Ownership of HRD Responsibility As a Prerequisite for Strategic HRM in Nepali Banks

The paper examines the status of ownership preference of HRD function and responsibility in Nepali banks to make it strategic. It investigates into the dilemma whether the top management, or HR and HRD managers should own the responsibility for formulating HRD policy, plans and strategies and then for implementing them. Based on a survey of managers (N=708) chosen through a proportionate, stratified random sampling technique from three banking sectors (foreign joint venture commercial banks, private commercial banks and national development banks) and three strata (top, middle and lower management hierarchies), the study discovered that the Nepalese bank managers largely related the roles and responsibilities of HRD policy ‘formulation' with top management, and those of ‘implementation' to HR officials, and in both functional streams, they placed emphasis on collaboration with each other in developing human resources, so that it can contribute to strategic management of Nepali banks