD results were assessed based on respondents' perceptions is a limitation of this research. There is still a need to look at the SHRD procedures used in various sectors of the Indian economy.
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Keywords: Strategic Human Resource Development Practice, Human Resource Development Outcome, Training & Development, Performance Appraisal.
