The model was chosen because it covers the SWOT analysis, A focus on the training on teams for fostering a more participatory organizational culture, Training programs for the HR group Promotion & recruitment within the company, Performance related pay (PRP) & Annual bonus which is related to company performance, Individual Development and feedback, and finally Performance Appraisals. These points were the recommendations made and roles presented of the needs of contemporary Human Resource Development in an organization. The recommendation was adapted from the work of existing scholars such as Kotter, and Gilbreath.
The formulation and implementation of a successful corporate strategy for managing global operations according to Bartlett & Ghoshal (1992) and Beatty & Schneider (1997) requires a commensurate strategy for managing international human resources. Schuler et al. (1993) stipulated that, existing human resource frameworks describe policies and practices focused on aligning the strategic initiatives of the organisation and geared towards realizing some social goals of the enterprise. This situation will be complicated further with the current development of global managers while simultaneously managing the tension between integrating global operations and achieving local responsiveness (Schuler et al 1993).
Henderson & Clockburn (1995), postulated that, organisations grow with their culture. As the activities of an organisation becomes more global so to should be the culture as the needs of the different stakeholders becomes diversify.
Andrews (1997: p. 52) defines corporate strategy as “the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals, and defines the range of business the company is to pursue, the kind of economic and human organisation it is or intends to be and the nature