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ARTICLE 3: Strategic HRD practices as key factors in organizational…
ARTICLE 3: Strategic HRD practices as key
factors in organizational learning
PURPOSE
The purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and HRD outcomes through a literature review.
OUTCOMES AND FINDINGS
Relationships among SHRD practices and organizational learning
Recognition of culture
The HRD function has a key role in maintaining and changing corporate culture. That is means HRD efforts cannot ignore the prevailing and desired cultures of an organization in the learning process.
Existence of complementary HRM activitiest
HRD must view itself as one strategy available to an organization wishing to retain, develop, and motivate its human resources to increase the value of organizational learning.
Environmental scanning
If not addressed effectively, can reduce profit margins and consequently lead to a reduction in training budgets.
HRD strategy has to be well-positioned in the overall business context including organizational learning to make sure the integration is achieved.
Line manager commitment and involvement
The training and development needs of subordinates and can facilitate identifying development routes for subordinates and is ideally placed to provide advice, direction, and counseling to subordinates.
Top management support
Dong (2001) suggested that a top management commitment to resources is vital to ensure project continuance and success.
Top management support is one of the most important factors for ensuring organizational learning success (McCracken and Wallace, 2000).
HRD plans and policies
It acts not only as a source of information for all managers, but also clearly sets out for employees the different types of education, learning, and development activities that they can undertake to help develop their skills and knowledge.
Integration with organizational missions and goals
.
Barham et al. (1987) pointed out that SHRD involves a move from activities that are fragmented to a situation where training and development are either more systematically and integrated with organizational needs that they are seen as a necessity for organizational survival.
Emphasis on evaluation
A key component of the strategic learning process is that of strategy evaluation. If the HRD function wishes to have a strategic focus, then it must evaluate its activities.
Expanded trainer role
There are three types of conflicts identified, the trainer’s internal conflicts, managing conflicting priorities between the HRD function and the wider organization, and managing conflicts among line departments.
These conflicts place high demands on the skills and credibility of the HRD specialist, and the probability of failure in the role is high. Thus, it is important to expand the trainer’s role.
HRD OUTCOMES
Facilitation of organizational learning and HRD outcomes can take place only in a supportive environment where there is a clear link between HRD and corporate strategy (Garavan, 1991; McCracken and Wallace, 2000; Pe´rez Lo´pez et al., 2006), where HRD is developed into the new enhanced version of the nine SHRD characteristics.
PROBLEM STATEMENT
There is a lack of studies that explore SHRD practices broadly and their relation to organizational learning.
There is a lack of a conception or model that examines these relationships and their related outcomes.
There is a need to develop a holistic perspective of the way in which SHRD practices relate to organizational learning.
METHOD
Identified the keywords
Identified the databases to search
PAPER TYPE
Literature review
OUTCOMES AND FINDINGS
Relationships among organizational learning and HRD outcomes
HRD strategies, policies, and plans
SHRD practices develop the internal learning consultancy capabilities, allowing the organization to shape further its mission and goals, as well as its HRD strategies, policies, and plans.
Strategic partnerships with line management
Lessons learned for managing and consulting in such partnerships are essential (Buono, 1997)
Environmental scanning by senior management
There is a significant relationship, resulting in greater firm performance, between the frequency that senior managers conduct environmental scanning
Trainers as organizational change consultants
Training specialists tend to have an administrative and delivery role.
Top management leadership
By supports the SHRD-specific view of leadership, the human resource management context directly influences leadership and moderates its relationship with organizational learning.
Ability to influence corporate culture
Developing the ability to influence corporate culture is very importantin the process of organizational learning transformation.
Shaping organizational mission and goals
Provides an opportunity to shape organizational mission and goals.
Emphasis on individual productivity and satisfaction
Rosenberg and Rosenstein (1980) concluded that an increase in the level of participant activity was associated with an increase in productivity and employee satisfaction.