Today, organizations of different sizes, small and medium, and large, in the process of strategy formulation need the involvement of qualified, competent and talented employees that would influence the creation of a successful strategy.
However, the main problem in designing an unsuccessful strategy lies in the fact that most companies in the process of strategy development involve high level hierarchical levels and consultants inside or outside the company, leaving aside most of the human resources that contribute to the success of the company.
Various literature has emphasized that strategy formulation is an essential step in turning a company's vision and objectives into reality. Therefore, the visionary leadership of companies should be oriented towards giving more importance to human resources during the process of strategy formulation and involve any team member who can contribute to the realization of organizational goals and organizational vision.
Through this paper we will present human resources at a higher level in terms of importance and provide conclusions and recommendations on how organizations today should value these strategic resources and achieve competitive advantage in the market.
In this paper we will give an overview of Kosovar companies, the process of strategy formulation in these companies and analyze how human resources are involved in the process and what importance is given to them by the company.
Reilly, Caldwell & Chat man 2010, how leadership matters: effects of leaders alignment on strategy implementation, journal of leadership quarterly21 104-113
Fourier & Jacob 2010, the role of strategic leadership in strategy implementation journal of university of Johannes berg/
Strategy Formulation” Rex C. Mitchell, Ph.D. (June 2009)
Journal of Comprehensive Research, Volume 5, Page 17 Strategic Management Process Strategic Management Process Dr I. Chaneta Department of Business Studies Faculty of Commerce University of Zimbabwe
Business Policy and Strategic Management, G. V. Satya Sekhar, December 2009
Armstrong, M. (2006) A Handbook of Human Resource Management Practice. 10th Edition, Kogan
Johnason, P. (2009). HRM in changing organizational contexts. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 19-37). London: Routledge.
Collings, D. G., & Wood, G. (2009). Human resource management: A critical approach. In D. G.
Paauwe, J., & Boon, C. (2009). Strategic HRM: A critical review. In D. G.
Klerck, G. (2009). Industrial relations and human resource management. In D. G. Collings & G. Wood (Eds.), Human resource management: A critical approach (pp. 238-259). London: Routledge.Page Publishing, London.
Schoonover, S.C. (2010) Human resource competencies for the new century,[Online],available: http://www.schoonover.com/pdf/HR competencies for the new centuryfinal.pdf[16 December 2010].
Defining Human Resource Management (HRM) Dr. Ruth Tubey, Phd1; Kipkemboi Jacob Rotich (M.Phil) 2; Dr. Alice Kurgat, Phd, European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.7, No.9, 2015
Wright, P.M. and Gardner, T.M. (2002). `Theoretical and empirical challenges in studying the HR practice ± ®rm performance relationship’ in The New Workplace: A Guide to the Human Impact of Modern Working Practices. D. Holman, T. Wall, C. Clegg, P. Sparrow and A. Howard (eds). Chichester: John Wiley and Sons.
Lawler, E., Ulrich, D., Fitz-Enz, J., & Madden, J. (2003). Human resources business process outsourcing:Transforming how HR gets its work done. SanFrancisco, CA: Jossey-Bass
Bahtijarević-Šiber, F. (1999): Menadžment ljudskih potencijala, Golden marketing, Zagreb, 151
Leopold, J., Harris, L. (2009): The Strategic Managing of Human Resources, 2nd edition., Prentice Hall, London, 313-315.
Todorović, J. (2003): Strategijski i operativni menadžment, Conzit, Beograd, 174
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
The names and email addresses entered in this journal site will be used exclusively for the stated purposes of this journal and will not be made available for any other purpose or to any other party.
Submission of the manuscript represents that the manuscript has not been published previously and is not considered for publication elsewhere.