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The Role of Human Resource Development in Continuous Improvement:
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The Role of Human Resource Development in Continuous Improvement:
Facilitating Learning and Change 
LEARNING AND WORK
Nonaka (1991) suggests that knowledge creation flows from explicit to explicit and tacit to tacit.
Explicit knowledge can be expressed in words and numbers and shared in the form of data, scientific formulate, specifications, and manuals.
Tacit knowledge on the other hand is highly personal and hard to formalize, and therefore difficult to communicate and share with others.
Nonaka and Takeuchi (1995) suggest that knowledge creation is a spiralling process of interaction between explicit and tacit knowledge.
The process of knowledge storing, creation, and sharing, is synonymous with organisational learning.
Tacit knowledge is a way of describing an individual’s worldviews, is deeply embedded in individual action and experience (know-how), and can only be usefully accessed if the organisation has the appropriate learning mechanisms in place.
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The terms ‘knowledge’ and ‘information’ are not interchangeable, and information needs to be viewed as different from knowledge.
Knowledge refers to information that is enriched through its interpretation, analysis, and the context in which it is examined
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One of the challenges for management is to create an environment that values and recognizes those employees who are willing and able to share their knowledge freely.
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INTRODUCTION
Human resource development has evolved as a critical element of broader business and human resource management strategies.
The importance of an appropriately skilled and developed workforce is recognised by many in business as essential to the implementation of continuous improvement programs
To remain internationally competitive, firms seeking to improve their position and processes must sustain a high level of learning that both refines current practices and capabilities and develops new ones
CONTINUOUS IMPROVEMENT
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The key to the success of continuous improvement
Ongoing process of plan (planning improvements)
Do (implementing improvements)
Check (whether expected performance have been achieved)
Act (standardize the new practice)
The problem with continuous improvement is that the concept, which at first sight appears to be very simple and attractive, is often difficult to design, implement and develop successfully.
Many firms have recognized that they need to create an environment conducive to learning and the acquisition of knowledge if they are to strategically manage their improvement activities.
Learning needs to become central to ongoing development and improvement.
All organisations are not equal, management needs to select and develop the capabilities that best suit their needs and the needs of the organisation.
Kaye and Anderson (1999) maintain that to meet today's rapidly changing business environment, characterized by uncertainty and unpredictability, businesses need competitive continuous improvement.
CONCLUSION
When the human resource function is involved in CI activities and learning that there is a real benefit to the organisation.
It is very likely that all departments or functional units are more likely to support an improvement process supported and driven by senior management.
The HR function can play a significant role in any change process but their involvement needs to be supported with both time and money, and the senior management team needs to be committed to involving all functions in a culture of continuous improvement.
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