Causal relationships between the five variables namely; HRDM, TR, LD, OS and SI (Table 1) were ascertained by SEM for path analysis and model fit (Arbuckle & Wothke, 1999; and Byrne, 2001).
The parameters indicating model fit of the variables HRDM, TR, LD, OS with SI have the following values.
The practice of HRDM encouraged individuals to be proactive, creative and to be team players.
Since HRDM emphasized team based performance and timely feedback on employee actions it impinged on to organization structure with enhanced coordination and informal relationship based cooperation (Pescosolido, 2001; Oh, Chung & Labianca, 2004; Hussain & Hoque, 2002).
Strategy integration was enhanced by HRDM as it helped in defining jobs according to employees skills (as also a part of suitable organization structure) to leverage extant organizational capabilities (Dionne, Yammarino, Atwater & Spangler, 2004).
It was indicated that the presence of HRDM led to the sprouting of productive informality, healthy person job fit and harmonious coordination amongst team members.
This research was a theoretical contribution in the understanding of strategy integration (ex-post variable) with the ex-ante variables of HRDM, training, leadership and organization structure.
For practicing managers in manufacturing the lesson is that for better strategy integration HRDM should be practiced along with leadership development and organizational structure.