What is Strategic
Human Resources Management?
Strategic Human
Resources Management (SHRM) has a variety of definitions but there is general
agreement that it has a closer fit with business strategy than previous models,
and all the debates about the meaning, significance and practice of Human
Resources Management, nothing seems more certain than the link between Human
Resources Management and performance (HRM Guide October, 2006).
De Cenzo and Robbins,
(1996) defines Human Resources Management as the part of the organization that
is concerned with the people dimension, and it is normally a staff or support
function in the organization. Human Resources Management role is the provision
of assistance in Human Resources Management (HRM) issues to line employees, or
those directly involved in producing the organization’s goods and services.
Acquiring people’s services, developing their skills, motivating them to high
levels of performance, and ensuring their continuing maintenance and commitment
to the organization are essential to achieving organizational goals. This
applies regardless of the type of organization, government, business,
education, health, recreation, or social action.
In addition, Bratton
and Gold, (2003) define Human Resources Management (HRM) as the strategic
approach to managing employment relations which emphasizes that leveraging
people’s capabilities is critical to achieving sustainable competitive
advantage. This is achieved through a distinctive set of integrated employment
policies, programs and practices. The authors presented Human Resources
Management (HRM) functions as planning, recruitment and selection, appraisal
and performance management, reward management, development, employee relations,
health and safety, and union-management relations. Moreover, according to Price
(2004) Human Resources Management (HRM) aims at recruiting capable,
flexible and committed people, managing and rewarding their performance and
developing key competencies.
What are Human
Resources Management (HRM) Practice and Learning Organization Culture?
One of the important
features of Human resource management (HRM) theory is that organizations need
to develop HRM practices that are supportive of the organization's business
practice . Specially in the IT service based company HRM practice is play
key role with learning organization culture with its never ending technological
changes. The HRM practice of IT services based organization defines the
role behavior of its employees. IT Service organizations are unique and
distinct from manufacturing organizations. Thus, IT service organizations need
to develop the appropriate role behavior. Empirical evidence shows that service
organizations in the world develop HRM practices that are distinct when
compared with manufacturing firms.
What is a Learning
Culture ?
According to (Saylor,
2009) Culture is defined as a set of values, conventions, beliefs, practices,
and goals relative to the current and appropriate environment and society
.Culture in its broadest sense is explicit and implicit patterns of learned
behavior. Another way to look at culture is simply: a way of life of a group of
people. A “culture” within a company is no different. It too centers on values
and beliefs, but also involves employee empowerment. (Arthur
,1994) And also a learning culture is one where the values, conventions,
beliefs, practices, and goals are centered on training, education, and
advancement . This focus on learning and development isn’t only
beneficial to a company’s employees. Customers and partners can also gain the
rewards of a learning-focused culture.
Characteristics of a Learning Organization
Personal mastery
Senge, (1990)
describes personal mastery is one of the core disciplines needed to build a
learning organization. Since personal mastery applies to individual learning,
organizations cannot learn until their members begin to learn. To start the
personal mastery, the organization must define what individual is trying to
achieve, and need a true measure of how close one is to the goal. After setting
individual goals, critical reflection is significant as people develop personal
mastery and continue to expand their ability to create the results they want. McCutchan,(1997)
stated that through dialogue individuals built shared vision which pulled the
organization and it was people toward the goals they truly wanted to achieve.
Mental models
Kine & Sunders ,(1993) indicated
that a mental model was one's way of looking at the world. It was a framework
for the cognitive processes of our mind. In other words, it determined how
people think and act. Mental models are the deeply ingrained assumptions and
paradigms that influence how we understand and act in the world (Senge, 1990).
Building shared vision
Garvin (1993) [note bracket] states that a shared vision began
with the individual, and an individual vision was something that one person
held as a truth. In systems thinking that goal is most often a long term goal,
something that can be a leading star for the individual. However, to shared
visions would be very difficult because it is almost impossible for everyone in
organization to have the same goals, and the drawing will probably be
interpreted differently by people, but still there is something powerful about
the imagery that most people can see. Senge (1990) stressed that when an
organization had a shared vision, the driving force for change comes from
creative tension. Creative tension is the difference between the shared vision
and the current reality. With truly committed members the creative tension will
drive the organization toward its goals. Thus, the leader of the organization
should share his/her vision with the employees but not to force them to accept
it. It’s important to encourage others to share their vision. Based on these
visions, the organization's vision should evolve.
Team learning
Team learning defines as a discipline that starts with
"dialogue," the capacity of members of a team to suspend assumptions
and enter into a genuine "thinking together." Team learning is vital
because teams, not individuals, are the fundamental learning unit in modern
organizations. Team learning is not team building, describing the latter as
creating courteous behaviors, improving communication, becoming better able to
perform work tasks together, and building strong relationships. (Senge,1990)
System thinking
Humankind has successfully developed scientific knowledge by
adopting an analytical method to understand and to figure out problems. This
method involves breaking a problem into components, studying each part in
isolation, and then drawing conclusions about the whole. According to Senge
(1993), this sort of linear and mechanistic thinking is becoming increasingly
ineffective to address modern problems. This is because, today, most important
issues are interrelated in ways that defy linear causation. McCutchan (1997)
indicates that systems thinking tied all the other disciplines together and
offers a set of tools to understand complex organizational issues. Systems
thinking, along with transformative learning alters the individual's
predominant ways of thinking in order for them to understand and manage in a
world of increasing inter-dependency. Mastering systems thinking helps them see
how their actions have shaped their current reality and that transformation
develops the confidence that really can create a new reality in the future
(Senge, 1990).
Learning Culture in IT
service based company
In tradition learning
culture can be defined as an organization that knows how to learn, with people
who freely share what they know and are willing to change based on the
acquisition of new knowledge. In IT services based company, the technologies
are changed rapidly, and Project management methodologies are changed very
fast. And also customer expectation is changed very frequently Added to this
the competition is high in the industry. Hence, the IT service based company
need to setup the effective learning process and evaluate the process
very frequently.
One of the most
significant essentials of a learning culture in IT service based company are
high quality, sound learning programs that are evaluated not only for their
effectiveness but also for their potential to making a difference. That
kind of communal appraisal is a self-check on the worth of the program and
whether it's being endorsed and supported. Especially in service based
company’s learning culture must focus on some key features include continuous
learning, knowledge generation and sharing, systems thinking, learning culture,
workplace flexibility, and valuing employees.
Learning activities
providing by Human Resources Management (HRM)
McCutchan (1997)
urged that the HRM strategies to create a learning organization were many
and include activities that focused on work redesign, experiential learning,
dialoguing, and mechanisms to learn from customers (Marsick & Watkins,
1994) systematic problem solving, experimentation, and demonstration projects
(Garvin, 1993); and (Senge's ,1990) five disciplines. Especially for Senge's
(1990) five disciplines, they would need a set of practices which one spends
one's life mastering. HRM helps employees practice their learning to integrate
with the essence of the strategies or disciplines are the premise for farming
of a learning organization.
Schuster & Kanouse
(1996) In order to improve on learning processes examine the
changing internal and external environments. When seeking new chances to
exploit, ideas emanate from inside and the external environments. Ecological
factors from within may comprise of areas for example dynamic corporate
culture, new organizational policies, or changes to the organizational
structure. Externally influenced aspects may consider like the varying market
share, increased competition, or decreased product demand. These are
representation examples to show areas where learning can occur. Occasionally
knowledge is instilled upon institutions, but other times organizations may be
proactive, and in anticipation of impending changes, strive to educate their
employees ahead of time.
Human Resource
Management in Learning Organizations
Successful
organization has to essentially adapting to changeable business environment and
makes awareness their employees. Therefore, Human Resource Management (HRM)
must play a key role in order to help the organizations shifting from their old
process to new culture. Figure 2.0 illustrates on what Following figure
provides basic ideas for Human Resources Management (HRM) need to implement
help employees to be part of learning organizations culture.
Figure 2.0: Human
Resource Management in Learning Organizations
(Source: Senge, 1990)
Human Resource
Management (HRM) needs to help people within the organizations to achieve
five disciplines (Senge, 1990) -- “Personal mastery”, “Mental models”,
“Building shared vision”, “Team learning” and “System thinking”. Some useful
strategies for HRM to play a new role are listed below:
1. Personal
mastery: Since Human Resource
Management (HRM) is also responsible for hiring employees, it would be
important to find out if the new employees truly love their jobs and
willing to learn things from their jobs. Recruiting people who have a positive
working attitude will benefit the organization to create a better culture. In
addition, for the purpose of employees knowing better about themselves, HRM can
give personality and interest tests & self-analysis lists. Therefore people
will be more easily to face their limitations and difficulties, and to deal
with change.
2. Mental
models: For the purpose of
training their minds, HRM can provide people with EQ classes. In addition, fair
rewarding systems are necessary for encouraging employees to be more openness
and positive to things and to colleagues and willing to adopt new challenges.
3. Building shared
vision: For the purpose of
building shared vision, HRM needs to provide two-ways communication flows and
issuing company newsletters so that people will be easier to hold shared visions
of future with commitments and mutual understandings.
4. Team
learning: For the purpose of
team learning, HRM needs to provide on-job training classes and holding group
activities or interesting projects to give people chances to work and to learn
together. By attending these classes or activities together, the teams will be
easier to build their self-awareness, to helping and encouraging others’
learning and to enhance their creativity.
5. System
thinking: For the purpose of
helping people think more systematically, HRM needs to create guidelines of
general problem-solving procedures to employees. In addition, establishing a
well mentoring system will be necessary for guiding new comers to adopt
organizational culture.
Creating a Learning Organization
Hofstede (1991) a learning
organization can be described as one that is able to inspire commitment, and
cultivate a culture of discovering and acquiring knowledge and experience for
continued growth, development and success. The organizational learning process
requires some relatively permanent change in behavior of its workers that
results in continuous capability to adapt and change as the market, clients or
environmental demands. To tackle these changes requires a strong commitment
from management and often a significant shift in organization culture. One of
the biggest challenges in moving toward the learning model is convincing and
enabling employees to develop new ways of thinking about how things are smartly
done. To be a learning organization also demands an open culture where
information is shared, interdependence is high, collaboration is the norm, and
achievement of the organization mission or vision is pursued with cooperation
and open-mindedness.
Huselid (1995) states
a learning organization can also on the other hand have some distinct
advantages, the most significant being the ability to respond to major change
much more quickly than a more traditional organization. As well, learning
organizations are more likely to embrace processes of systematic problem
solving, and to focus on creating new ideas and solutions to optimize outcomes,
versus the more traditional approach of trial and error or committing to
approaches that have worked in the past. A typical learning organization will learn
from past experiences and history, but utilize that experience to pursue more
enlightened and future-directed outcomes. The plasticity and compliance
intrinsic to a learning institution is determined by the rapid and efficient
internal transfer of knowledge. The open culture and communication processes
that are indicative of a learning organization are the enablers in this
internal knowledge transfer. Knowledge sharing encourages motivation and
commitment from employees, by encouraging employee involvement in the process
of creating and developing a learning culture, and by providing continuous
constructive.
According to Stacey
(1996) advanced organizations to successfully develop continuous
learning, they should regard the Initial consultation within the senior
leadership team to gain an accurate and detailed view of how the organization
functions overall; structure, knowledge base, mission, goals, vision, culture
and values, and; the rationale for becoming a learning organization. This
information is necessary and invaluable when determining the requirement for
and viability of a more detailed needs analysis.
The institutions should also take
on a thoroughly need investigation through surveys, focus groups and key
stakeholder interviews. It should also undertake a strategic planning and
action by senior leaders based upon the in-depth needs analysis. Because
contact is serious in organization expansion progression, it is therefore
important to ensure all employees are aware of the process, and the targeted
outcomes. It is essential to ensure that all employees understand the “learning
organization” concept, the rationale and value, implications for employees,
implementation process, and targeted outcomes. Through senior leaders,
planning, organization and delivery of information workshops would facilitate
provision of survey feedback, “educate” employees on the “learning
organization” concept, solicit their ideas and concerns and achieve buy-in.
According to Triandis, (1995) an
organization should establish a multi-dimensional management development
program, which is essential for the successful implementation of a learning
organization culture. The two major dimensions of the program would be: a
formal management development process with a consulting focus, to prepare
managers for their next promotion level, while strengthening performance in
their current position and; a dynamic and substantive coaching program
developed for each level of management. Both dimensions of the management
development program would be aligned with organization mission, vision and
goals, and would include a concerted focus on interpersonal skills development,
in the learning organization milieu. An evaluation of developmental
initiatives, and particularly the management development/coaching process, is
necessary, to ensure that the “learning organization concept” is well
entrenched within the organization.
Benefits of Creating a Learning Culture
Clawson (2004)
Building a high-impact learning-focused culture can result in many positive
outcomes for the organization towards a success result in Resources and the
returns of company growth.
1. Innovation within
the organization
When ideas are
encouraged, more brainstorming, more collaboration, and more proactive
initiatives begin to reach leadership’s ears, turning creative ideas into
profitable solutions.
2. Knowledge Sharing
within individuals, teams and organization
It’s no coincidence
that each of the activities of a learning organization revolves around
information. Giving all of employees access to the content they need lets them
fully understand corporate challenges and goals, ensuring everyone’s on the
same wavelength and playing a part in improvement in the organization. Sharing
the knowledge within the team and individuals create confidence and the
trust. Forms of knowledge sharing Asking for feedback, advice,
opinions and even what someone would do differently if they had their job or
responsibilities. Asking for help. Being able to do this goes along with
the idea of feeling safe and should be encouraged when needed and Keeping
people up to date on what company doing and why.
3. Problem Solving in
teams and the organization -When problems are shared in team and team work trendy, they get
solved. By opening up the conversation, sources organization might never have
thought to consult could be the ones with the best answers.
4. Strengthened
Community - A sense of
contribution doesn’t just boost pride in individuals, but it also boosts pride
in where they work. Employees who have input in what goes on behind the scenes
will naturally be more invested in the company. Because of trust created in
them.
5. Greater Efficiency
-A collaborative
mindset coupled with programs that prioritize learning is what helps turn teams
into perceptive powerhouses. Instead of relying on outside firms, businesses
can resolve issues internally, with quicker turnaround times and reduced cost.
6 Improved Employee
Engagement – Access to training has
been proven to improve employee engagement as it supports workers desire for
career growth and development. Engaged employees also have an increased level
of productivity. In fact, highly-engaged employees are more likely to have
above-average productivity. They think carefully about how they’re doing their
work, leading to continually improved processes and increased efficiency.
7 Increased Customer
Satisfaction – Engaged employees lead
to satisfied customers. When employees are engaged, they are willing to go the
extra mile.
8 Customer Loyalty
– When customers are
engaged and satisfied they are more likely to become loyal customers. Providing
opportunities for customers to learn is one way to increase engagement – and
ultimately drive customer loyalty. In today’s self-service world, providing an
on-demand online training experience is one way to provide additional value and
take the customer experience to the next level. Many companies use online tools
like Learning Management Systems as a way to give customers real-time access to
learning materials.
9 Competitive
Advantage - Companies that focus
on employee and customer engagement stand out in a world where companies have
to fight to retain workers and customers alike
CONCLUSIONS
The term of learning
organization and continues improvement has been broadly used in
many organizations both in services and productions. Especially in IT
service based companies are more focused in to maintaining a learning
organization culture. The characteristics of learning organization are
useful for solving many complex problems of today’s IT firms. The most
essential idea of learning organization is that “each goal has to do with how
we think, what we truly want, and how we interact and learn with one another”
(Senge, 1990, p. 11). Human resource management (HRM) can play an important
role in transforming traditional firms to the new looks with the
characteristics of learning organization. Human resource management (HRM)
positively helps some of today’s most successful organizations to hold these
ideas by using several strategies, and to see the individuals are the most
valuable resource in their organizations.
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Biesalski, DaimlerChrysler AG, and Werk Wörth (2004) “Human Resources with
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Jeffrey (2003) , Human Resource Management: Theory and
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1991, The impact of human resource management practices on observation
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and James G. Clawson, 2004 Creating a Learning Culture Strategy,
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Markowart (2006) divides organizational learning into 3 categories: adaptive, proactive, and action learning. These learnings do not confine each other, i.e. it may be possible that more than one learning occur simultaneously at individual, group, and organizational levels.
ReplyDelete1 Adaptive learning:
Adaptive learning occurs when individuals, groups, or organizations learn from their past experiences and evaluations of their performance. Adaptive learning is a process which proceeds from action to conclusion, and after that evaluating results, and then getting feedback. Adaptive learning may be single-loop or double-loop( Korth, K. 2007).
2 Proactive learning:
Proactive learning is the process of acquiring knowledge from different future visions (the process of proceeding from vision to action and then, evaluation). Adaptive learning is a kind of dynamic or creative organizational learning. This type of learning empowers the organization significantly, because the staff is very active, evaluative, and more creative in their learning (Oilanen, R. 2005).
3 Action learning:
Action learning means to search for the existing reality and utilizing knowledge in order to develop individuals, groups, and organizations. Action learning includes working on real subjects, focusing on obtained knowledge, and implementing solutions. Utilizing this method as a systematic process will improve organizational learning so that the organization can respond to changes more effectively. This kind of learning combines introduction and presentation of results of new problems of knowledge with evaluation of taken actions during and after problem-solving sessions.
Also Markowart (2009) has presented a systemic model for creating a learning organization. He believes that creating
Deletea learning organization without recognition and development of the related quintuple subsystems is neither
feasible nor stable (if created). These subsystems include: learning, organization, individuals, knowledge, and
technology. All these quintuple subsystems are necessary for a stable organizational learning and getting assured
of organizational success.
Subsystems of organization, individuals, knowledge, and technology are necessary for enhancing learning, and
each of them in turn affects other quadripartite subsystems Markowart, 2009, p. 34
According to Wang (2005), top organizations treat HRM practices as the strategy to encourage team obligations, improve organizational culture, and stronger the customer relationships through participation and determination. In turn, these practices will contribute to invent and promote innovative products and services (Gupta & Singhal, 1993). When organizations commence new market engagements, fresh products and innovative brands, they require innovative and creative employees, who are able to cater those tasks (Chen & Huang, 2007). Therefore, it is evident that HRM practices are directly linked with organizational sustainability and their employees should also be trained accordingly to tackle challenges.
ReplyDeleteThe impact of globalisation, market force and highly competitive markets has forced the insurance industry to be competitive(Kundu & Malhan, 2009) in order to sustain in the market, locally and internationally. Ahigh level of skilled and competent workforce can contribute to the firm’s success by developing a comprehensive and internally cohesive human resource management (HRM) system that is embedded in the organization’s structure and culture (Liuetal., 2007). A synergistic HRM system is a pathway through which the firm’s human capital has the potential to become an important source of competitive advantage and to enhance firm performance (Boxall &Purcell, 2003) by shifting their focus to making service quality, productivity, product innovation and sales growth a priority in gaining competitive advantage.Strategic HRM practices generally focus on human resource strategy, integration and add to the key notions of strategies(Armstrong, 2007).
DeleteThere are specific difficulties to organisational learning that contain but not controlled to focused on short-term effectiveness rather than long-term development, ineffective organisational culture, ineffective level of interaction within the association, how to over come inefficiencies by management. (Denhardt, 2010).
ReplyDeleteOrganizations learn by encoding inferences from past experiences into routines
Deletethat guide behavior (Levitt & March, 1988). This process of learning involves
knowledge acquisition, information distribution, information interpretation, and
the development of an organizational memory (Huber, 1991). In many instances,
organizational learning results from a detection or correction of errors (Argyris,
1977). When an organization has a problem, members actively engage in knowledge
acquisition and searching for a strategy to resolve the problem (Argyis &
Schon, 1978)
Peter Senge, who popularized learning organizations in his book The Fifth Discipline, described them as places “where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.”
ReplyDeleteSkills are normally straightforward to learn and often narrow in scope, for instance knowing how to use a piece of machinery is a skill, so is being adept at a computer software (Feffer,2017). However lessons on behavior, how an employee would react under certain circumstances or pressures, are trickier to impart. A learning culture should be designed to enable and promote learning behaviors Hess, 2017 says. “The first thing to do is define the behaviors you want and the behaviors you don’t want and design [your culture] to produce those results.”
Developing organizational knowledge and integrating that knowledge into everyday practice can be a powerful tool for multiplying an organization’s impact, especially as it grows. But a nonprofit doesn’t have to be a multisite, multimillion-dollar agency, or even have a dedicated knowledge management function, to benefit from clear goals, incentives, and well-developed processes for organizational learning. If you train your staff, circulate meeting minutes, share programmatic best practices across sites, measure the impact of your programs, discuss metrics with your board of directors to inform decisions, or present your results at professional conferences, you are practicing knowledge management. Indeed, one of the tricky aspects of this topic is that learning-related activities are varied and can sit in many different parts of an organization. In some organizations the locus of activity is in staff training; for others it may be in impact assessment or performance management. Wherever learning sits, the key is that it be closely connected to the organization’s mission and impact.
Delete(https://ssir.org/articles/entry/the_challenge_of_organizational_learning)
McGill (1992) define the Learning Organization as "a company that can respond to new information by altering the very "programming" by which information is processed and evaluated."According to Serrat (2009) four aspects of learning organizations are organization, people, knowledge, and technology. Stewart states that human resources development is the organized and incorporated application of “teaching and development”, “organizational development, and “development of career improvement paths” for the individual, group, and organization (Stewart, 2002). Therefore, in order to create a successful learning organization, not only do organizations have to create space for employee training, but have to change the system of human resources development in a way that supports the learning process (Black, 1997).
ReplyDeleteA further explanation about what those learning activities are would be important for HRM to implement its new
Deleterole. McCutchan (1997) urged that the HRM strategies to create a learning organization were many and include
activities that focused on work redesign, experiential learning, dialoguing, and mechanisms to learn from customers
(Marsick & Watkins, 1994); systematic problem solving, experimentation, and demonstration projects (Garvin, 1993);
and Senge's (1990) five disciplines. Especially for Senge's (1990) five disciplines, they would need a set of practices
which one spends one's life mastering. HRM helps employees practice their learning to integrate with the essence of the
strategies or disciplines are the premise for cultivation of a learning organization
Hierarchical advancement has certain elements that enhance manageability based on adequacy. The upgrades in efficiency prompt representative duty as standards, values and targets help in enhancing society of an association. The arrangement of association was based upon successful foundation of culture that continue learning condition solid. The execution of workers enhances by foundation of solid culture of an association. The representative execution is thought to be the foundation of the association as it prompts the development and advancement of association. In this way, the dependability of representative depends upon learning and mindfulness of culture that enhances conduct of association, (Brooks, 2006).
ReplyDeleteAnother aspect with which many development professionals will
Deleteidentify relates to the focus on changing internal structures and
practices that inhibit learning and, in turn, fulfilment of an
organisation’s mission. An enormous area of work in the development
field has to do with ‘institution building’ or organisational capacity
building. The learning organisation literature has the merit of going
beyond much of the mainstream capacity-building guides put out by
organisational development consultants and technical intermediaries,
which often have a prescriptive feel and are not characterised by their
sensitivity to different economic, social, and cultural contexts. (For
notable exceptions see Eade (1997) and Kaplan (1996).)
Learning and development is one of the key strategies in SHRM (Armstrong, 2008). The perfect organization that inspires continues learning, knowledge management and novelty can be identified as “learning organization” (Davis, 2009). However, maintaining of learning culture is not an easy task of an organization without the assistance of followers. Therefore, it is vital to clearly communicate the purpose of learning culture and increase active involvement of employees to continue the learning culture.
ReplyDeleteEllerman further argues that this learning challenge is greatly
Deletecompounded when development organisations, including some with
enormous influence and resources, embrace ‘dogma’, try to identify
the ‘One Best Way’, and become deeply wedded to these beliefs. This
creates significant obstacles to learning, as people focus on explaining
away failures (bad single-loop learning) rather than question the
dogma or dominant paradigm (double- and triple-loop learning).
Bloch and Borges suggest that NGOs tend to get stuck in single-loop
learning because their planning and evaluation tools focus on the
operational level, and fail to engage people in critical reflection on
underlying issues of behaviour, values, and agency. They agree with
Michael Edwards that the complexity and diversity of the development
process ‘means that to develop capacity for learning and to make the
connections is even more important than accumulating information’
(Edwards 1997).
There are 5 effective training techniques that actually work. If these techniques can help employees use the acquired knowledge and skills from training, then they can perform more successfully in their job, which means more profits for the organization or to the business:
ReplyDelete1. Classroom or Instructor-Led Training
2. Interactive Training Techniques
3. Hands-on Training Techniques
4. Computer –Based Training Techniques
5. E-Learning or Online-based Training Techniques
(Jason Silver,https://www.linkedin.com/pulse/5-effective-employee-training-techniques-work-jason-silver).
According to Argot (2013), organizational experience interacts with the context to create knowledge. Because different types of experience affect organizational learning processes and outcomes differently, a fine-grained characterization of experience was advocated. The context was conceived as having both a latent component and an active component through which learning occurs. The latent component affects the members and tools that perform the organization’s tasks and learn from task performance experience. Knowledge results from the organizational learning processes that interpret experience. These processes can vary in their “mindfulness,” in the extent to which they are distributed over many organization members versus concentrated in a few, and in the extent to which they are planned or improvised. Knowledge both flows out of the organization into the environment and also is embedded in the organization. Knowledge embedded in the organization affects future learning.
ReplyDeleteArgot, L, 2013, Organizational Learning, Creating, Retaining and Transferring Knowledge.
Kranz (2012) learning organizations are more effective when the organization has high impact learning culture. A study carried out by Ockland shows that” high-performance learning organizations also are eight times more likely to be viewed as strategically valuable by executives and three times more likely to align learning-and-development initiatives with overarching corporate goals”.
ReplyDeleteDavid Mallon, a vice president at Bersin & Associates and co-author of the report sates that “Having an effectively trained workforce is one of the most pressing challenges facing companies, says They are squeezed between two economic realities: Companies need to develop a lean, high-performing workforce while they shave operating expenses and break into new markets”
Mallon says that there are three elements which effect high proformance in learning organizations, they are,
• Using sophisticated techniques to measure and evaluate learning.
• Focusing less on training and more on creating an organizationwide “culture of learning.”
• Having well-developed strategies to create, harness and organize an increasing volume of learning content.
Successful high-performance learning organizations focus on the following eight key success areas:
DeleteBusiness Alignment & Performance Impact
People Capabilities & Development
Scalable Processes, Tools, & Assets
Organization Structured for Leverage
Global & Local Optimization
Governance, Demand, & Resource Balancing
Flexible Resource Management
Content Strategy & Asset Leverage
Learning Organization helps to achieve competitive advantages (Popper & Lipshitz, 1998). In this dynamic business environment all industries and organization experience change and this change is whether driven by competitors, customers suppliers or technology and to remain in the industry organization are required to continuously learn to cope up the change. The ability to learn quicker as compared to your competitors might be the only competitive advantage.
ReplyDeleteThe ideal learning organizations has different characteristics such as strategic thinking and vision, will, leadership, communication, learning and development, innovation and decision making, change management, intellectual capital and knowledge management, measurement and assessment and rewards and recognition They have also defined that Learning is divided into two main characteristics one is climate and second one is culture (Phillips, 2003).
DeleteMost of the successful organizations in the business world today have succeeded by being Learning organization & there are more than enough examples of companies who filed for bankruptcy & eventually closed down because they couldn't compete with these emerging organizations. Being on the watch out for environmental changes, market changes, technology improvements are few of the key factors to succeed in the business world. For example, Blockbuster (Estb. 1985) was one of the leading movie rental organizations & they were the pioneer in renting DVD, CDs & VHS to consumers & they were never concerned about the developing online movie streaming systems, or the luxury of people sitting in their couch & renting movies so when companies such as Netflix came in to the business in 1997, They could easily put blockbuster out of the market within 3 years.
ReplyDeleteThe scope of human resources development has overcome a turbulent path. In many
Deletesources, “human resources development” and “teaching and development” are
considered synonyms. In addition, in different parts of various books, developing human
resources is only related to personnel teaching and development, and this relation is
accompanied by special focus on teaching (Walton, 1999). In Britain, one of the first
notations on human resources development as an independent field was given by Patty
Gerio et al. In their studies, they assumed difference between human resources
development and Retraining. Stewart states that human resources development is the
organized and incorporated application of “teaching and development”, “organizational
development, and “development of career improvement paths” for the individual, group,
and organization (Stewart, 2002)
Those who work in a learning organization are ―fully awakened‖ people. They are engaged in their work, striving to reach their potential, by sharing the vision of a worthy goal with team colleagues. They have mental models to guide them in the pursuit of personal mastery, and their personal goals are in alignment with the mission of the organization. Working in a learning organization is far from being a slave to a job that is unsatisfying; rather, it is seeing one’s work as part of a whole, a system where there are interrelationships and processes that depend on each other. Consequently, awakened workers take risks in order to learn, and they
ReplyDeleteunderstand how to seek enduring solutions to problems instead of quick fixes.
Needless to say, the performance of Human Resource Management (HRM) has a tremendous impact on growth, market/book value, and productivity especially in today’s global competitive market. In order to survive in today’s business market, many companies have done their best to shift from their old shells to the new ones. Peter M. Senge (1990) devoted a new idea for those who wished to change their traditional business operation systems. The idea was to integrate the applications of the five disciplines of a learning organization into their companies. However, the processes
Deleteof transforming are complex. HRM must play a new role in order to help the organization to apply the concepts of learning organization successfully
Strategic HRM is an approach to making decisions on the intentions and plans of the
ReplyDeleteorganization in the shape of the policies, programmes and practices concerning the
employment relationship, resourcing, learning and development, performance
management, reward, and employee relations. The concept of strategic HRM is
derived from the concepts of HRM and strategy. It takes the HRM model with its
focus on strategy, integration and coherence and adds to that the key notions of
strategy, namely, strategic intent, resource-based strategy, competitive advantage,
strategic capability and strategic fit.
Strategic HRM is an approach to the strategic management of human resources in
accordance with the intentions of the organization on the future direction it wants to
take. What emerges from this process is a stream of decisions over time that form the
pattern adopted by the organization for managing its human resources and which
define the areas in which specific HR strategies need to be developed. These focus on
the decisions of the organization on what needs to be done and what needs to be
changed in particular areas of people management.
Purcell (2001) draws attention to the implications for strategic HRM of the concept of
strategy as an emerging rather than a deliberate process:
Walker (1992) defines strategic HRM as
’the means of aligning the management of human resources with the strategic content
of the business’. Vertical integration is necessary to provide congruence between
business and human resource strategy so that the latter supports the accomplishment
of the former and, indeed, helps to define it. Strategic HRM is also about horizontal
integration, which aims to ensure that the different elements of the HR strategy fit
together and are mutually supportive.
Guest (1989b) has suggested that strategic HRM is largely about integration and he sees this as one of the key policy goals for HRM. Walker (1992) has pointed out that HR strategies are functional strategies like financial, marketing, production or IT strategies. In many organizations, long-range functional planning is a mandated element of the long-range business planning process. HRM practically concerned with the functions like recruitment, selection, appraisal, training and rewards ( Fombrun, Deramma, 1984) which describes the general functions of HRM. In fact, there is relative isolation among these functions; we can say that HRM has evolved at micro level of the organization. Recently, the researches and practitioners in all related disciplines have attempted to utilize strategy in the firm, which created strategic development and strategic appraisal (Fombrun, 1984, galdraith and Nathanson, 1979). All these produce the impact on the HRM which is aligned with the corporate goals and objectives (Legnock and Hall 1988, Wright and Snell 1991). Now, the concept of HRM is considered from a l macro-oriented which is more precisely called SHRM (Butler et al, 1991).
DeleteGuest (1989) suggested that SHRM is concerned with ensuring that “human resources management is fully integrated into strategic planning; that HRM policies cohere both across policy areas and across hierarchies and that HRM practices are accepted and used by line managers as part of their everyday work”. In other words, SHRM is the macro-organizational approach to viewing the role and function of HRM in the larger organization (Butler et al., 1991). two important dimensions that distinguish it from
traditional HRM.
Fottler, Khatri, and Savage (2010) says Strategic human resources management (SHRM) is the comprehensive set of managerial activities and tasks related to developing and maintaining a qualified workforce. This workforce contributes to organizational effectiveness, as defined by the organization’s strategic goals. SHRM occurs in a complex and dynamic environment within the organizational context. A significant trend today is for HR managers to adopt a strategic perspective of their job and to recognize critical links between organizational and HR strategies.
ReplyDeleteThere are five principle of learning organization presented in this model and this model is considered among founders of learning organizations models. There are five principles of learning organization such as Mental Models, Personal Mastery, System Thinking, Shared Vision and Team Learning (Senge, 1990) where Mental principle described that people put aside their old ways of thinking, Personal mastery Learn to be open with others, System thinking understand how their company really works, Shared vision is a form or a plan everyone can agree on and Team learning work together to achieve that vision.
DeleteA learning organization is the term given to an organization which facilitates the learning of its employees so that the organization can continuously transforms itself. Learning organization develops as a result of the pressures which are being faced by the organizations these days for enabling them to remain competitive in the present day business environment. The learning organization concept was coined through the work and research of Peter Senge and his colleagues. The learning organization encourages to a more interconnected way of thinking. Such organization becomes more like a community for which employees feel a commitment to. Employees work harder for the organization since they are committed to it.
ReplyDeleteThe concept of the learning organization is commonly hailed as panacea for organizational success in a dynamic global economy. The concept of learning organization is increasingly relevant given the increasing complexity and uncertainty of the organizational environment. In the words of Senge: “The rate at which organizations learn may become the only sustainable source of competitive advantage”.
People have found the idea of a learning organization to be inspiring, yet difficult to implement. It frequently involves deep change in the mind sets of employees as well as the culture of the organization and the society. Such change does not occur overnight.
One of the most challenging aspects of implementing learning organizations is reaching the stage where organizational members implement the discipline of systems thinking. Systems thinking is also very important in knowledge management (KM). Practitioners engaged in KM have probably already realized that implemented KM IT systems do not significantly help grasp the full potential or organizational knowledge. Knowledge is essentially created, shared and implemented in social interactions. SECI model is one of the best known in this regard, consisting of phases such as socialization, externalization, combination and internalization of knowledge. In order to introduce systems thinking to the SECI model, Sasaki (2017) examined systems intelligence (SI), a kind of human intelligence based on systems thinking. Individuals should be encouraged to act as intelligent agents and perceive themselves as a part of the whole, study the influence of the whole upon themselves, and examine their possible influence on the system as a whole.
DeleteHRM is a planned approach to managing people effectively for performance. it aims to establish a more open, flexible and caring management style so that staff will be motivated, developed and managed in a way that the can give of their best to support departments missions.Good HRM practices are instrumental in helping achieve departmental objectives and enhance productivity. In taking HRM forward, we need strategic and integrated approach in managing people effectively for performance.All managers must adopt a more open, flexible and caring style in managing their staff. There are three most common practices and those are
ReplyDelete*Managing people effectively for performance through an open Performance Management System(PMS) that will call for individual objectives tied to departmental objectives.
*enhancing staff competencies to perform better through effectively training people to achieve departmental objectives and results.
*delivering quality service through training and engaging staff in developing a service culture in addition to business process re-engineering and work streamlining.
Many organisations including public service ones do need to change their culture for a whole range of reasons.
ReplyDeleteCulture change may be necessary to make improvements to the organisation, influence employee behaviour,
provide better customer service and/or achieve specifc organisation objectives and results