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Strategic HRD practices as key factors in organizational learning - Coggle…
Strategic HRD practices as key factors in organizational learning
INPUTS
SHRD Practices
Line manager commitment and involvement
Line manager is best placed to access, ongoing basis, training and development needs
Ideally placed to provide advice, direction and counseling to subordinates
Existence of complementary HRM activities
HRD adopted a closed system mode of thinking
Unresponsive to organizational needs
Unware of how its activities link with HRM activities
Lacking in significant evaluation
HRD plans and policies
It acts not only as a source of information for all managers
But clearly shows to the employees included education, learning and development activities that will undertake developing their skills & knowledge
Complements the career development activities
Expanded trainer role
Three types of conflict in this role
Trainer's internal conflicts, managing conflicting priorities between HRD function and wider organization, managing conflicts among line departments
These conflicts place a high demands on the skills and credibility of the HR specialist, probability of failure in this role is high
Environmental scanning
Competitive environment presents as a major opportunities it highlights the role of human resources as a key of the business success
Need for HRD strategy be well positioned for the organizational learning
Recognition of culture
HRD function has a key role in maintaining and changing corporate culture
Various perspectives is necessary if a strategically-focused HRD function to establish options, policies, and plans fit with the strategic logic and cultural web found in organization
Top management support
Allocate valuable organizational resources
Credibility to build strong strategic partnerships with functional areas
Vital to ensure the project continuance and success
Emphasis on evaluation
Strategic learning process is strategy evaluation
If HRD function wishes to have a strategic to focus then it must evaluate the activities
Integration with organizational missions and goals
Vital in organizational learning, training and development to the business goals
Systematically integrated with the organization needs as a necessity for organizational survival
PROCESS
Organizational Learning
Knowledge distribution
knowledge is spread among the members of the organization
Interpretation
Individuals share and incorporate aspects their knowledge thereby achieving shared understanding and coordinating the decision making
Organizational memory
Tries to store knowledge for future use in the organizational systems in the form of rules, procedures and other systems
Knowledge
acquisition
Distinctive characteristics can be subdivided into external and internal knowledge acquisition
OUTPUTS
HRD Outcomes
Shaping organizational missions and goals
Organizational learning provides an opportunity to shape organizational mission and goals
Helps to facilitate organizational change
Top management leadership
Leadership factors have strong effects on top-management innovation influence
SHRD-specific view of leadership, the human resource management directly influence leadership and moderates the relationship with organizational learning
Environmental scanning by senior HRD management
Resulting in greater firm performance between the frequency that senior managers conduct with environmental scanning
A firm's level of commitment to the planning process
HRD strategies, policies and plans
HRD has a role in systematic implementation of strategies, policies and plans
SHRD practices develop internal learning consultancy capabilities
Allowing the organization to shape further the missions and goals
Strategic partnerships with line management
Consulting experiences within a networked organization to focus related creation, maintenance and assessment of SHRD
Managing and consulting in such partnerships are essential
Strategic partnerships with HRM
A key component of a corporation's competitive strategy
It offers flexible of achieving market access, scale economies, and competence development
Trainers as organizational
change
consultants
Training specialists tend to have an administrative and delivery role
The role of trainers shifts from expanded trainer to trainers as organizational change consultant
Ability to influence corporate
culture
Gordon 1995 analyzed management of racial and gender identities and conflicts as core components of corporate culture
Developing the ability to influence corporate culture is the important process of organizational learning transformation
Emphasis on individual productivity and satisfaction
An increase in the level of participative activity was associated with increase in productivity and employee satisfaction
Learning is crucial component in transformation from traditional organization to developmental organization
SHRD practices have potential for the management for the
contribute in business strategy and organizational learning
Implementing these practices will encourage employees to create innovation including the process of bringing new problem-solving and value-adding ideas