Abstract
Vast literature affirms the importance of strategic alignment of organisational functions and resources. Among the key resources at the disposal of entities is human (HR) resources. HR structuring and management has implications of strategic alignment which can be referred to as strategic fit of HR. A qualitative study was conducted which examined the HR strategic fit in a private education provider based in Gauteng, South Africa. The population of the study was forty-two employees and comprised of a combination of strategic leaders and HR experts within the business. A sample of twenty-five, representing 60% of the population, was selected through the purposive sampling method. Six focus groups were used to collect data to achieve the objectives of the study. Thereafter, Atlas ti7, which is a computer based tool, was used to analyse the data. The empirical study revealed that the business uses an HR business partner model whereby each business unit has a designated HR expert supporting it. The general view, based on the study, is that the model adequately supports achievement of strategic objectives. However, it was evident that there were potential improvement areas. Some of the strategic drivers and HR experts were not fully conversant with the strategy of the company. There were some mixed views concerning vertical fit, which is the alignment of HR practices with the specific organisational context. While others were convinced that vertical fit was adequate and effective some expressed the opposite. With respect to supplementary fit the general view was that it is low. In addition, there is a lack of horizontal fit within the HR departments of some of the business units. The deficiencies identified are compounded by risks related to the rapid acquisitive growth of the business which is believed to pose cultural misalignments that could have a negative impact on achievement of the strategic objectives. The importance of the study is that it lays a foundation for the establishment and sustenance of HR structures that are congruent with business objectives. While it is advisable that management retains Business Partner HR model, close collaboration of HR personnel and line managers is advised. Communication of imperatives such as values, goals and objectives should be enhanced. Use of technology could be of significant help in achieving such collaboration and communication flow.
Key words: strategy; strategic management; strategic HR management; HR structure and strategic fit.