| There is a growing recognition that in order to remain competitive in a constantly changing environment, firms should make human resources a significant part of their long-range business strategy plans (Dyer, 1985; Tichy, Fombrun & Devanna 1984). In the context of examining linkages of human resources with business strategy, staffing and training are among the least researched functions of human resource management. This study provides an empirical examination of the linkages between business strategy and staffing and training practices. Three categories of staffing and training practices are examined: (1) "building" versus "buying" skills, (2) emphasis on functional skills, and (3) broad versus narrow skills. Business strategy is identified as prospect or defense strategy using the Miles and Snow (1978) typology. Survey data were collected from 176 business units all over the United States. The results are more significant for linkages between staffing and training practices and prospect strategy than for linkages between staffing and training practices and defense strategy. In particular, businesses employing prospect strategy are found to staff externally, staff and train for research and development and staff for marketing function. The framework used in this study offers a more complete explanation for variations in staffing and training practices between firms than offered traditionally. Implications of the study's results and future research directions are discussed. |
